Phoenix-Mesa Gateway Airport Authority. Performance Evaluation System Guide

Size: px
Start display at page:

Download "Phoenix-Mesa Gateway Airport Authority. Performance Evaluation System Guide"

Transcription

1

2

3 Table of Contents Performance Evaluation System - Overview... 5 Performance Evaluation System... 5 Performance Evaluation Frequency... 5 Performance Evaluation System - Roles... 7 Tips for Supervisors and Supervisors Role... 7 Supervisors Common Rating Errors... 8 Tips for Employees and Employees Role Tips for Reviewers and Reviewers Role The Organization s Role Performance Evaluation System - Orientation Three-Month Employee Orientation Feedback Summary Orientation Period Performance Evaluation Employee Performance Evaluation - Annual Employee Performance Evaluation System - Annual Overview Employee Performance Evaluation System - Annual Steps Employee Performance Evaluation System - Annual Timeline Employee Performance Input Statement (Voluntary) Employee Performance Evaluation - Sections Section I: Performance Factors (What Employees Do) Quantity of Work Quality of Work Job and/or Technical Knowledge Oral and Written Communication Compliance with Policies Section II: PMGAA SPIRIT Values Phoenix-Mesa Gateway Airport Authority SPIRIT Values (How Employees Do on the Job) Safety Page 3 Created 2/01 Rev. 2/10

4 Pride Innovation Responsibility Integrity Talk Section III: GOALS Results Achieved Section IV: Overall Performance Rating Section V: GOALS Setting Goals and Writing SMART Goals Section VI: Comments and Signatures Appendix: Performance Factors (What Supervisors and Managers Do) Managerial Effectiveness/Leadership Decision-Making Planning, Prioritizing and Delegating Effective Use of Performance Evaluations Employee Performance Evaluation - Actions Annual Performance Evaluation Merit Actions Performance Evaluation Overall Rating Appeal Process Performance Improvement Plan Requirements and Timeline Performance Evaluation System - Form Examples Example - Three-Month Employee Orientation Feedback Summary Example - Orientation Period Performance Evaluation Example - Performance Improvement Plan Performance Evaluation System - Forms Page 4 Created 2/01 Rev. 2/10

5 Performance Evaluation System - Overview In order to attract and retain a highly qualified and competent work force, Phoenix-Mesa Gateway Airport Authority (PMGAA) has instituted a performance evaluation system to compensate employees in a fair and equitable manner based upon demonstrated job performance, and in accordance with PMGAA s Equal Employment Opportunity policy. As part of the evaluation processes for an employee who is new, who has been promoted to a new position, or who has received an applicable change of position, the orientation period shall be six months. PMGAA is dedicated to providing every employee with prompt and accurate feedback about his/her performance and to assisting both employees and their supervisors in using the performance evaluation system as a tool for effective communication and thus, improved performance. Through the performance evaluation system employees will receive constructive work reviews designed to address performance and skill developmental needs and interests. Upon an employee s annual performance evaluation, an employee becomes eligible for consideration of a merit pay increase. This guide has been developed to assist both the employee and his/her supervisor in using the performance evaluation system. Performance Evaluation System The performance evaluation system: Communicates performance achievements and performance expectations to an employee and provides guidance to be as productive and successful on the job as possible; Rewards an employee for his/her performance efforts with a merit system that is based on overall performance levels; and Is designed to set goals and for an employee to actively participate in the goal-setting process with his/her supervisor and to develop a plan of action to achieve these goals. Performance Evaluation Frequency An employee receives performance evaluations corresponding to the employee s anniversary of his/her most recent date of hire, promotion, applicable change of position, disciplinary probation, or leave of absence adjustment on the following schedule: Three-Month Employee Orientation Feedback Summary; Orientation Period Performance Evaluation at six months; and Annual Employee Performance Evaluation and merit review. Under usual and appropriate circumstances, an employee should receive a performance evaluation at least annually. If an employee s job responsibilities change substantially at any time, an additional performance evaluation and/or change of annual performance evaluation date may be necessary. Page 5 Created 2/01 Rev. 2/10

6 This page is intentionally left blank. Page 6 Created 2/01 Rev. 2/10

7 Performance Evaluation System - Roles For the performance evaluation system to be successful and beneficial to everyone involved, it must be managed appropriately. To do this, everyone involved plays a role in the success of the system. Supervisors, managers, employees, and the Human Resources department all play a role in effective performance evaluations. The following are brief descriptions of the roles expected of each individual, including tips on how to achieve these roles: Tips for Supervisors and Supervisors Role Supervisors play a critical role in implementing the Performance Evaluation System. The supervisor s role in managing performance goes beyond writing annual performance evaluations. Consistently, a supervisor should: Communicate with each employee to ensure that the performance evaluation is only a summary of previous conversations. No surprises!! Meet with each employee regularly to discuss his/her progress toward meeting the expectations for performance on the job. Listen attentively to the employee s ideas and concerns. Address concerns about an employee s performance immediately. Don t wait until the last minute to convey your concerns to an employee about his/her behavior. Document the performance issues that you discuss with the employee. Keep a supervisor s file for each employee that includes letters of commendation, discipline, and other performance-related notes. Keep your supervisor (the reviewer) informed of the employee s progress. Regularly, a supervisor should: Encourage each employee to maintain a personal file of his/her achievements. Solicit the employee s feedback and input prior to completing the performance evaluation. Encourage employees to provide written comments, including relevant information and achievements based on previous goals. In preparation for a performance evaluation, a supervisor should: Gather additional data relative to the employee s performance. Such information may come from other supervisors, employees, or customers of the employee. Other data may come from quantitative performance records and your supervisor s file. Obtain the previous supervisor s performance-related notes and files for each of the employees you will now be supervising, when a new supervisor is assigned to a group of employees or when an employee is reassigned to a new supervisor part way through the rating period. Have a plan for the performance evaluation discussion. Discussions without a plan often wander off the subject. Page 7 Created 2/01 Rev. 2/10

8 In writing a performance evaluation, a supervisor should: Begin preparing the Performance Evaluation Form at least four weeks before it is due to ensure a timely submission of the evaluation. Use the employee s input from the Employee Performance Input Statement. Objectively and legally assess the employee s performance. Prepare the performance evaluation using accurate and objective data. Avoid subjective opinions or personality judgments; base your comments on facts and use specific examples to qualify your ratings. Review the form with your reviewer for his/her initials and the Human Resources department for his/her initials to ensure that you have been complete and that you have the necessary support before presenting to the employee. In writing goals, a supervisor should: Ensure goals are Specific, Measurable, Attainable, Realistic, and Time-oriented (SMART) and mutually set at the beginning of the rating period with the employee. Support each employee s pursuit of his/her mutually agreed upon goals. During the performance evaluation discussion, a supervisor should: Conduct the performance evaluation discussion in private with no interruptions. Adequate time should be provided to have a thorough discussion. Present the performance evaluation to the employee with an open and honest discussion about the evaluation. Give the employee a chance to reveal any problems or obstacles that may keep him/her from performing at his/her highest level during the discussion about areas where improvement is needed. Listen more than talk, during the performance evaluation discussion. Use open-ended questions to solicit the employee s input into the discussion. Clearly communicate expectations for performance to the employee. Discuss expectations and how they can be achieved. Supervisors Common Rating Errors Supervisors should be aware that there are common errors made during the rating of employees performance. These errors are natural and part of human nature, but can be avoided by being aware of them. The following are the most common errors supervisors may make when rating an employee s performance: The Leniency Error The leniency error means that the rater evaluates everyone too easily or too high. When the leniency error is being committed, everyone rated gets a high rating. In this case, the rater is unjustifiably lenient by assigning similar ratings to an individual or to the group. How to avoid the leniency error: Clearly justify every rating with performance examples that show why the employee deserves the higher rating. Without specific examples of exceptional performance, the employee may not deserve the high rating. The Severity Error The severity error means that the rater evaluates everyone too critically or too low. When the severity error is being committed, everyone gets a low rating. In this case, the rater is unjustifiably strict in assigning all ratings to an individual or a group. Page 8 Created 2/01 Rev. 2/10

9 How to avoid the severity error: Ensure that performance standards are realistic and comparable with those of other supervisors in the same line of work. The Central Tendency Error The central tendency error means that the supervisor does not rate anyone exceptionally high or low. All employees rated get a middle rating. In this case, the rater is unable or unwilling to assign high or low ratings to an individual who deserves such ratings. Instead, the rater plays it safe by using mid-scale ratings even when not justified by the facts. How to avoid the central tendency error: Set clear performance standards and apply those standards to everyone being rated. If an employee exceeds the standards, reward them with higher ratings. If an employee does not meet the standards, a lower rating should reflect this performance. The Recency Error The recency error, the most common rater error, occurs when the rater places too much emphasis on recent events, and does not consider the employee s performance for the entire rating period. How to avoid the recency error: Maintain accurate and clear performance notes throughout the rating period. Frequent employee communication that is documented will help to prevent the recency error. The Halo Effect Error The halo effect error occurs when the rater lets one favored factor or incident distort the overall evaluation. A rater commits the halo effect error when he/she forms a generally favorable impression of the employee and assigns ratings to that individual s performance based on his/her general impression, rather than on specific job-related behaviors. How to avoid the halo effect error: By considering the full range of possible ratings, the rater can avoid the halo effect. Also, if the rater identifies the most prominent factor associated with the employee he/she can more easily set that factor aside and then consider other issues more fairly. The Pitchfork Effect Error The pitchfork effect error occurs when the rater lets one unfavored factor influence his/her overall rating of the employee. A rater commits the pitchfork effect error when he/she forms a generally unfavorable impression of the employee and allows this impression to affect his/her overall rating of the employee. How to avoid the pitchfork effect error: By considering the full range of possible ratings, the rater can avoid the pitchfork effect. Also, the rater should document individual performance examples to support his/her overall rating, rather than letting one overall impression determine the rating. Page 9 Created 2/01 Rev. 2/10

