ADMINISTRATIVE STAFF EVALUATION FORM
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1 ADMINISTRATIVE STAFF EVALUATION FORM OFFICE OF HUMAN RESOURCES A MEMBER OF THE TEXAS A&M UNIVERSITY SYSTEM Name of Employee: Position Title: Department: _ of Employment Into Current Position: TYPE OF EVALUATION Initial - 4 months Annual Special INSTRUCTIONS TO SUPERVISOR: As part of the performance evaluation process, you and the employee (together) must review, sign, and date the position s PDQ (Position Description Questionnaire) that is on file with the HR Office to ensure that it is accurate and current. Discuss and review the performance evaluation and PDQ with the employee in a private setting without interruption. Remember that performance evaluation is a continuing process, not just an annual event. Throughout employment, supervisors are encouraged to interact and/or communicate periodically with the employee about the job and about his/her performance progress. COMPLETING THE PERFORMANCE EVAULATION: Concentrate on one factor at a time, read all ranking specifications for that factor, and use your own independent judgment to determine which ranking best describes the performance of the employee. Supervisors may provide detailed comments to support each factor ranking. Any ranking of 1 or 5 requires justification in the comments section. A ranking of 1 in any performance factor requires a special evaluation in 90 days. At end of this evaluation, supervisors are required to provide agreed upon goals and objectives for the year which will help enhance the employee s If additional space is needed, please attach a separate page. To ensure a fair, honest, and effective performance evaluation, rank with the utmost care and thought, rank on the basis of the essential duties and responsibilities of the position, disregard general impressions, and do not allow personal feelings to govern your ranking. A. JOB SKILLS AND KNOWLEDGE The ability to demonstrate professional skills and knowledge of the responsibilities and duties assigned to the position. 1 Does not demonstrate the necessary skills and COMMENTS : 2 Demonstrates limited necessary skills and necessary skills and 4 Demonstrates full necessary skills and exceptional skills and B. QUALITY OF WORK The ability to produce accurate, neat, and thorough work, whether self-initiated or supervised. 1 Work product is unacceptable. COMMENTS : 2 Work product requires constant revision and correction. 3 Produces average work product; some revisions required. 4 Work is of very good quality; few revisions required. 5 Work is of exceptionally high quality; virtually error- free. C. INITIATIVE The ability to think and act without being instructed in great detail. 1 Needs constant supervision to start and complete tasks 2 Needs excessive guidance to finish tasks initiative; proceeds alone in performance of routine duties and assignments 4 Completes work on own initiative; resourceful and alert. 5 A self-starter in all respects; constantly seeks new techniques and methods to improve effectiveness D. JUDGMENT The ability to reach logical, responsible, and timely decisions. 1 Poor judgment. 2 Is uncertain of own judgment; defers decisions to others. 3 Generally uses good judgment. 4 Demonstrates the ability to apply careful reasoning to decisionmaking. 5 Reasoning is logical, clear and concise; comes to sound conclusions quickly and acts decisively on them. E. ADAPTABILITY The ability to accept change and adapt to a variety of assignments. 1 Unable to accept change. 2 Has difficulty accepting suggestions and change. 3 Accepts suggestions and change. 4 Willingly supports suggestions and change. 5 Enthusiastically accepts suggestions and change.
2 F. TEAMWORK AND COOPERATION The ability to work with colleagues in a collective effort to accomplish institutional goals and objectives. 1 Uncooperative; unable to work with others 2 Tends to be uncooperative. 3 Cooperates with others; willing to compromise. 4 Readily cooperates; promotes teamwork. 5 Very willing to cooperate with others; inspires positive work relations. G. ACCEPTANCE OF RESPONSIBILITY The ability to demonstrate willingness to assume and implement the responsibilities of the position. 1 Refuses to accept 2 Resists acceptance of 3 Accepts normal 4 Accepts responsibility beyond normal requirements. 5 Actively seeks more H. ATTENDANCE AND AVAILABILITY The ability to conform to work schedule and be available to perform responsibilities and provide administrative support. 1 Undependable, absent, or unavailable. 2 Poor attendance, frequently absent, or unavailable without proper notice. 3 Average attendance and availability 4 Dependable; sensitive to institution s need for availability 5 Excellent attendance and availability record. I. PUBLIC RELATIONS The ability to communicate effectively with the public; the degree to which employee is able to project a courteous and helpful image. 1 Is tactless and discourteous; aggressive approach frequently results 2 Needs to improve tact and diplomacy skills; aggressive approach occasionally results in miscommunication problems; reluctantly helpful 3 Generally tactful and courteous; usually able to communicate satisfactorily; willing to be helpful 4 Consistently tactful and courteous; able to communicate effectively; strives to be helpful 5 Exceptionally tactful and courteous; has excellent communication skills; goes out of the way to be helpful. J. MANAGEMENT OF WORKLOAD The ability to meet deadlines and prioritize workload and to produce the required amount of work to meet the needs of the institution. 1 Work output unsatisfactory; seldom 2 Barely meets minimum workload requirement; occasionally meets deadlines. 3 Meets average workload requirements; usually 4 Exceeds requirements for output; frequently 5 Greatly exceeds workload requirements; always on time or ahead of schedule. K. PLANNING The ability to ensure that activities are coordinated by setting goals, specifying objectives, anticipating contingencies, and utilizing allocated resources for the attainment of departmental and institutional goals. 1 Poor planner. 2 Demonstrates limited exceptional planning L. SUPERVISORY SKILLS The ability to provide direction and motivate employees to perform at their highest level; to responsibly evaluate the work of employees and take appropriate action when necessary; to enforce University Policies and Regulations in a positive manner. If not applicable to employee s job description, mark here. 1 Does not demonstrate necessary supervisory 2 Has difficulty exercising supervisory 3 Generally demonstrates acceptable supervisory supervisory exceptional supervisory skills; shows innovation in supervisory techniques.
