Performance review can help you recognize and value your team members, clarify their roles and identify training and development needs. Performance review also helps create a culture of open communication in your business.
The results of performance review can help make decisions about salary increases and pay grading – allowing improved budget forecasts for the coming financial year.
Performance Review: Non-Template
Performance review defines the roles and responsibilities of staff and helps them to reflect, consolidate, plan and review their work performance. Review discussions are a chance to ensure each staff member knows how they contribute to the business and its goals. Look for opportunities to better align staff roles with the emerging directions of the business.
Performance Review: Promote Open Communication
By talking to staff about their performance, you can promote a culture of open communication, discuss any weaknesses or problems staff have and help them find solutions. Create discussions that help ensure you’re taking care of staff and giving them the best chance of developing, achieving and rising in their roles.
Involving the management team in developing and implementing the performance review process is essential to creating a positive culture of feedback and improvement. This process will also help motivate the team and build their understanding of, and commitment to, the business.
Performance Review: Examples
ANNUAL PERFORMANCE REVIEW
|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:
*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 is accurate and up-to-date; or
It needs revisions – which is my responsibility.
At least one Interim Review was conducted with the employee during the review period.
*Employee Signature Date Supervisor Signature Date
I have reviewed this evaluation:
Department/Office Head (or Designee) Signature Date
Performance Review Roles
You can use performance review to find out if staff are meeting the expectations of their job descriptions:
- Reward staff who are bringing value to your business. Workplace relationships will prosper in a culture that recognizes achievement and values accountability.
- Use review processes to evaluate performance and behavioral issues and take steps to address them. Identify training and development needs and help staff plan their career development. Read more about staff training and development.
- Set targets for staff performance that help address inferior performance and reward effectiveness.