10 Tips for Employees and Employees Role Every employee plays a critical role in making the performance evaluation process successful and rewarding. The following describes an employee s roll and some tips to assist you in making your performance evaluations more productive. Consistently and Regularly, an employee should: Maintain accurate documentation of your own performance achievements. Keep a file of everything you do so that you can come up with the specific examples you ll need to discuss your performance with facts. Keep your own performance file. Record examples of tough projects you ve completed and goals you ve achieved. Keep your supervisor informed of any problems you may have in reaching your supervisor s expectations or the established goal(s). In preparation for a performance evaluation, an employee should: Clearly and accurately complete the Employee Performance Input Statement and give it to the supervisor at the beginning of the performance evaluation process. Be honest in your Performance Input Statement. Note the highlights and the lowlights of the previous year. Take the Employee Performance Input Statement seriously and contribute as much specific and detailed information about your performance as possible. Include examples of your work and reminders about projects you completed throughout the year. During the performance evaluation discussion, an employee should: Actively participate in the performance evaluation meeting by offering ideas and suggestions. Come to the performance evaluation meeting prepared to discuss your ideas in a productive way. Accept positive criticism that will help you to be more effective on the job. If your supervisor does not provide specific examples of how you can improve, ask for clarification in a productive manner. Use the performance evaluation to your benefit because it is an opportunity to reflect on the past and plan for the future. Actively participate in the goal setting process with your supervisor and offer ideas for Specific, Measurable, Attainable, Realistic, and Time-oriented (SMART) goals that you would like to pursue in the coming year. In response to the performance evaluation, an employee should: Read your evaluation very carefully. Give yourself at least a day to think about the comments and ratings before you write your own comments. It is best not to respond immediately, usually things are not handled well in the heat of the moment. Take time to write complete and thoughtful comments on the evaluation. Comments are your opportunity to have your perspectives documented. Use comments to your fullest advantage. Use clear examples to contradict those points that you feel are not justified. Without specific and clear examples, it is difficult to prove your point. Complete the employee comments section with honest feedback. Page 10 Created 2/01 Rev. 2/10

11 Remember to keep an open mind. Take into consideration that writing comments related to the performance evaluation is sometimes challenging. Consider the following tips when responding to your performance evaluation: Acknowledge any performance evaluation points that you agree with. Acknowledge your supervisor, co-workers or any other people that gave you support or guidance throughout the rating period. Balance your comments with positive and constructive ideas. Tips for Reviewers and Reviewers Role Reviewers are the supervisor s supervisors. Reviewers are responsible for ensuring that the performance reviews are completed in an objective, consistent, and clear manner. Reviewers should: Provide guidance to the supervisor as he/she is completing the performance evaluation; Ensure the performance evaluations are complete and reflect a balanced picture of the employee s performance; Ensure the performance evaluations completed within his/her department or division are consistent; and Review the employee s comments and sign the forms, prior to final submission to the Human Resources department. The Organization s Role Phoenix-Mesa Gateway Airport Authority and the Human Resources department have a number of responsibilities as well. The organization must: Provide a useful and easy to understand performance evaluation system; Clearly communicate expectations about the system through training and supplementary materials; Provide feedback and guidance to supervisors and employees as they use the Performance Evaluation System; and Maintain legally defensible employee performance evaluation files. Page 11 Created 2/01 Rev. 2/10

12 This page is intentionally left blank. Page 12 Created 2/01 Rev. 2/10

13 Performance Evaluation System - Orientation Three-Month Employee Orientation Feedback Summary The purpose of the Three-Month Orientation Feedback Summary is to provide immediate feedback to a new employee or an employee that has changed positions so that he/she can successfully pass his/her orientation period. Supervisors are responsible for providing specific and timely feedback to all employees. During the first three months on the job, an employee needs as much feedback as possible to ensure that he/she is meeting the supervisor s expectations and the goals and objectives of the job. Supervisors should use this summary form as a tool to clearly communicate to the employee the progress that he/she is making and ways that the employee can continue to enhance, expand, and improve his/her performance. The Three-Month Orientation Feedback Summary should include specific job-related examples of behaviors the employee should continue and skills he/she should improve upon. Supervisors may gather this data from his/her own observations, from customer feedback, or from peer feedback. Summary includes: Performance strengths exhibited in the first three months Areas for continued growth and development Action items and/or expected performance outcomes necessary to successfully complete the orientation period The Three-Month Employee Orientation Feedback Summary form is intended to provide and communicate a summary of progress for: A new employee who is serving his/her orientation period to becoming a regular status employee; or An employee that has had a promotion/demotion or applicable change of position who is serving his/her orientation period becoming regular status in the new position; or May be used for an employee on disciplinary probation that is serving his/her orientation period of the discipline. While acceptable progress at the three-month mark does not guarantee that an employee will be considered regular status, this process helps an employee who is not making acceptable progress identify how he/she must improve his/her performance in order to maintain employment with PMGAA. If an employee s performance is not acceptable, the supervisor should indicate on the Three-Month Employee Orientation Feedback Summary form the areas where improvement is needed. An employee who does not pass his/her orientation period should not be surprised by the decision when specific and timely feedback was provided at the three-month mark. If the employee s performance is not meeting the established standards and expectations, the summary should be used to provide direction to the employee so that he/she can improve his/her performance to attempt a successful completion of his/her orientation period. The Three-Month Employee Orientation Feedback Summary is to be signed by the employee and the supervisor. Forward the completed original form to the Human Resources department for processing. Both the supervisor and the employee should keep a copy. Page 13 Created 2/01 Rev. 2/10

14 Orientation Period Performance Evaluation The Orientation Period Performance Evaluation form is used with an employee who is at the completion of his/her orientation period. Every employee goes through an initial period of adjustment in order to learn about PMGAA and/or about his/her job. During this time the employee will have an opportunity to find out if he/she is suited to and likes his/her new job position. In addition, the orientation period gives the employee s supervisor a reasonable period of time to evaluate his/her performance. This regular employment evaluation is intended to be an overview of an employee s performance strengths exhibited during the entire orientation period, indicate areas for continued growth and development, and whether or not the employee has successfully completed the orientation period. The purpose of the Orientation Period Performance Evaluation is to indicate whether an orientation period employee has progressed to a regular status employee or to regular status in his/her new position. The duration of a regular employment orientation shall be six months. The orientation period may be extended one time by the employee s immediate supervisor (rater) in writing with the approval of the department s director or manager, and the Executive Director and/or Deputy Director. The length of the extension shall not exceed six months. The orientation period shall be extended for the corresponding period for which the new employee is absent from work for any reason for 30 or more calendar days. Absences for less than 30 calendar days shall not extend the regular employment orientation period. An employee who is in his/her orientation period with PMGAA may be a new employee or may be an employee who has been promoted to a new position or had an applicable change of position. Promotional Orientation: An employee who is promoted shall be placed on an orientation period under the rules of the Three-Month Employee Orientation Feedback Summary and Orientation Period Performance Evaluation. An employee who fails to perform adequately in the promoted position is not entitled to reinstatement to any position previously held. Transfers Orientation: Usually, an employee who is transferred does not have an orientation period for the transfer. If the duties and responsibilities are sufficiently different than those previously performed, the Executive Director and/or Deputy Director and the HR Manager may elect that the employee be placed on an orientation period under the rules of the Three-Month Employee Orientation Feedback Summary and Orientation Period Performance Evaluation. Demotion Orientation: An employee who is demoted for failing to meet the requirements of the position or an employee who requests a demotion, shall be placed on an orientation period under the rules of the Three-Month Employee Orientation Feedback Summary and Orientation Period Performance Evaluation. Page 14 Created 2/01 Rev. 2/10

