UC Merced Performance Appraisal Employee Information. Appraisal Ratings. Part One: Core Competencies. Competency Comments: Performance Assessment

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1 UC Merced Performance Appraisal Employee Information Name: Division: Job Title: Department: Supervisor's Name: Title Unit Code: Period Covered By This Appraisal: From: To: Appraisal Ratings Far Exceeds Expectations: Performance consistently far exceeds expectations in all competencies, and the quality of work was overall superior. Annual goals were completed earlier than anticipated. Made an exceptional or unique contribution in support of unit, department, or University objectives. This rating should be reserved for employees with strong, commendable performance. Concrete examples of these results must be given to issue this rating. This rating should be used sparingly and reserved for truly extraordinary performance throughout the performance cycle. Meets High Expectations: Performance consistently meets high expectations in all or almost all competencies, and the quality of work overall met high expectations. All or almost all goals were met. The employee is a dependable, competent, knowledgeable individual who meets and occasionally exceeds expectations of the position. The rating conveys solid, effective performance. Needs Improvement: Performance is adequate in most competencies, but needs improvement in one or more significant competencies that are critical to the position, and/or one or more of the most critical goals were not met. Work product requires improvement in one or more areas to meet the University s expectations. Such performance shortfalls may be attributable to newness on the job, missing or underdeveloped skills, and/or experience. This rating conveys that performance is below expectations in one or more areas and must be improved. A performance improvement plan must be outlined, including timelines and monitored to measure progress; Review from HR is required. Unacceptable: Performance was frequently below in all or almost all competencies, and/or reasonable progress toward critical goals was not made. Significant improvement is needed in all or almost all competencies. A performance improvement plan must be outlined, including timelines and monitored to measure progress; Review from HR is required. Part One: Core Competencies This section is used to capture how well an employee performed in each competency. A competency is a measurable pattern of skills, knowledge, abilities, behaviors and other characteristics needed to perform and fulfill their job responsibilities successfully. Speak to how well an employee performed in each competency, including supporting evidence to justify the performance rating. Comments must be incorporated, the appraisal cannot be submitted/completed without a meaningful justification. Those in the role of Manager have an additional competency for which they are accountable. Competency Comments: Performance Assessment Communication Shares and receives information using clear oral, written and interpersonal communication skills.

2 Diversity and Inclusion Models and promotes the University of California Principles Of Community and complies with UC policies on Diversity and Non Discrimination. Employee Engagement Demonstrates commitment to the job, colleagues, the University and its mission by acting in ways that further the accomplishment of its goals. Innovation and Change Management Uses personal knowledge and professional experience to envision the future, anticipate change, capitalize on opportunities and develop innovative options that further the strategic direction of the organization Job Mastery and Continuous Learning Demonstrates responsibility for one s own career path and continues learning by identifying and applying new skills as needed to perform successfully on the job. Resources Management & Sustainability Demonstrates integrity, accountability and efficient stewardship of university resources in a manner consistent with the UC Standards of Ethical conduct and other policies. Models and promotes behavior and practices supporting and institutionalizing sustainability. Results Orientation and Execution Demonstrates the ability to analyze situations or problems, make timely and sound decisions, construct plans and achieve optimal results. Service Focus Values and delivers high quality, professional, responsive and innovative service. Teamwork and Collaboration Collaborates with colleagues in order to achieve results in alignment with the operations and mission of the University of California. Demonstrates a genuine interest in the thoughts, opinions, values and needs of co-workers and customers and views differences in these areas as both inevitable and acceptable. Avoids speaking, writing or doing other things that could be seen as disrespectful of people in their absence (or "behind their backs"). Recognizes and shows respect for the strengths and contributions of others.

3 sevitcejbo tnempoleved Solving Problems Takes a proactive approach to anticipating and preventing problems. When problems occur, defines those problems, investigates obstacles, gathers relevant information, decides whether solving the problem should be a group decision, generates and analyzes alternate solutions and arrives at a workable solution. Quality Assurance and Assessment Demonstrates involvement in the unit s annual and/or periodic assessment efforts, including the unit s efforts to improve the quality of its services. Makes sure that quality does not suffer as the quantity of work increases. Works effectively with peers to provide and/or improve the quality of service provided, and carries own share of team workload. People Management Leads and engages people to maximize organizational and individual performance through alignment with the University mission and attainment of strategic and operational goals. Development Plan Development Objectives Title: Due: Competency: Select Add Development Plan Part Two: Future Goals This section is completed by the supervisor in collaboration with the employee. A minimum of 3 goals to be completed during the performance cycle must be identified. Individual performance goals should align with those of the department and/or campus. Goals should be SMART: S - specific, significant, stretching M - measurable, meaningful, motivational A - agreed upon, attainable, achievable, acceptable, action-oriented R - realistic, relevant, reasonable, rewarding, results-oriented T - time-based, timely, tangible, trackable Add additional goals (to a maximum of five) by clicking the "Add New Goal" link below. For managers: To view goals suggested by your direct reports, please click the Split Screen icon above and select "Self-Appraisal". You can then copy and paste the information into this form if desired, and edit as appropriate.

4 Goals Title: Due: Title: Due: Add New Goal Part Three: Overall Rating This section requires a narrative that justifies the overall performance rating. Overall Rating Far Exceeds Expectations Meets High Expectations Needs Improvement Unacceptable Employee Comments At the completion of the final appraisal discussion between the supervisor and employee, the employee may use this section to discuss aspects of the appraisal. Succession Planning Potential for Promotion

5 High Potential - potential to move up 2-3 levels. Promotable - potential to move up 1 level. Rate this direct report on his/her potential for promotion by choosing the best option from the list. Well placed in current role. Needs development in current role. Not acceptable in current role. Timing of Next Promotion Immediate - ready for promotion. Rate this direct report on his/her readiness for promotion by choosing the best option from the list. Within 1 year. Within 2 years. Greater than 2 years. Risk of Leaving None - not likely to leave. Rate this direct report's risk of leaving the organization by choosing the best option from the list. Low - likely to leave within 5 years. Medium - likely to leave within 3 years. High - likely to leave within a year. Reason for Leaving Approaching retirement. Choose the best option from the list to describe why you think this direct report may leave the organization. Lack of growth opportunities. Returning to school. Dissatisfied with compensation. Other reason.