3 M. BUDGET MANAGEMENT The ability to prepare timely and accurate projections of departmental financial requirements and manage allocated financial resources. If not applicable to employee s job description, mark here. 1 Poor budget manager. 2 Has difficulty managing budget. Reports are seldom presented in an acceptable time frame; projections are seldom accurate. 3 Generally presents budgets in an acceptable time frame; projections are usually accurate and represent the needs of the department. 4 Exercises care in the preparation of the budget; projections and needs are well supported. 5 Exceptional budget manager; maximizes use of available resources; exhibits a clear departmental budget requirements and is sensitive to the needs of other departments. ITEMS N R FOR DIRECTOR OF ATHLETICS & COACHES ONLY N. ADHERING TO NCAA BY-LAWS AND HEARTLAND CONFERENCE REGULATIONS. 1 Demonstrates poor NCAA 2 Has difficulty adhering to NCAA By-laws and Heartland NCAA NCAA exceptional NCAA By-laws and Heartland O. ADHERING TO ESTABLISHED INSTITUTIONAL RULES, POLICIES, AND PROCEDURES AS WELL AS ETHICAL STANDARDS OF BEHAVIOR. 1 Demonstrates poor 2 Has difficulty adhering to institutional rules, exceptional institutional rules, P. ENSURING THE SATISFACTORY ACADEMIC PERFORMANCE OF STUDENT-ATHLETES 1 Poor level of success in this area; very few student-athletes have 2 Below average level of success in this area; less than half of studentathletes have satisfactory academic 3 Average level of success in this area; at least half of studentathletes have 4 Effective level of success in this area; majority of studentathletes have 5 Exceptional level of success in this area; all student-athletes have Q. ENSURING THE PHYSICAL, EMOTIONAL, AND SOCIAL WELFARE OF STUDENT-ATHLETES, INCLUDING ISSUES RELATED TO GENDER, ETHNIC DIVERSITY, RELIGION, AND SEXUAL ORIENTATION. 1 Poor skills in ensuring the physical, 2 Below average skills in issues related to 3 Average skills in 4 Effective skills in 5 Exceptional skills in issues related to
4 R. ESTABLISHING AND ENSURING A SAFE ENVIRONMENT FOR STUDENT-ATHLETES WHICH INCLUDES PROVIDING EDUCATION ABOUT AND METHODS FOR DISCUSSING AND RESOLVING SEXUAL HARASSMENT OR DISCRIMINATION. 1 Poor skills in 2 Below average skills in ensuring a safe 3 Average skills in 4 Effective skills in 5 Exceptional skills in ensuring a safe GOALS AND OBJECTIVES (required): _ SUPERVISOR S EMPLOYEE S This report is based on my observation and It represents my best judgment of the employee s Together, the employee and I reviewed, signed, and dated the position s current PDQ that is on file with the HR Office. Supervisor Signature I have reviewed this report on the date indicated below and have had the opportunity to discuss it with my supervisor(s). My signature does not necessarily mean I agree with the report. Together, my supervisor and I reviewed, signed, and dated my position s current PDQ that is on file with the HR Office. Employee Signature Next Level Supervisor Signature (if applicable) Appropriate VP Signature (This signature required for Director of Athletics and Coaches only.) Revised 1/07/08
5 PROFESSIONAL DEVELOPMENT PLANNING WORKSHEET OFFICE OF HUMAN RESOURCES A Member of the Texas A&M University System This worksheet is designed to assist the Office of Human Resources in identifying the professional development (training) needs of our employees. As you evaluate the performance of this employee, please consider and discuss with him/her any professional development (training) which will help the employee in accomplishing job responsibilities and in meeting agreed upon goals and objectives. Employee Name: Title: Department/Office: List development areas that you identified and would like to see available for this employee via training workshops, seminars, and courses (i.e., writing skills, listening skills, supervisory skills, specific software program, computer skills). Signature of Supervisor Form #HR Revised 4/26/07
EMPLOYEE PERFORMANCE APPRAISAL
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