15 If the employee successfully completes the orientation period, then he/she becomes a regular status employee or regular status in a new position. The supervisor and the employee will establish goals for the next six months. These goals may reflect areas for growth identified in the Orientation Period Performance Evaluation and should be mutually agreed upon. How to write goals that are specific, measurable, attainable, realistic, and time-oriented (SMART) is described in this guide. These goals will be evaluated on the employee s next Employee Performance Evaluation, scheduled at six months following the completion date of the orientation period. If the employee s performance is not meeting the standards for the job, the Orientation Period Performance Evaluation form is used to indicate that the employee will not successfully complete the orientation period or that the orientation period has been extended, pending improvement of performance. If the supervisor chooses to extend the orientation period, he/she may do so by indicating how many days the orientation will be extended. The length of the extension shall not exceed six months. If the employee fails to successfully complete the orientation period: The employee s orientation period may be extended, or The employee s employment may be terminated. A Performance Improvement Plan is also required for an employee whose orientation period is extended and should be used to describe the established specific improvements that must be accomplished in order to successfully complete the orientation period. The successful completion of the orientation period should not be construed as creating a contract or as guaranteeing employment for any specific duration or as establishing a just cause termination standard. Employment with PMGAA remains at-will, that is PMGAA may terminate an employee, or an employee may terminate his/her employment, with or without cause, and with or without notice, at any time. The Orientation Period Performance Evaluation should include comments by the supervisor and the employee. The immediate supervisor should complete this form, which may include input from the employee and work-related input from other credible sources such as coworkers, peers, customers, and subordinates. Before being reviewed with the employee, the evaluation is to be signed by the supervisor, initialed by the supervisor s supervisor (reviewer), and initialed by the designated representative from the Human Resources department. The employee is provided an opportunity to write comments and shall sign to acknowledge that the evaluation was reviewed with his/her supervisor. After the employee signs, the supervisor s supervisor (reviewer) signs and then submits the original of all evaluation forms to Human Resources for signature, processing and filing in the employee's personnel file. Employee may request a copy of the completed evaluation. Page 15 Created 2/01 Rev. 2/10

16 This page is intentionally left blank. Page 16 Created 2/01 Rev. 2/10

17 Employee Performance Evaluation - Annual Employee Performance Evaluation System - Annual Overview All employees of PMGAA will receive feedback on the Employee Performance Evaluation form on at least an annual basis, corresponding to the employee s anniversary of his/her most recent date of hire, promotion, applicable change of position, disciplinary probation or leave adjustment. The overall rating on the Employee Performance Evaluation will be used to determine if a merit pay increase applies. The Employee Performance Evaluation is intended to serve as a summary of the employee s performance for the rating period. Supervisors are encouraged to regularly communicate with each employee. Wherever possible, supervisors should address issues or concerns with the employee before the performance evaluation. This will help avoid surprises between the employee and the supervisor if the issues need to be discussed in the performance evaluation. Employee provides the following process information: Steps in the Annual Employee Performance Evaluation System; Timeline for the Annual Employee Performance Evaluation; and Six Sections and Appendix of the Employee Performance Evaluation. The Employee Performance Evaluation Six Sections and Appendix include: Definitions for each of the factors and values; An explanation of the goals section; and Explanations of how overall ratings are determined. The annual performance evaluation date shall be extended for the corresponding period for which an employee is absent from work for any reason for 30 or more calendar days. Absences for less than 30 calendar days shall not extend the annual performance evaluation date. The immediate supervisor should complete this form, which may include input from the employee and work-related input from other credible sources such as coworkers, peers, customers, and subordinates. Before being reviewed with the employee, the evaluation is to be signed by the supervisor, initialed by the supervisor s supervisor (reviewer), and initialed by the designated representative from the Human Resources department. The employee is provided an opportunity to write comments and shall sign to acknowledge that the evaluation was reviewed with his/her supervisor. After the employee signs, the supervisor s supervisor (reviewer) signs and then submits the original of all evaluation forms to Human Resources for signature, processing and filing in the employee's personnel file. Employee may request a copy of the completed evaluation. Page 17 Created 2/01 Rev. 2/10

18 Employee Performance Evaluation System - Annual Steps The Employee Performance Evaluation System at Phoenix-Mesa Gateway Airport Authority follows several distinct steps. These steps flow together to create the following picture: Employee Completes Performance Input Statement Supervisor Prepares Draft Performance Evaluation Supervisor Discusses Draft with Reviewer - Reviewer Initials Supervisor Reviews Draft with Human Resources - HR Initials Human Resources Signs, Processes, and Files Reviewer Signs Performance Evaluation Employee Writes Comments and Signs Supervisor and Employee Discuss Evaluation - Supervisor Signs Employee Performance Evaluation System - Annual Timeline In order for the annual Employee Performance Evaluation to be completed in a timely manner, the following timeline should be adhered to: Time Prior to the Due Date of the Evaluation Six weeks Four weeks Four weeks Task The Human Resources department sends the Employee Performance Input Statement form, Employee s Goals, and the position description to the employee with a reminder to the supervisor that the employee s evaluation will soon be due. The employee completes the Employee Performance Input Statement and submits to his/her immediate supervisor. The Human Resources department sends a reminder memo to the supervisor including employee s current pay rate (when a merit plan is applicable), evaluation due date, and effective date. Person Responsible Human Resources department Employee Human Resources department Page 18 Created 2/01 Rev. 2/10

19 Time Prior to the Due Date of the Evaluation Four weeks Three weeks Three weeks Two weeks One week Several days Several days On or before the due date Task The supervisor prepares a draft of the Performance Evaluation based on input gathered throughout the rating period and the Employee Performance Input Statement. The Employee Performance Input Statement should be attached to the evaluation draft. The draft of the Performance Evaluation should include a recommended overall performance rating. The supervisor shares the Performance Evaluation draft and Employee Performance Input Statement with his/her immediate supervisor (the reviewer) and both initial in the signature line indicating approval to move ahead with the evaluation. The supervisor and/or reviewer share the draft evaluation with a representative from the Human Resources department to ensure compliance with relevant laws and policies; HR initials in the signature line, and returns the form to the supervisor. The supervisor and employee meet to review the evaluation and to establish goal(s) for the coming rating period. The supervisor will initial changes made to the original draft. The employee makes comment(s) on the Performance Evaluation form, signs, and returns the form to his/her supervisor. The supervisor reads the employee s comments, signs the Performance Evaluation form, and forwards the form to the reviewer for signature. The reviewer reads the final evaluation and the employee s comments. Reviewer signs the final Performance Evaluation form and forwards the form to the Human Resources department. The Human Resources representative reviews the final evaluation, signs, processes, and files the completed Performance Evaluation form in the employee s personnel file. Person Responsible Supervisor Supervisor and Reviewer Supervisor and Human Resources department Supervisor and Employee Employee Supervisor Reviewer Human Resources department Page 19 Created 2/01 Rev. 2/10

20 Employee Performance Input Statement (Voluntary) The Employee Performance Input Statement should be completed by the employee and returned to his/her supervisor four to six weeks prior to the due date of his/her performance evaluation. The due date will be indicated on the notification to the employee from the HR department staff. The purpose of the Employee Performance Input Statement is to give the employee an opportunity to provide input to the supervisor prior to the supervisor completing the draft of the employee s performance evaluation. An employee should use the Performance Input Statement as an opportunity to share the highlights of his/her performance from the previous year, as well as challenges or goals he/she has related to the job. While the Employee Performance Input Statement is not mandatory, employees are strongly encouraged to use it to provide his/her input into the evaluation process. The Employee Performance Input Statement is provided as part of the performance evaluations system to give an employee the opportunity to share his/her viewpoint about the previous years performance and should be attached to the Performance Evaluation Form as record of the employee s input. When completing the Employee Performance Input Statement, employees should keep in mind the following ideas: The Employee Performance Input Statement is a tool for sharing expectations and thoughts, prior to the final evaluation; Supervisors may not remember every detail about the year s performance. The Employee Performance Input Statement is an opportunity to remind the supervisor of the highlights of the year including demonstrated achievements and new tasks; Provide specific examples of projects and accomplishments will make the Performance Input Statement information more valuable to the supervisor; Provide specific examples of how the goals were accomplished and demonstrated; Provides an opportunity for the employee to suggest goals to be written in a Specific, Measurable, Attainable, Realistic, and Time-oriented (SMART) manner for the coming year; The PMGAA SPIRIT values consisting of Safety, Pride, Innovation, Responsibility, Integrity, and Talk are an integral part of the Performance Evaluation System. Whenever possible, an employee should give examples of how he/she has supported these SPIRIT values; Provides a great place to offer suggestions for making the job more efficient or customer friendly; Supervisors should not tell employees how to complete the Employee Performance Input Statement, nor should he/she complete the form for his/her employees; An Employee should use this opportunity to speak up and voice his/her ideas; and Employees are encouraged to provide input through the form in his/her own words. Page 20 Created 2/01 Rev. 2/10

21 Employee Performance Evaluation - Sections The Employee Performance Evaluation Form has six sections for all employees and an appendix for managers and supervisors. The following six sections and appendix will be discussed in the following pages of this guide. Section I: Performance Factors (What Employees Do) Section II: PMGAA SPIRIT Values (How Employees Do on the Job) Section III: Goals - Results Achieved Section IV: Overall Performance Rating Section V: Goals - Setting Goals and Writing SMART Goals Section VI: Comments and Signatures Appendix: Performance Factors (What Supervisors and Managers Do) A five-point scale is used to assign a value to each area rated throughout the annual employee Performance Evaluation. The five-point scale is as follows. 5 = Outstanding 4 = Exceeds Standards 3 = Meets Standards 2 = Below Standards 1 = Unacceptable Page 21 Created 2/01 Rev. 2/10

