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1 APPRAISAL Name Position / Working Title Administrative Unit / College Period of Evaluation Management (I to IV) Number of employees who report to level of evaluated: Date of Last Evaluation CSU Trustee Policy requires that each campus develop an evaluation plan outlining criteria and procedures for consideration of individual salary adjustments. MPP employees shall be evaluated after six months and one year of service, and subsequently at one year intervals. (MPP 42722) This performance appraisal instrument is intended to meet that requirement. A current job description must be attached and becomes part of this performance appraisal. Part or all of the form may be replaced by a narrative providing that all criteria and components of the form are addressed by the evaluator and the level of performance is described in detail equal to that of the form. Upon completion, the entire performance appraisal shall be placed in the individual s personnel file. PART I: Review of Established Goals. Evaluate the performance and progress toward the goals established in the last performance appraisal. Attach additional pages if necessary.
2 APPRAISAL Part II: Performance Criteria. There are two aspects of each criterion which must be addressed. The first is the level of performance (rate 1-5, below) and the second is the relevance of the criterion to the position (rate A - D, below). The comments section provides an opportunity for additional information; ratings of 1, 2, and 5 must be explained as must significant changes from the last performance appraisal. Outstanding Critical Important Minimal 1. Leadership Demonstrates sensitivity and awareness in relating to people; fosters an environment that stimulates enthusiasm, creativity, innovation, and initiative; contributes to the goals described in CSUC s The Strategic Plan for the Future; sets appropriate examples for integrity, openness, cooperation, and commitment to the University; secures cooperation and optimum results through efforts of coworkers, and subordinates; maintains or contributes to an environment of trust and respect; establishes and implements unit goals involving human resources. Outstanding Critical Important Minimal 2. Professional Development of Subordinates Encourages and supports professional development of subordinates. Outstanding Critical Important Minimal 2
3 APPRAISAL 3. Evaluation of Subordinates Conducts appropriate performance reviews of subordinates; establishes purposeful goals and helps subordinates to meet them; works on a continuing basis to improve performance of subordinates; links recommendations for performance-based salary increases to evaluation and professional development. Outstanding Critical Important Minimal 4. Supervising Human Resources Effective in planning, organizing, and controlling the work of subordinates; delegates effectively; holds subordinates responsible for assignments and duties; makes appropriate personnel recommendations and decisions. Outstanding Critical Important Minimal 5. Managing Financial and Material Resources Demonstrates fiscal responsibility and efficient utilization of resources; plans and controls expenditures; works to contain costs and minimize financial loss; uses resources wisely. Outstanding Critical Important Minimal 3
4 APPRAISAL 6. Communication Communicates effectively orally and in writing; provides information that is clear; listens and responds to subordinates and coworkers ideas, needs, and suggestions; effectively conducts and/or participates in meetings; keeps supervisor informed. Outstanding Critical Important Minimal 7. Affirmative Action/Equal Employment Opportunity Accepts responsibility for and makes conscientious efforts to comply with Affirmative Action and Equal Opportunity Employment policies; encourages and maintains an environment of nondiscrimination; is sensitive to individuals representing all aspects of diversity. Outstanding Critical Important Minimal 8. Quality and Quantity of Work Meets appropriate standards for quality and quantity of work; meets deadlines; is consistent in accuracy, efficiency, acceptability, thoroughness, and effectiveness of work product. Outstanding Critical Important Minimal 4
5 APPRAISAL 9. Problem Solving Identifies problems; develops alternative solutions; implements practical, effective, and innovative solutions; responds appropriately to new and different situations; overcomes resistance to change and secures acceptance for ideas; is sought for advice in dealing with problems. Outstanding Critical Important Minimal 10. Interpersonal Skills Demonstrates ability to work well with others, is respectful of coworkers, communicates effectively and is a team player; promotes teamwork; demonstrates effective conflict resolution skills. Outstanding Critical Important Minimal 11. Attitude and Cooperation Is committed to goals of University and unit; demonstrates a helpful manner to coworkers, subordinates, and others; is approachable and respects the views of others; projects a positive outlook; is functional; adjusts to change and manages stress; exhibits responsible and mature management / supervisorial behavior; assumes responsibility for decisions and actions. Outstanding Critical Important Minimal 5
6 APPRAISAL 12. Technical Skills/Knowledge of Job Demonstrates skills and knowledge expected for the position; articulates this knowledge to others. Outstanding Critical Important Minimal 13. Personal Professional Development or Growth Engages in professional development to enhance personal ability to meet or exceed the demands of the position; seeks opportunities to learn skills or advance knowledge particularly about matters related to the position. Outstanding Critical Important Minimal 14. Other: Evaluator may add an additional criterion that is particularly relevant to the position. Outstanding Critical Important Minimal 6
7 APPRAISAL 15. Overall Level of Performance Based upon all the foregoing criteria and, in particular, those which are critical or important for the position, provide an assessment of overall performance. Outstanding Critical Important Minimal PART III: Identification of Goals. Based upon the foregoing performance appraisal and the responsibilities and expectations of the position, identify up to four goals or performance objectives to be completed prior to the next performance appraisal PART IV: Employee Response/Comments (if any) and Signature. Employee Signature Date My signature certifies that this performance appraisal has been discussed with me. I understand that my signature does not necessarily indicate agreement with the appraisal. I do not agree with the appraisal, and my reasons are indicated in the comments above my signature / attached. 7
8 APPRAISAL PART V: Signatures of Supervisor/Evaluator and Appropriate Vice President. Supervisor/Evaluator Date Intermediate Manager (if any) I Agree Date I Do Agree Provost or Vice President I Agree Date I Do Agree If the intermediate manager (if any) or the provost/vice president do not agree with the performance appraisal done by the supervisor, that disagreement shall be described below. MPPPE2.MB 5/99 8
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