While performance evaluation systems take many forms from organization to organization, these are the components likely to be included. Some are more effective than others. But the goals for the performance evaluation, or the appraisal process, or the performance management process are similar. The differences appear in the approach and the details. And, that can make all the difference in how the system is perceived by and carried out by employees.
Performance Evaluation: Non-Template
- 0.1 Performance Factors
- 0.2 ADDITIONAL PERFORMANCE FACTORS
- 1 GOALS / OBJECTIVES / SPECIAL PROJECTS ASSIGNED DURING THE REVIEW PERIOD
Performance Evaluation: Example
|Review Period From:||To:|
|Review Date:||(End of the month following the “To:” date)|
|Name:||Employee ID Number:|
|Department or Office:|
Employment Category: Non-Exempt Exempt
v The supervisor and employee meet at the beginning of the review period and together identify and prioritize three to five primary job responsibilities from the employee’s job description. Goals, objectives, and special projects may be identified at any time throughout the review period.
v At the end of the review period, the employee self-evaluates his or her performance (job responsibilities, performance factors, and goals/objectives) using the rating scale, completes Part I of the Career Development section, and returns the form to the supervisor.
v The supervisor evaluates the employee’s performance of job responsibilities, performance factors, and goals/objectives using the rating scale. Supervisor comments are REQUIRED for any evaluation of “Exceeds Expectations”, “Improvement Needed”, “Fails to Meet Expectations”, and for the OVERALL rating.
v The supervisor then meets with the employee and together they discuss the ratings, complete Part II of the Career Development section, and sign and date the form. The review form is then forwarded to the Human Resources Department (Employee Relations) for review and filing.
v The job description is to be reviewed annually and updated, if appropriate. If significant changes are made, the supervisor submits an updated copy to the Human Resources Department together with the completed review form.
E – EXCEEDED EXPECTATIONS: A preponderance of the employee’s work exceeded expectations. The employee consistently did outstanding work, regularly going far beyond what is expected of employees doing this type of work. Performance that exceeded expectations was due to the effort and skills of the employee.
M – MET EXPECTATIONS: Performance fully met the established job expectations, and may on occasion have exceeded expectations. The employee generally performs very well and requires little additional guidance.
I – IMPROVEMENT NEEDED: Performance met some of the job expectations but did not fully meet the remainder. The employee generally performs at a minimal level and improvement is needed to fully meet expectations. Performance deficiencies were due to the employee’s lack of effort or skills.
F – FAILED TO MEET EXPECTATIONS: Performance generally failed to meet the established expectations or required frequent, close supervision and/or the redoing of work. The employee did not perform at the level expected for employees doing this type of work. Unacceptable job performance was due to the employee’s lack of effort or skills.
|Knowledge of Work: Understands assigned duties and responsibilities; establishes priorities and plans work; uses appropriate procedures, tools, equipment and materials for assigned work.|
|Quality of Work: Work is complete, neat, accurate, timely and thoughtful.|
|Quantity of Work: Completes all assignments within specified time limits; adjusts to unexpected changes in work demands to meet timetables.|
|Initiative: Self-starter requires minimal supervision, requests additional assignments or responsibilities; suggests and implements improved work methods.|
|Cooperation: Projects a positive work attitude; relates effectively with coworkers, supervisors, and others; uses tact and diplomacy/acts professionally at all times.|
|Problem Solving: Identifies problems, secures relevant information and implements solutions.|
|Planning and Organizing: Establishes and manages work priorities; efficiently allocates time and utilizes available resources appropriately; effectively handles multiple assignments.|
|Communications: Effectively expresses self in individual or group situations; message is clear, concise and easily understood; listens carefully to others.|
|Attention to Safety: Assists in the creation of a safety culture by working in a safe manner; reports unsafe situations and accidents; follows safety procedures; requests and uses safety equipment and safety techniques; and participates in safety training.|
|Attendance/Punctuality: Dependable, present at work and on time. Absences are properly scheduled and reported.|
EMPLOYEES WITH SUPERVISORY RESPONSIBILITIES
|Leadership: Effectively accomplishes work through others; inspires confidence, provides clear direction, communicates constructive feedback, provides on-the-job training; recognizes and resolves problems.|
|Development of Staff: Recognizes and develops skills and abilities of other staff or students in order to promote professional development and to meet departmental and university objectives; plans and assigns work effectively and equitably.|
ADDITIONAL PERFORMANCE FACTORS
(These are specified factors unique to the position being reviewed.)
GOALS / OBJECTIVES / SPECIAL PROJECTS ASSIGNED DURING THE REVIEW PERIOD
|Goal/Objective/Special Project||Results Achieved|
OVERALL RATING – JOB RESPONSIBILITIES, PERFORMANCE FACTORS,
Part I: List training programs, conferences, and courses attended during review period to improve present job skills or for career development.
|Part II: List developmental steps to improve performance and/or prepare for future responsibilities.|
|EMPLOYEE’S OVERALL RATING COMMENTS:|
|SUPERVISOR’S OVERALL RATING COMMENTS:(Required)|
|*Your signature indicates only that you have read and discussed this performance review with your supervisor. It does not necessarily mean that you agree with the comments. If you disagree with your review, explain, either in the space above or on a separate page, the specific areas of disagreement. You may request a copy of the performance review from your supervisor.||I have reviewed the employee’s job description:|
It needs revisions – which is my responsibility.
*Employee Signature Date Supervisor Signature Date
I have reviewed this evaluation:
Department/Office Head (or Designee) Signature Date
Performance Evaluation Goals
These are goals of an effective performance evaluation process:
- The employee and the supervisor are clear about the employee’s goals, required outcomes or outputs, and how the success of the contributions will be assessed.
- The performance evaluation helps employees accomplish both personal development and organizational goals. The act of writing down the goals takes the employee one step closer to accomplishing them.
- Since goals, deliverables and measurements are negotiated in an effective performance evaluation, the employee and the supervisor are committed to achieving them. The written personal development goals are a commitment from the organization to assist the employee to grow in his or her career.
- Performance evaluation provides legal, ethical, and visible evidence that employees were actively involved in understanding the requirements of their jobs and their performance. The accompanying goal setting, performance feedback, and documentation ensure that employees understand their required outputs.
- In the event that an employee is not succeeding or improving in his job performance, the performance evaluation documentation can be used to develop a Performance Improvement Plan (PIP). This plan provides more detailed goals with more frequent feedback to an employee who is struggling to perform. The goal is improvement but non-performance can lead to disciplinary action up to and including employment termination.
- In many organizations numeric rankings are used to compare an employee’s performance with the performance of other employees. Numeric ratings are frequent components of these systems, too. No matter how fair and non-discriminatory, these ratings are made to appear through endless establishment of criteria for rating, they basically boil down to the supervisor’s opinion of an employee’s performance.
- The employee performance evaluation provides evidence of non-discriminatory promotion, pay, and recognition processes. This is an important consideration in training supervisors to perform consistent, regular, non-discriminatory employee performance evaluations. The documentation of success and failure to achieve goals is a critical component of the employee performance evaluation process.