22 Section I: Performance Factors (What Employees Do) Section I consists of five categories (Quantity of Work, Quality of Work, Job and/or Technical Knowledge, Oral and Written Communication, and Compliance with Policies) in which all employees will be rated. These categories express what the employee does on the job including the essence or content of the work performed. The descriptions of each rating level are meant to be examples only. The frequency or degree to which these aspects are true as well as the existence of the factors described may influence the rating assigned to each factor. Quantity of Work Quantity of work is defined by volume or number of work-related items produced. Work-related products may include phone calls, planes refueled, or documents produced. Employees are expected to produce a certain level of output. An acceptable quantity of work should be defined mutually by the employee and the supervisor. Examples of ratings for quantity of work in the five rating categories may be defined as follows: 5 = Outstanding - Almost always produces more than is required and delivers the work product ahead of schedule; assists others in completing their work. 4 = Exceeds Standards - Usually produces more than is required and is often ahead of schedule when delivering work products. 3 = Meets Standards - Produces an acceptable quantity of work as defined by position description. 2 = Below Standards - Displays the ability to perform the job functions, but produces less than the desired quantity of output or misses deadlines because of work speed. 1 = Unacceptable - Usually produces less than the desired amount of work; does not meet the established minimum level of output; requires help to complete tasks. Quality of Work Quality of work is defined by the level of accuracy, appearance, or efficiency of the output. Employee s work should be of high quality, as defined by the standards mutually agreed upon by the supervisor and the employee. Examples of ratings for quality of work in the five rating categories may be defined as follows: 5 = Outstanding - Produces work that is thorough and neat and contains exceptionally accurate information; performs work functions in an exemplary way that is a model for others; work samples are used as a model for others to follow. 4 = Exceeds Standards - Produces work that is thorough and neat; quality of work exceeds standards; produces high quality work that saves money, time, or resources; receives customer compliments related to the quality of the work performed. 3 = Meets Standards - Produces an acceptable quality of work as defined by the supervisor and position description; work is satisfactory, generally neat, and is usually without significant error. 2 = Below Standards - Displays the ability to perform the job functions, but produces less than the desired quality of output; produces work with errors or omissions. 1 = Unacceptable - Usually produces work with errors or omissions; responds to customer inquiries with incorrect information. Page 22 Created 2/01 Rev. 2/10

23 Job and/or Technical Knowledge Job and/or technical knowledge is defined as the level of job knowledge and/or skills the employee possesses, in relation to his/her time in the position. Ratings in this category take into account the employee s skill and knowledge to perform all parts of the job effectively and efficiently and the employee s understanding of the major products/services. Ratings in this area also take into account that the employee is aware of the historical perspectives relevant to current problems on the job. Examples of ratings for knowledge in the five rating categories may be defined as follows: 5 = Outstanding - Teaches others to perform his/her job functions without being asked; understands and uses the historical perspectives relevant to the job to make the job more efficient; can be counted on to complete the work with excellent results. 4 = Exceeds Standards - Explains the job to other workers when asked; requires minimal supervision in order to complete the job properly. 3 = Meets Standards - Displays an acceptable level of job and/or technical knowledge and uses it appropriately to accomplish work tasks. 2 = Below Standards - Understands some, but not all of the basic principles of the job; requires additional supervision or help to complete the job properly. 1 = Unacceptable - Does not understand the basic principles of the job, unable to perform the job effectively. Oral and Written Communication Oral and written communication is defined as the employee s ability to verbally and in writing express ideas, information, and/or instructions in a clear, organized, and concise manner. Examples of ratings for communication in the five rating categories may be defined as follows: 5 = Outstanding - Written materials are error free; communication is concise and accurate; is used as a resource in communicating material to others. 4 = Exceeds Standards - Uses oral and written communication skills to foster positive working relationships; written material and/or oral presentations usually do not contain errors and are generally clear and easily understood. 3 = Meets Standards - Can express ideas verbally and in writing; errors in communication do not unduly hinder the recipient s understanding of the message. 2 = Below Standards - Written material requires more than one reading for clear understanding; oral communication leads to misunderstandings; difficulty in writing or speaking in a relevant or concise manner. 1 = Unacceptable - Written material and/or oral presentations are confusing and difficult to follow or understand; fails to record or recite pertinent information; oral communications lead to major miscommunications. Page 23 Created 2/01 Rev. 2/10

24 Compliance with Policies Compliance with policies relates to the employees ability to understand, follow, and interpret PMGAA, as well as department policies and rules. Such policies may include the operation and maintenance of work equipment and tools, attendance, compliance with the PMGAA Personnel Manual, or other procedures and practices. Examples of ratings for compliance with policies in the five rating categories may be defined as follows: 5 = Outstanding - Actively supports all PMGAA and department policies, procedures, and rules; suggests new policies or rules that will enhance operations; proactively reports pertinent policy or procedurerelated information with everyone they work with; always obtains the necessary approvals; regular and prompt in attendance; absences are planned and scheduled in advance. 4 = Exceeds Standards - Complies with all PMGAA rules, polices, and procedures, and often clarifies workplace rules for others; reports pertinent policy or procedure-related information in a timely manner; seeks supervisory approval whenever necessary; very prompt and regular in attendance; absences are infrequent and advance notice is given when time off is required. 3 = Meets Standards - Follows PMGAA and department rules, policies and procedures; follows procedures established for sharing and reporting information; seeks appropriate approvals where required; present and on time for each work shift; normally absences are pre-planned and advance notice is given to the supervisor. 2 = Below Standards - Disregards PMGAA and department rules, policies, and procedures, but claims he/she was unaware of the policies; does not always share or report important policy or procedurerelated information with the relevant parties; at times, does not seek necessary approvals; lax in attendance and/or reporting to work on time. 1 = Unacceptable - Violates PMGAA and department rules, policies and procedures, even when having been reminded of them; neglects to share or report important policy or procedure-related information with co-workers and/or supervisors which results in problems or mistakes; does not seek supervisory approval when required to do so; often absent without sufficient reason and/or frequently reports to work late or leaves early without prior notice. Page 24 Created 2/01 Rev. 2/10

25 Section II: PMGAA SPIRIT Values Phoenix-Mesa Gateway Airport Authority SPIRIT Values (How Employees Do on the Job) Phoenix-Mesa Gateway Airport Authority has adopted six SPIRIT (Safety, Pride, Innovation, Responsibility, Integrity, and Talk) values as our guiding principles. The SPIRIT values are intended to provide direction in our day-to-day decision-making and to define how we are to conduct ourselves while at work. SPIRIT Values S afety We value and preserve life and the environment. P ride We work with passion to instill real quality in everything we do. I nnovation We embrace each day s challenges as opportunities with an open mind, a spirit of creativity, and resourcefulness. R esponsibility We are accountable for our words and actions, large and small. I ntegrity We act in good faith and treat others with respect, honesty, and sincerity. T alk We take the time to communicate and talk things through. Five of the six SPIRIT values are rated on the five-point scale on the Employee Performance Evaluation form. The SPIRIT value Integrity is not rated since it encompasses everything we do at PMGAA and should be reflected throughout the evaluation. Examples of ratings for each of the five remaining values may be defined as follows: Safety 5 = Outstanding - Follows up on reported safety hazards to ensure problems have been corrected; makes safety-related suggestions to those who can make changes; looks out for the safety of others in the workplace. 4 = Exceeds Standards - Notices safety hazards and acts to correct them or reports them to the proper person; reports potential safety violations; actively promotes and demonstrates safety procedures, proper equipment utilization, and personal safety on the job. 3 = Meets Standards - Wears personal protective clothing, as required; follows all safety-related operating procedures; observes safety practices throughout the workplace; uses equipment properly. 2 = Below Standards - Has been counseled about unsafe practices in the workplace; does not heed safety warnings or wear personal protective clothing, as required; uses equipment improperly. 1 = Unacceptable - Performs unsafe acts on the job that put not only themselves, but others at risk; has repeated accidents; fails to follow accepted safety procedures; demonstrates total disregard or negligence while operating equipment. Page 25 Created 2/01 Rev. 2/10

26 Pride 5 = Outstanding - Does more than is expected while promoting the airport within the community; suggests improvements to the airports methods, even if suggestions impact functions outside of his/her work area; rarely needs supervisory follow-up; can be counted on to carry out complex instructions accurately; is a highly enthusiastic employee. 4 = Exceeds Standards - Shows initiative; suggests ways the workplace can be improved for everyone; requires little supervision; consistently follows instructions correctly; displays enthusiasm for the job; focuses on doing it right, not just on getting it done. 3 = Meets Standards - Produces work that is at the standard expected; is friendly in providing service to customers; shows responsiveness toward requests; works with minimum supervision; can be counted on to carry out assignments. 2 = Below Standards - Has difficulty following instructions; lacks diligence; work requires supervisory follow-up; displays a lack of interest in the job or in the goals of PMGAA; cuts corners in order to complete a task. 1 = Unacceptable - Displays a lack of effort toward job duties; requires constant supervisory follow-up; has extreme difficulty following simple instructions; fails to seek clarification when confused. Innovation 5 = Outstanding - Makes suggestions for change within the workplace; looks for ways to enhance work processes; champions change; frequently demonstrates originality and aggressively seeks to resolve problems and pursue new ideas; demonstrates a positive approach to change and maximizes the opportunities created by change; consistently foresees needs and identifies possible solutions; consistently seeks job-related development. 4 = Exceeds Standards - Accepts reasonable changes; adjusts quickly to new priorities; suggests new ideas to help foster the change initiative; identifies problem areas and suggests or implements solutions, as practical; adjusts quickly to new priorities and helps foster acceptance in the workplace; pursues work and/or professional development. 3 = Meets Standards - Accepts reasonable change with occasional comments related to the change; may require some persuasion to adjust but generally adapts to workplace changes; aware of problem areas and attempts to solve problems with guidance from the supervisor; recognizes that change is part of the job and attempts to help foster changes in the workplace; pursues work-related development. 2 = Below Standards - Generally resists change; demonstrates a lack of understanding of reasonable changes being made in the workplace; must be told what to do before doing a task; displays resistance to changes that affect his/her personally; fails to foresee job-related needs; follows a routine way of performing job tasks without concern for improvement; limited job-related development. 1 = Unacceptable - Inflexible to changing circumstances; unable to respond to day-to-day activities; unwilling to change; consistently inflexible to changing circumstances; shows no concern for work improvement or job-related development. Page 26 Created 2/01 Rev. 2/10

