Institute for Advanced Study Annual Staff Performance Evaluation
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1 Institute for Advanced Study Annual Staff Performance Evaluation Employee: Title: Evaluation Date: Manager: School/Department: Instructions: Considering your assessment and discussion of the employee s performance throughout the 2015 fiscal year, and referring to the defined evaluation levels, evaluate the employee s performance relative to the position requirements. Consider the following questions: To what extent has the employee been successful in the performance of the position s ongoing responsibilities? In what aspects has this employee excelled, improved, or developed new skills and abilities? In what aspects does this employee (continue to) need development and/or improvement? Definitions for Competency/Accountability Assessment Accomplished This level of performance consistently meets the high expectations for the position. The employee s performance contributes significantly to the attainment of departmental and Institute-wide goals and objectives in a way that is important and with high impact. Employee produces work of exceptional quality while meeting challenging demands. Acceptable Although employee performs in a satisfactory and reliable manner, the individual does not consistently and fully meet the high expectations of the position. The employee meets the minimum requirements of the position, but may need to improve performance to meet expected levels in some areas of performance. Unacceptable Performance falls below expectations for the position, or does not meet certain key responsibilities. The employee requires closer supervision and needs special urging, reminders, and follow-through to get work accomplished. Improvement is needed and a work development plan is required. 1
2 Section 1: Job Description Please review the current position description. Does the description accurately reflect the current nature of the job? Yes No If the current position description does not accurately reflect the current nature of the job, summarize the significant differences below. Also notify Human Resources so the description can be updated. Section 2: Core Competencies (Expected of all employees at the Institute for Advanced Study) Quality of Work Core Competency Comments Assessment Maintains high standards despite pressing deadlines; does work correctly the first time; corrects own errors; regularly produces accurate, thorough, professional work. Job/Technical Knowledge Demonstrates knowledge of appropriate techniques, skills, equipment, procedures and materials; applies knowledge to identify issues and internal problems; works to develop additional technical knowledge and skills. 2
3 Section 2: Core Competencies (continued) Core Competency Comments Assessment Communication Writes and speaks effectively, using conventions proper to the situation; states own opinions clearly and concisely; demonstrates openness and honesty; listens well during meetings and feedback sessions; explains reasoning behind own opinions; asks others for their opinions and feedback; asks questions to ensure understanding; exercises a professional approach with others using all appropriate tools of communication; uses consideration and tact when offering opinions. Cooperation and Teamwork Works harmoniously with others to get a job completed; responds positively to instructions and procedures; able to work well with staff, co-workers, peers and managers; shares critical information with everyone involved in a project; works effectively on projects that cross functional lines; helps to set a tone of cooperation within the work group and across groups; coordinates own work with others; seeks opinions; values working relationships; when appropriate facilitates discussion before decision-making process is complete. Initiative and Creativity Plans work and carries out tasks with the appropriate level of supervision and instructions; makes constructive suggestions; prepares for problems or opportunities in advance; responds to situations as they arise; evaluates new technology as potential solutions to existing problems. Reliability and Judgment Makes sound decisions; bases decisions on fact and uses logic to reach solutions; personally responsible; completes work in a timely, consistent manner; is regularly present and punctual; is committed to doing the best job possible; keeps commitments. 3
4 Section 3: Position-Specific Competencies/Accountabilities Assess the top 3-5 key specific competencies/accountabilities for the position. Competencies are typically drawn from the Position Summary or Essential Job Duties and Responsibilities sections of the job description. If the position includes managerial responsibilities, please also complete Section 3(a), Managerial Competencies. Position-Specific Competency/Accountability Comments Assessment
5 5. Section 3(a): Managerial Competencies (Complete for employees with managerial responsibilities) Managerial Competency Comments Assessment Managing Performance of Others Hold Staff members accountable; provide timely, constructive, and balanced feedback; help Staff members to prioritize and revise goals; identifies training and development opportunities Leadership Provides positive leadership, support, and direction; plans, controls, and delegates effectively; motivates others to perform at the highest level; sets a positive example for the team 5
6 Section 4: Specific Objectives/Accomplishments Note the employee s progress on any goals/objectives included in the current evaluation period, and/or note other accomplishments. Explain whether any goals/objectives were modified due to departmental operations or changed priorities. Section 5: Overall Summary of Performance Summarize overall performance during the evaluation period, including successes in the past year, as well as areas for growth or development in the year ahead. Overall Assessment ACCOMPLISHED This level of performance consistently meets the high expectations for the position. The employee s performance contributes significantly to the attainment of departmental and Institute-wide goals and objectives in a way that is important and with high impact. Employee produces exceptional quality while meeting challenging demands. ACCEPTABLE Although employee performs in a satisfactory and reliable manner, the individual does not consistently and fully meet the high expectations of the position. The employee meets the minimum requirements of the position, but may need to improve performance to meet expected levels in some areas of performance. UNACCEPTABLE Performance falls below expectations for the position, or did not meet certain key responsibilities. The employee requires closer supervision and needs special urging, reminders, and follow-through to get work accomplished. Improvement is needed and a work development plan is required. 6
7 Section 6: Performance Objectives or Goals for the Year Ahead: Note any specific goals or objectives expected in the year ahead, including any expected completion dates. Section 7: Training & Professional Development Please identify any training and professional development activities recommended for the employee to complete over the next year to assist in his or her development or enhancement of skills or competencies and to grow professionally. Section 8: Employee Comments Employee may include comments in the space below, and/or may attach comments in a separate document. 7
8 Section 9: Signatures Manager Manager Employee Date Date Date Form last revised 03/2016 8
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