27 Responsibility 5 = Outstanding - Looks for ways to complete more tasks in less time; takes ownership for actions; looks for ways to correct mistakes, and avoids them in the future; helps co-workers without being asked; requires little or no direction or supervision, even on non-routine assignments. 4 = Exceeds Standards - Readily accepts new tasks not previously part of the position description; accepts new challenges with enthusiasm; recognizes when he/she has made mistakes; requires less than normal direction or supervision, even on non-routine assignments. 3 = Meets Standards - Completes assigned work on time without being reminded; accepts responsibility for his/her work actions; does not gossip requires normal direction and supervision on routine assignments; requires assistance on non-routine assignments. 2 = Below Standards - Completes assigned tasks, but only after frequent reminders and supervisory follow-up; does not accept the outcome of his/her actions, spreads rumors and gossip; focuses on what others are doing or should do rather than concentrating on his/her own job duties and responsibilities. 1 = Unacceptable - Misses clearly established deadlines; doesn t fix mistakes or broken equipment; blames others for mistakes made on the job; initiates gossip or rumors; requires constant direction and supervision to complete assignments. Integrity Talk Integrity is not rated separately. This value is part of everything we do and should be considered an element of each of the other ratings categories. 5 = Outstanding - Facilitates the conflict resolution of others; initiates discussions in order to resolve workplace problems; is proactive in his/her communications; broadly influences others in a positive manner; even in stressful situations, fosters teamwork and positive relationships with everyone they come in contact with. 4 = Exceeds Standards - Foresees problems in order to prevent conflicts from occurring; fosters discussions to resolve issues before they become big; goes out of the way to cooperate and get along with others; shows genuine concern for others; works to develop rapport with others so that conflict can be resolved; expresses disagreement by offering productive alternatives. 3 = Meets Standards - Keeps all relevant parties informed; discusses conflicts when asked to do so; seeks out information from others in order to do his/her job; expresses disagreement in a respectful manner; cooperative; gets along well with others; polite, courteous, and tactful; does not participate in conflict situations without attempting to resolve the differences. 2 = Below Standards - Avoids conflicts; does not reveal information that may be relevant to others; expresses disagreement in a way that does not respect others; helps others only when asked or pressured to do so; participates or contributes to conflict situations without attempting to resolve the differences. 1 = Unacceptable - Purposely hides important information; intentionally does not share thoughts or opinions; is unwilling to discuss conflicts or acknowledge his/her presence; demonstrates negativity toward work group members or toward PMGAA goals; initiates conflict without the desire to resolve the differences; unwilling to assist peers or customers; frequently complains; not a team player. Page 27 Created 2/01 Rev. 2/10

Writing and Conducting Successful Performance Appraisals. Guidelines for Managers and Supervisors

Writing and Conducting Successful Performance Appraisals. Guidelines for Managers and Supervisors Writing and Conducting Successful Performance Appraisals Guidelines for Managers and Supervisors Performance reviews are like compasses They give your exact position and provide direction Office of Human

More information

GEORGIA INSTITUTE OF TECHNOLOGY CLASSIFIED PERFORMANCE APPRAISAL RECORD FOR NON-SUPERVISORY EMPLOYEES EMPLOYEE NAME: EMPLOYEE IDENTIFICATION #:

GEORGIA INSTITUTE OF TECHNOLOGY CLASSIFIED PERFORMANCE APPRAISAL RECORD FOR NON-SUPERVISORY EMPLOYEES EMPLOYEE NAME: EMPLOYEE IDENTIFICATION #: GEORGIA INSTITUTE OF TECHNOLOGY CLASSIFIED PERFORMANCE APPRAISAL RECORD FOR NON-SUPERVISORY EMPLOYEES EMPLOYEE NAME: EMPLOYEE IDENTIFICATION #: JOB TITLE: REVIEWED BY: UNIT: DATE OF REVIEW: REVIEW PERIOD:

More information

CAMP LEJEUNE NONAPPROPRIATED FUND PERFORMANCE PLAN GUIDE

CAMP LEJEUNE NONAPPROPRIATED FUND PERFORMANCE PLAN GUIDE 1 CAMP LEJEUNE NONAPPROPRIATED FUND PERFORMANCE PLAN GUIDE Introduction Providing performance feedback enhances organizational growth and development. When correctly given, feedback helps improve job performance,

More information

Preparing for the Performance Review Process

Preparing for the Performance Review Process Preparing for the Performance Review Process 1 HOW AM I DOING? 3 A. WHY CONDUCT PERFORMANCE REVIEWS? 3 A.1 BENEFITS FOR UNIVERSITY 3 A.2 BENEFITS FOR SUPERVISOR/UNIT HEAD 3 A.3 BENEFITS FOR EMPLOYEE 4

More information

Performance Review (Non-Exempt Employees)

Performance Review (Non-Exempt Employees) Performance Review (Non-Exempt Employees) Name: Department: Campus ID Number: Title: Review Period: - Job Description Review: I. Essential Job Requirements: (Consider employee s knowledge of duties, responsibilities

More information

Employee Performance Review. Reference Guide

Employee Performance Review. Reference Guide Employee Performance Review Reference Guide Oklahoma Baptist University Office of Human Resources March 2005 TABLE OF CONTENTS Why Review?... 1 The Ratings... 1 Managerial Elements... 1 Leadership...

More information

EMPLOYEE PERFORMANCE APPRAISAL FORM

EMPLOYEE PERFORMANCE APPRAISAL FORM EMPLOYEE PERFORMANCE APPRAISAL FORM Name: Job Title: Date: Department: Type of Appraisal: Annual Probationary Self Evaluation Appraisal Period: From: To: Instructions: Please carefully review the employee

More information

Performance Management Handbook. City of American Canyon

Performance Management Handbook. City of American Canyon Performance Management Handbook City of American Canyon 1 TABLE OF CONTENTS Introduction 1 Background on performance management City Core competencies Performance management model Development of the Core

More information

Instruction Manual. May, 2015 Performance Appraisal Process Local 2324 Represented Employees

Instruction Manual. May, 2015 Performance Appraisal Process Local 2324 Represented Employees Instruction Manual May, 2015 Performance Appraisal Process Local 2324 Represented Employees Human Resources May, 2015 TABLE OF CONTENTS ITEM PAGE INTRODUCTORY MATERIAL Performance Appraisal Instructions

More information

Performance Appraisal Handbook For Supervisors. For the evaluation of Non-Instructional Academic Staff (NIAS) and University Staff

Performance Appraisal Handbook For Supervisors. For the evaluation of Non-Instructional Academic Staff (NIAS) and University Staff Performance Appraisal Handbook For Supervisors For the evaluation of Non-Instructional Academic Staff (NIAS) and University Staff Department of Human Resources May 2013 Introduction Performance management

More information

County of Mono. Performance Evaluation System. Job Performance Expectations and Standards

County of Mono. Performance Evaluation System. Job Performance Expectations and Standards County of Mono Evaluation System Job Expectations and PERFORMANCE EXPECTATION/STANDARDS: Customer Service Demonstrates professionalism toward fellow employees and customers. One s actions, attitude, and

More information

Guide to Effective Staff Performance Evaluations

Guide to Effective Staff Performance Evaluations Guide to Effective Staff Performance Evaluations Compiled by Human Resources Siemens Hall, Room 211 The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership

More information

PERFORMANCE APPRAISAL (Non-Exempt)

PERFORMANCE APPRAISAL (Non-Exempt) PERFORMANCE APPRAISAL (Non-Exempt) ****************************************************** Name Department: Job Title Appraisal Period JOB KNOWLEDGE Consider overall knowledge, constructive and creative

More information

GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS

GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for improving productivity and increasing

More information

Supervisor s Performance Management Guide

Supervisor s Performance Management Guide Supervisor s Performance Management Guide 1. Introduction... 2 2. Duties and Job Descriptions... 2 3. Supervisor s Role... 2 4. Goals & Employee Development... 3 5. Annual Performance Evaluation Process...

More information

Performance Evaluation. August 20, 2013

Performance Evaluation. August 20, 2013 Performance Evaluation Discussion Points for University Support Staff August 20, 2013 Performance Evaluations method to assess job performance. A PSU system would include the following: 1. University Support

More information

Performance Management

Performance Management Performance Management WORKSHOP HANDOUTS Facilitated by: Tara Kemes, Vantage Point Knowledge Philanthropist June 2013 Page 1 of 16 Handout 1 Performance Management System Overview What is performance management?

More information

Oregon University System

Oregon University System Oregon University System COMPLETING A PERFORMANCE APPRAISAL For Employees in Classified Information Technology Positions Represented by the Oregon Public Employees Union Instructions for Supervisors INTRODUCTION

More information

PERFORMANCE APPRAISAL GUIDE FOR SUPERVISORS AND EMPLOYEES

PERFORMANCE APPRAISAL GUIDE FOR SUPERVISORS AND EMPLOYEES PERFORMANCE APPRAISAL GUIDE FOR SUPERVISORS AND EMPLOYEES Updated November 7, 2014 Table of Contents Performance Appraisal System (PAS) Overview... 1 Roles in the PAS......5 Performance Management Cycle...7

More information

CONDUCTING EMPLOYEE PERFORMANCE ASSESSMENTS

CONDUCTING EMPLOYEE PERFORMANCE ASSESSMENTS CONDUCTING EMPLOYEE PERFORMANCE ASSESSMENTS I. Overview II. III. IV. Why Assess Performance? When to Conduct a Written Performance Assessment Conducting the Performance Assessment Meeting V. Setting SMART

More information

UNIVERSITY OF MINNESOTA DULUTH Joint Employee Performance Appraisal Form

UNIVERSITY OF MINNESOTA DULUTH Joint Employee Performance Appraisal Form UNIVERSITY OF MINNESOTA DULUTH Joint Employee Performance Appraisal Form EMPLOYEE: CLASSIFICATION: EMPL ID: DEPARTMENT: RATER: TYPE OF EVALUATION: PROBATIONARY ANNUAL OTHER EVALUATION DATE: The Employee

More information

EMPLOYEE PERFORMANCE APPRAISAL

EMPLOYEE PERFORMANCE APPRAISAL Review 1/20/2012 EMPLOYEE PERFORMANCE APPRAISAL Employee Seniority Supervisor(s) Position Title Department Job Skills & Knowledge: Demonstrates professional skills and knowledge of the responsibilities

More information

Staff Performance Evaluation Training. Office of Human Resources October 2014

Staff Performance Evaluation Training. Office of Human Resources October 2014 Staff Performance Evaluation Training Office of Human Resources October 2014 Documents Suggestion: Have copies of the following documents available during this presentation Core Competencies Staff Self-Evaluation

More information

North Dakota Human Resource Management Services Performance Evaluation

North Dakota Human Resource Management Services Performance Evaluation North Dakota Human Resource Management Services Performance Evaluation Performance Evaluation is a multi-purpose tool used to: Measure actual performance against expected performance Provide an opportunity

More information

RATER S GUIDE STATE OF ALASKA

RATER S GUIDE STATE OF ALASKA RATER S GUIDE STATE OF ALASKA Division of Personnel Department of Administration September 2004 08/31/04 1 Original: 1984 Limitations on the Use of the Rater s Guide The Rater s Guide does not constitute

More information

Guide to Effective Staff Performance Evaluations

Guide to Effective Staff Performance Evaluations Guide to Effective Staff Performance Evaluations HRS Human Resource Services-Operations The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for

More information

Performance Review and Development Guide

Performance Review and Development Guide Performance Review and Development Guide Performance Review & Development Program Community Action Partnership of Madera County strongly believes in the ongoing development of our most valuable asset our

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

SPA PERFORMANCE MANAGEMENT PROGRAM GENERAL COMPARISON OF EXPECTATION LEVELS FOR ORGANIZATIONAL VALUES

SPA PERFORMANCE MANAGEMENT PROGRAM GENERAL COMPARISON OF EXPECTATION LEVELS FOR ORGANIZATIONAL VALUES (N) (M) (E) Performance consistently does not meet documented expectations and measurements in this area. Performance consistently meets documented expectations and measurements in this area. Performance

More information

WINTHROP UNIVERSITY EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM POLICY AND PROCEDURE

WINTHROP UNIVERSITY EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM POLICY AND PROCEDURE WINTHROP UNIVERSITY EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM POLICY AND PROCEDURE THIS DOCUMENT IS NOT A CONTRACT BETWEEN EMPLOYEES AND WINTHROP UNIVERSITY, EITHER EXPRESSED OR IMPLIED. THIS DOCUMENT DOES

More information

ADMINISTRATIVE STAFF EVALUATION FORM

ADMINISTRATIVE STAFF EVALUATION FORM 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

More information

The following presentation will review the new performance appraisal process for staff and administrators and explain how merit pay can be achieved

The following presentation will review the new performance appraisal process for staff and administrators and explain how merit pay can be achieved The following presentation will review the new performance appraisal process for staff and administrators and explain how merit pay can be achieved through performance. 1 Let s first discuss merit pay.

More information

How To Be A Team Member

How To Be A Team Member The following rating descriptions are examples of the behaviors employees would be demonstrating at each of the four levels of performance. These examples should assist the supervisor and employee during

More information

Staff Performance Evaluation

Staff Performance Evaluation Staff Performance Evaluation This form, and any attachment, becomes part of the employee's official personnel file. Employee Name: Position Title: UIN: Department: Review Type: Annual Job At Risk Probationary

More information

Performance Evaluation Program. for Classified Staff Employees

Performance Evaluation Program. for Classified Staff Employees Performance Evaluation Program for Classified Staff Employees Revised July 2003 TABLE OF CONTENTS Prior to Meeting with Your Supervisor......3 Initial Supervisor/Employee Meeting to Establish Evaluation

More information

Writing Performance Objectives for Job Components: A Brief Tutorial

Writing Performance Objectives for Job Components: A Brief Tutorial Writing Performance Objectives for Job Components: A Brief Tutorial Under the State of Missouri s PERforM employee appraisal system, each employee must have at least one (1) performance objective for each

More information

Classified Performance Planning and Evaluation Form

Classified Performance Planning and Evaluation Form Classified Performance Planning and Evaluation Form Employee Name: Employee S#: Position Number: Employee Job Title: College Name: Evaluation Period From: Department To: Red Rocks Commmunity College Supervisor

More information

Teacher Assistant Performance Evaluation Plan. Maine Township High School District 207. Our mission is to improve student learning.

Teacher Assistant Performance Evaluation Plan. Maine Township High School District 207. Our mission is to improve student learning. 2012 2015 Teacher Assistant Performance Evaluation Plan Maine Township High School District 207 Our mission is to improve student learning. 0 P age Teacher Assistant Performance Evaluation Program Table

More information

County of Orange Department of Fire & EMS Employee Performance Evaluation Company Officer. Hire Date: Period Covered:

County of Orange Department of Fire & EMS Employee Performance Evaluation Company Officer. Hire Date: Period Covered: County of Orange Department of Fire & EMS Employee Performance Evaluation Company Officer Name: Hire Date: Period Covered: Employee #: From: To: Evaluation and Criteria Using the following numerical scale,

More information

University of Detroit Mercy. Performance Communication System (PCS)

University of Detroit Mercy. Performance Communication System (PCS) Supervisor Manual 1/5/11 Supervisor Manual Table of Contents The 3 The PCS Process 5 Preparing for the Discussion Meeting 7 Tips for Good Communication 7 Performance Expectations 8 Behavioral Competencies

More information

SECTION I GENERAL JOB RESPONSIBILITIES

SECTION I GENERAL JOB RESPONSIBILITIES NIPISSING UNIVERSITY ADMINISTRATIVE EMPLOYEE EVALUATION The purpose of this employee evaluation is to assess performance/skill levels, improve communication and pin-point strengths and weaknesses identified

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

DOUGLAS COUNTY CIVIL SERVICE COMMISSION HUMAN RESOURCES DEPARTMENT. PERFORMANCE APPRAISAL MANUAL (Non-Supervisory Employees) TABLE OF CONTENTS

DOUGLAS COUNTY CIVIL SERVICE COMMISSION HUMAN RESOURCES DEPARTMENT. PERFORMANCE APPRAISAL MANUAL (Non-Supervisory Employees) TABLE OF CONTENTS DOUGLAS COUNTY CIVIL SERVICE COMMISSION HUMAN RESOURCES DEPARTMENT PERFORMANCE APPRAISAL MANUAL (Non-Supervisory Employees) TABLE OF CONTENTS ITEM DESCRIPTION PAGE(S) Section I Introduction 1-2 Section

More information

POLICE OFFICER (EMPLOYEE) EVALUATION

POLICE OFFICER (EMPLOYEE) EVALUATION CHESWOLD POLICE Department of Public Safety POLICE OFFICER (EMPLOYEE) EVALUATION Effective Date: Directive Number: April 15, 2013 10-1-7 Special Instructions: NONE Distribution: All Sworn & Last Re-Evaluation

More information

EMPLOYEE PERFORMANCE EVALUATION

EMPLOYEE PERFORMANCE EVALUATION EMPLOYEE PERFORMANCE EVALUATION For Exempt and Nonexempt Staff and Service Personnel Employee s Name (Last, First, MI): Position Title: Department: Period Covered: From: To: Type of Report: Probationary

More information

Performance Management and Evaluation for Administrators and Technical Professionals

Performance Management and Evaluation for Administrators and Technical Professionals Performance Management and Evaluation for Administrators and Technical Professionals Employee Name Department Banner S#: Employee Job Title Evaluation Period From: To: Supervisor Name/S# Reason for Evaluation

More information

Faculty Performance Appraisal System Akamai University

Faculty Performance Appraisal System Akamai University Faculty Performance Appraisal System Akamai University A. University Position Statement Akamai faculty supervisors and the administration conduct periodic performance appraisals of all members of the faculty

More information

STATE BOARD FOR TECHNICAL AND COMPREHENSIVE EDUCATION PROCEDURE

STATE BOARD FOR TECHNICAL AND COMPREHENSIVE EDUCATION PROCEDURE PAGE: 1 of 17 TITLE: EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM (EPMS) (REVIEW DATE OPTION) POLICY REFERENCE NUMBER: 8-4-100 DIVISION OF RESPONSIBILITY: Human Resource Services DATE OF LAST REVISION: May 13,

More information

2015 Performance Appraisal Template Samples

2015 Performance Appraisal Template Samples 2015 Performance Appraisal Template Samples Human Resources Peer Networking Benchmarks 13 Examples of Performance Appraisals submitted by MAPP members Including Core Competencies and Helpful Phrases 2015

More information

APPENDIX TOWN OF MONTAGUE PERFORMANCE APPRAISAL SYSTEM GUIDELINES

APPENDIX TOWN OF MONTAGUE PERFORMANCE APPRAISAL SYSTEM GUIDELINES Performance Appraisal Review APPENDIX TOWN OF MONTAGUE PERFORMANCE APPRAISAL SYSTEM GUIDELINES I. INTRODUCTION A. WHAT IS PERFORMANCE APPRAISAL? Performance appraisal is a process of assessing a person

More information

CATHOLIC DIOCESE OF ROCKFORD EMPLOYEE PERFORMANCE APPRAISAL

CATHOLIC DIOCESE OF ROCKFORD EMPLOYEE PERFORMANCE APPRAISAL CATHOLIC DIOCESE OF ROCKFORD EMPLOYEE PERFORMANCE APPRAISAL Employee Name: Supervisor: Position: Appraisal Period: EVALUATION OF PERFORMANCE FACTORS (Evaluate employee on each factor and provide specific

More information

Town of Sunapee Supervisory Performance Evaluation. Employee Last First Middle. Probationary progress Conclusion of probation

Town of Sunapee Supervisory Performance Evaluation. Employee Last First Middle. Probationary progress Conclusion of probation Town of Sunapee Supervisory Performance Evaluation Date of Evaluation Evaluation Period: From to Employee Department Last First Middle Job Title Anniversary (hire) date Date of appt. to current position

More information

Performance Evaluation Workshop February/March 2015

Performance Evaluation Workshop February/March 2015 February/March 2015 Overview Core Curriculum 2 Preparing Meaningful Performance Evaluations 3 1 February/March 2015 Training Topics: Conducting Performance Evaluations What is the purpose of performance

More information

Chapter 4 Performance Appraisal Process

Chapter 4 Performance Appraisal Process Chapter 4 Performance Appraisal Process Section 1 Performance Appraisal Process A. Purpose: Provide feedback to an employee regarding their job performance, develop performance and career development goals,

More information

ARTICLE 26 - PERFORMANCE APPRAISAL

ARTICLE 26 - PERFORMANCE APPRAISAL ARTICLE 26 - PERFORMANCE APPRAISAL Page 1 The performance appraisal of employees in the AFGE bargaining unit shall he in accordance with this Article and VA Directive 5013 and VA handbook 5013. In the

More information

COLORADO STATE UNIVERSITY - PUEBLO PERFORMANCE MANAGEMENT PROGRAM

COLORADO STATE UNIVERSITY - PUEBLO PERFORMANCE MANAGEMENT PROGRAM COLORADO STATE UNIVERSITY - PUEBLO PERFORMANCE MANAGEMENT PROGRAM Mission Statement: There is hereby established a University at Pueblo, to be known as Colorado State University Pueblo, which shall be

More information

Administrative Support Professionals Competency Framework. The Centre for Learning and Development

Administrative Support Professionals Competency Framework. The Centre for Learning and Development Administrative Support Professionals Competency Framework The Centre for Learning and Development Table of Contents 01. Acknowledgements...3 02. Introduction...4 03. Background...5 04. Competency Assessment

More information

Alexander County Performance Evaluation Policy

Alexander County Performance Evaluation Policy Alexander County Performance Evaluation Policy Adopted: April 2, 2002 Revised August 4, 2003 I. INTRODUCTION The County of Alexander has recognized the relationship of position classification, job performance,

More information

Setting the Expectation for Success: Performance Management & Appraisal System

Setting the Expectation for Success: Performance Management & Appraisal System HILLSBOROUGH COUNTY CIVIL SERVICE BOARD OFFICE Setting the Expectation for Success: Performance Management & Appraisal System Supervisor s Guide PROCESS OVERVIEW Setting the Expectation for Success: Performance

More information

Performance Appraisal Handbook

Performance Appraisal Handbook Working Smarter for America The Department of the Interior s Performance Appraisal Handbook A Guide for Managers/Supervisors and Employees Office of the Secretary Office of Human Resources 10/4/04 #370DM430HB-1

More information

Performance Evaluation

Performance Evaluation Competency Exceptional Above Meets Partially Meets Overview of Ratings TRANSFORMATIVE work. In addition to exceeding performance goals, the organization (department, unit or program) is fundamentally better

More information

CALIFORNIA STATE UNIVERSITY LONG BEACH, FOUNDATION EMPLOYEE PLANNING & PERFORMANCE REVIEW

CALIFORNIA STATE UNIVERSITY LONG BEACH, FOUNDATION EMPLOYEE PLANNING & PERFORMANCE REVIEW TYPE OF APPRAISAL Employee Name First Annual Second Additional Supervisor/Manager Name Appraisal Review Period: Classification Month/Year Month/Year From to Department Date of Appraisal Complete the following

More information

The Bureau of Public Service System PERFORMANCE EVALUATION FORM

The Bureau of Public Service System PERFORMANCE EVALUATION FORM The Bureau of Public Service System PERFORMANCE EVALUATION FORM GENERAL INFORMATION In accordance with Public Service System Rules and Regulations Part 9.1 The performance evaluation system is designed

More information

MANAGING & EVALUATING EMPLOYEE PERFORMANCE. A Guide to Classified Employee Performance Management & Evaluation

MANAGING & EVALUATING EMPLOYEE PERFORMANCE. A Guide to Classified Employee Performance Management & Evaluation MANAGING & EVALUATING EMPLOYEE PERFORMANCE A Guide to Classified Employee Performance Management & Evaluation OUTLINE Why do performance evaluations? Supervisor s role in performance management Employee

More information

MILLSAPS COLLEGE ANNUAL EMPLOYEE PERFORMANCE EVALUATION For Exempt and Nonexempt Staff

MILLSAPS COLLEGE ANNUAL EMPLOYEE PERFORMANCE EVALUATION For Exempt and Nonexempt Staff MILLSAPS COLLEGE ANNUAL EMPLOYEE PERFORMANCE EVALUATION For Exempt and Nonexempt Staff EMPLOYEE NAME: JOB TITLE: DEPARTMENT: PERIOD OF EVALUATION: FROM: TO: TIME IN CURRENT POSITION: TIME WITH THE COLLEGE:

More information

Performance Evaluation Guide for Classified Staff Employees. Classified Staff Performance Evaluation Program

Performance Evaluation Guide for Classified Staff Employees. Classified Staff Performance Evaluation Program Performance Evaluation Guide for Classified Staff Employees Classified Staff Performance Evaluation Program June 2011 Performance Evaluation Guide for Classifed Staff Employees TABLE OF CONTENTS Preamble...

More information

WLUSA/OSSTF Annual Performance Review Guide

WLUSA/OSSTF Annual Performance Review Guide WLUSA/OSSTF Annual Performance Review Guide November 2015 Table of Contents OVERVIEW...3 s are Integral to Laurier's Success... 3 Key Components... 3 Role of the Manager(s) (direct and dotted line)...

More information

PENNSYLVANIA STATE SYSTEM OF HIGHER EDUCATION EMPLOYEE PERFORMANCE REVIEW

PENNSYLVANIA STATE SYSTEM OF HIGHER EDUCATION EMPLOYEE PERFORMANCE REVIEW GENERAL INFORMATION PENNSYLVANIA STATE SYSTEM OF HIGHER EDUCATION EMPLOYEE PERFORMANCE REVIEW Form Applies to AFSCME, NURSES, POLICE & PHYSICIANS TYPE REPORT INTERIM PROBATIONARY ANNUAL EMPLOYEE NAME JOB

More information

Completing Your Employee s Performance Appraisal July, 2013

Completing Your Employee s Performance Appraisal July, 2013 Completing Your Employee s Performance Appraisal July, 2013 This tutorial is designed to provide guidance to supervisors on how to most effectively and efficiently complete employee reviews. As a supervisor,

More information

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department

More information

Performance Appraisal System

Performance Appraisal System SUPERVISORY MANUAL Performance Appraisal System For a New Century State Workforce State of Hawaii Department of Human Resources Development July 1, 2001 PERFORMANCE APPRAISAL SYSTEM POLICY STATEMENT Public

More information

EMPLOYEE EVALUATION WORKSHEET

EMPLOYEE EVALUATION WORKSHEET EMPLOYEE EVALUATION WORKSHEET In preparation of completing the Final Appraisal Form with the Supervisor, the Employee should evaluate and review his/her own previous performance using this worksheet as

More information

Interviews management and executive level candidates; serves as interviewer for position finalists.

Interviews management and executive level candidates; serves as interviewer for position finalists. Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,

More information

Performance Management Guide For Managers

Performance Management Guide For Managers Performance Management Guide For Managers This guide applies to employees who are not covered by a collective bargaining agreement or for whom the agreement contains no provision regarding this subject.

More information

Utica College Performance Review Form for LEADERSHIP

Utica College Performance Review Form for LEADERSHIP Utica College Performance Review Form for LEADERSHIP EMPLOYEE NAME: DEPARTMENT: HIRE DATE: / / SUPERVISOR*: JOB TITLE: REVIEW PERIOD: *Supervisor is the person delivering the review From To INSTRUCTIONS

More information

COLORADO SCHOOL OF MINES PERFORMANCE MANAGEMENT USER GUIDE

COLORADO SCHOOL OF MINES PERFORMANCE MANAGEMENT USER GUIDE COLORADO SCHOOL OF MINES PERFORMANCE MANAGEMENT USER GUIDE Table of Contents Preface...2 I. Overview...3 Timelines and Reporting Requirements...4 Statutory Requirements and Penalties...4 II. Planning Process...6

More information

Department of Administrative Services

Department of Administrative Services Department of Administrative Services Facilities Division PERFORMANCE APPRAISAL GUIDE (Revised 04/08) GUIDE TO PERFORMANCE EVALUATIONS TABLE OF CONTENTS A. OBJECTIVES OF EMPLOYEE EVALUATION...3 B. EVALUATION

More information

South Carolina Budget and Control EPMS Performance Characteristics

South Carolina Budget and Control EPMS Performance Characteristics South Carolina Budget and Control EPMS Performance Characteristics The following menu of performance factors serves as a guideline or sample for developing performance factors for use with the Employee

More information

PERFORMANCE ASSESSMENT AND COMMUNICATION SYSTEM (PACS)

PERFORMANCE ASSESSMENT AND COMMUNICATION SYSTEM (PACS) PERFORMANCE ASSESSMENT AND COMMUNICATION SYSTEM (PACS) 1. DATE ISSUED CHAPTER S430_1 2. EMPLOYEES COVERED 3. LAW AND REGULATION 4. SSA DELEGATIONS OF AUTHORITY 5. SSA POLICY 5.1. Introduction 5.2. Overview

More information

Sample Performance Appraisal

Sample Performance Appraisal Sample Performance Appraisal Employee Name: Employee Job Title: Review Period Start: Review Period End: Hire Date: Location: Supervisor: Appraisal Date: General Information The purpose of the review is

More information

CENTRAL STATE UNIVERSITY PERFORMANCE APPRAISAL FORM

CENTRAL STATE UNIVERSITY PERFORMANCE APPRAISAL FORM CENTRAL STATE UNIVERSITY PERFORMANCE APPRAISAL FORM Name Date Department Evaluation Period Job Title Evaluator Annual Probationary Special (Explain) Performance I. SELF-ASSESSMENT In what areas do I excel

More information

Tips for Performance Review and Goal Setting

Tips for Performance Review and Goal Setting SUPERVISOR S GUIDE FOR COMPLETING THE STAFF PERFORMANCE REVIEW Individuals want and expect to be kept informed routinely about their performance. This feedback is required of a supervisor and is an integral

More information

PERFORMANCE EVALUATIONS:

PERFORMANCE EVALUATIONS: : More Important than Ever in 2011 According to the Equal Employment Opportunity Commission ( EEOC ), the Commission received over 7% more employment discrimination and unlawful harassment charges in 2010

More information

Evaluating Performance. A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation

Evaluating Performance. A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation Evaluating Performance A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation Training Agenda Why do Performance Evaluations? Employee and Supervisor Roles in Performance

More information

STATE BOARD FOR TECHNICAL AND COMPREHENSIVE EDUCATION EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM PERFORMANCE APPRAISAL

STATE BOARD FOR TECHNICAL AND COMPREHENSIVE EDUCATION EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM PERFORMANCE APPRAISAL STATE BOARD FOR TECHNICAL AND COMPREHENSIVE EDUCATION EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM PERFORMANCE APPRAISAL Name Social Security No Job Title Organizational Unit State Employment Date Current Job

More information

Boise State University Employee Performance Evaluation Summary Form

Boise State University Employee Performance Evaluation Summary Form Boise State University Employee Performance Evaluation Summary Form Evaluation Period: 07/02/2011 to 06/30/2012 Evaluation Meeting Date: 05/15/2012 Employee: John Doe Employee ID: 000000000 Phone: 426-0000

More information

EFFECTIVE PERFORMANCE APPRAISALS

EFFECTIVE PERFORMANCE APPRAISALS EFFECTIVE PERFORMANCE APPRAISALS When used correctly, the performance appraisal process is a useful technique to hold employees accountable for desired results, and aligning them with business strategy.

More information

Performance Appraisal System to Improve Construction Productivity paper submitted to International Journal of Scientific and Research Publications

Performance Appraisal System to Improve Construction Productivity paper submitted to International Journal of Scientific and Research Publications International Journal of Scientific and Research Publications, Volume 3, Issue 11, November 2013 1 Performance Appraisal System to Improve Construction Productivity paper submitted to International Journal

More information

Performance Appraisal

Performance Appraisal PURPOSE Performance Appraisal 90-day Evaluation 180-day Evaluation Annual Evaluation The purpose of any performance appraisal program is employee development. The value of performance appraisal is in the

More information

Boston University. 2015 Performance Evaluation Program. Administrative Employees Exempt and Non-Exempt

Boston University. 2015 Performance Evaluation Program. Administrative Employees Exempt and Non-Exempt Boston University 2015 Performance Evaluation Program Administrative Employees Exempt and Non-Exempt (excludes staff covered by Collective Bargaining Agreements and Certain Contracts) October 2015 TABLE

More information

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager GLOBAL FINANCIAL PRIVATE CAPITAL Job Description JOB TITLE: Client Relationship Manager Reports To: Financial Advisor Exempt Prepared by: ADP Resource June 10, 2014 SUMMARY This position is primarily responsible

More information

Online Performance Management Review Form

Online Performance Management Review Form Online Performance Management Review Form Rating Scale and Details of Form Employee Results 2 Employee Results Rating Scale 1, 2, 3, 4, 5 3 Key Responsibilities/Goals Key Responsibilities/Goals: The manager

More information

TOWN OF NEEDHAM PUBLIC WORKS PERFORMANCE EVALUATION POLICY #419

TOWN OF NEEDHAM PUBLIC WORKS PERFORMANCE EVALUATION POLICY #419 TOWN OF NEEDHAM PUBLIC WORKS PERFORMANCE EVALUATION POLICY #419 I. PURPOSE AND SCOPE The Purpose of this policy is to outline the Town's Public Works performance evaluation program, including the use of

More information

Performance Management Using Ratings Effectively Job Aids

Performance Management Using Ratings Effectively Job Aids Performance Management Using Ratings Effectively Job Aids blank on purpose 2 RATING PITFALLS Halo Effect - tendency to overrate a favored employee, or an employee who has a history of high ratings. Horns

More information

PERFORMANCE MANAGEMENT PROCESS

PERFORMANCE MANAGEMENT PROCESS PERFORMANCE MANAGEMENT PROCESS It is not merely evaluation. STATE OF OKLAHOMA TRAINING AND DEVELOPMENT OFFICE OF MANAGEMENT AND ENTERPRISE SERVICES HUMAN CAPITAL MANAGEMENT About HCM Training and Development

More information

Performance Management Guide

Performance Management Guide Performance Management Guide Performance Management and Appraisal Learning Series workplace learning + performance Table of Contents Table of Contents... 1 The Performance Management and Appraisal Process...

More information

EMPLOYEE PERFORMANCE EVALUATION FORM

EMPLOYEE PERFORMANCE EVALUATION FORM EMPLOYEE PERFORMANCE EVALUATION FORM PART 1. Basic Information (To be completed by the supervisor) Name Title of Post Level At this post since Grade of post Since employed Appointment type Department Period

More information

University of Louisville Human Resources Staff Development & Employee Relations

University of Louisville Human Resources Staff Development & Employee Relations University of Louisville Human Resources Staff Development & Employee Relations 2014 Management Guide for Performance Appraisals 1 Table of Contents Introduction 3 University Policy.... 4 Timetable for

More information

SAMPLE INTERVIEW QUESTIONS TEACHER S MASTER

SAMPLE INTERVIEW QUESTIONS TEACHER S MASTER C-12 INFORMATION SHEET SAMPLE INTERVIEW QUESTIONS TEACHER S MASTER QUESTIONS ABOUT YOU Tell Me a Little about Yourself. The interviewers want to know if you are well adjusted, work well with others, have

More information

RULES OF THE DEPARTMENT OF MANAGEMENT SERVICES PERSONNEL MANAGEMENT SYSTEM CHAPTER 60L-35 PERFORMANCE EVALUATION SYSTEM

RULES OF THE DEPARTMENT OF MANAGEMENT SERVICES PERSONNEL MANAGEMENT SYSTEM CHAPTER 60L-35 PERFORMANCE EVALUATION SYSTEM 60L-35.001 Scope and Purpose 60L-35.002 Definitions 60L-35.003 Minimum Requirements 60L-35.004 Career Service 60L-35.005 Selected Exempt Service 60L-35.006 Transitional Provision (Repealed) 60L-35.001

More information