INDIVIDUAL PERFORMANCE REVIEW
|
|
|
- Hortense Moore
- 7 years ago
- Views:
Transcription
1 INDIVIDUAL PERFORMANCE REVIEW UTAH STATE OFFICE OF EDUCATION EMPLOYEE NAME: EIN: DATE: Annual Report Probationary Report Other INSTRUCTIONS 1. The performance plan should be developed at the beginning of the performance period and signed off by the employee and the supervisor. 2. Each employee is to receive an overall rating of either Outstanding, Highly Successful, Successful, Below Successful, or Unsuccessful. 3. The overall performance rating should be based on the combined overall rating of the job specific performance criteria and the successful performance criteria. A written explanation must be given for any rating except Successful. 4. When rating an employee=s performance, the supervisor should select the rating scale in each category which reflects most closely the employee=s actual behavior or performance on that criterion or performance objective. 5. The supervisor should also complete the narrative sections on the form identifying examples of professional qualities and work well done, and areas for improvement. 6. The Performance Review form is to be signed by both the supervisor and the employee in two separate sections: at the end of the performance plan after the employee and supervisor meet to discuss the performance plan at the beginning of the performance period; and on the front page after meeting to discuss the performance rating. OVERALL PERFORMANCE RATING (Check one) Outstanding Highly Successful Successful NARRATIVE SECTIONS Examples of professional qualities and work well done: Below Successful Unsuccessful Areas for continuing development: Employee comments: SIGNATURES FOR PERFORMANCE RATING: Employee Signature: Supervisor Signature: DISTRIBUTION: Original: Personnel File Copy: Employee Copy: Supervisor
2 PERFORMANCE PLAN (To be developed and signed at beginning of plan period) JOB SPECIFIC PERFORMANCE CRITERIA TITLE OF POSITION: 1. OBJECTIVE 1 (Describe Job Function): HIGHLY SUCCESSFUL - Clearly and consistently above what is required for the job. SUCCESSFUL: Meets the requirements of the job in all respects. (Describe Successful Expectations for this Objective): BELOW SUCCESSFUL- Marginal performance, fails to meet some significant job requirements. EXPLANATION OF RATING: (Required for any rating except Successful.) 2. OBJECTIVE 2 (Describe Job Function): HIGHLY SUCCESSFUL- Clearly and consistently above what is required for the job. SUCCESSFUL: Meets the requirements of the job in all respects.(describe Successful Expectations for this Objective): BELOW SUCCESSFUL - Marginal performance, fails to meet some significant job requirements. EXPLANATION OF RATING: (Required for any rating except Successful) 3. OBJECTIVE 3 (Describe Job Function): HIGHLY SUCCESSFUL - Clearly and consistently above what is required for the job. SUCCESSFUL: Meets the requirements of the job in all respects. (Describe Successful Expectations for this Objective) BELOW SUCCESSFUL - Marginal performance, fails to meet some significant job requirements. EXPLANATION OF RATING: (Required for any rating except Successful)
3 STANDARD PERFORMANCE CRITERIA 1. TECHNICAL EFFECTIVENESS OUTSTANDING - Meets all the criteria for highly successful performance as well as applying sound technical approaches to areas of responsibilities; keeping abreast of and uses relevant state-of-the-art practices; viewed as technical resource by other staff; mentors demonstrated knowledge to team members, and develops training to teach the skills learned to team members. HIGHLY SUCCESSFUL -Meets all the criteria for successful performance as well as keeping abreast of relevant state-of-the-art practices; meets and exceeds personal career development goals; takes initiative to develop a new skill and shares with peers. SUCCESSFUL - Meets all job responsibilities with quality, timeliness, accuracy. Maintains necessary skills and uses relevant practices in their field. BELOW SUCCESSFUL - Only with close supervision and monitoring, adequately performs job responsibilities with quality, timeliness, accuracy; or demonstrates minimal quality, timeliness and accuracy in performing work. UNSUCCESSFUL - Lacks quality, timeliness and accuracy in performing work. 2. PLANNING AND ORGANIZATION OUTSTANDING - Meets all the criteria for highly successful performances as well as demonstrating performance in the following areas: Implements action plan and continually mentors peers to continue to achieve desired outcomes, implements process, trains, and mentors peers as directed by supervisor. Accepts responsibility for team improvement while looking at ways to continually build upon the accomplished projects/goals through even better methods. HIGHLY SUCCESSFUL - Meets all the criteria for successful performance as well as demonstrating performance in the following areas; develop action plans to improve teams knowledge, skills, and abilities on specific process/procedures, provides a viable solution/process for overall improvement. SUCCESSFUL - Meets all job responsibilities assessing needs, analyzes data, prioritized activities, evaluates results and revises approaches (as needed) when planning to accomplish work assignments. Uses effective time management strategies to achieve acceptable results in most situations. BELOW SUCCESSFUL - Only with close supervision and monitoring, uses planning and organization skills to accomplish work assignments; or uses minimal planning and organizational skills and takes more time and help than necessary to accomplish work assignments. UNSUCCESSFUL - Does not use planning and organizational skills; work assignments are disorganized, disjointed, confusing or distracting. 3. ORGANIZATIONAL COMMITMENT OUTSTANDING - Meets all the criteria for highly successful performances as well as uses every opportunity to represent the Board and Office of Education in a positive perspective with the public, co-workers, school district staff, and customers, and to further the mission and goals of the Board and Office (as well as supports others in their efforts to positively represent the Board and Office). HIGHLY SUCCESSFUL -Meets al the criteria for successful performance as well as; represents the Board and Office of Education in a positive perspective with the public, co-workers, school district staff, and customers to further the mission and goals of the Board and Office. SUCCESSFUL - Demonstrates knowledge and acceptance of Board and Office values, mission, policies, and procedures; exhibits behavior consistent with and assists with implementation of Board and Office procedures. BELOW SUCCESSFUL - Only with close supervision, demonstrates acceptance of and exhibits behavior consistent with Board and Office values, mission, policies, procedures; or demonstrates minimal acceptance and occasional lack of support for Board and Office values, mission, policies or procedures. UNSUCCESSFUL - Does not support the accomplishments of the goals, policies, and programs of the Board or State Office.
4 4. INTERPERSONAL COMMUNICATION OUTSTANDING-.Meets all the criteria for highly successful performance as well as demonstrating performance in the following areas: mentors, helps peers to reach the same level where peer becomes a mentor; accepts feedback from team members and corrects the behavior; actively participates in developing, implementing, accomplishing, and evaluating the desired goals/projects set by the team. HIGHLY SUCCESSFUL - Meets all the criteria for successful performance as well as demonstrating performance in the following areas: helps team members without being solicited, solicits other team members to listen to and evaluate opinions and receives feedback open mindedly, comes prepared to present ideas/concepts to improve pathways, goals for the office or team. SUCCESSFUL - Interacts in a positive, constructive, and facilitative manner. Supports others in reaching their full potential; consistently behaves in a manner that is facilitative, empowering, caring, respectful, and supportive of others BELOW SUCCESSFUL - Only with close supervision and monitoring, demonstrates adequate interpersonal skills and the ability to work with others effectively; or demonstrates minimal interpersonal skills in communicating with others. UNSUCCESSFUL - Interacts inappropriately; lacks skills and ability to communicate and interact effectively. 5. CUSTOMER SERVICE OUTSTANDING - Meets all criteria for highly successful performance as well as demonstrates performance in the following areas: Anticipates customer needs. Consistently goes the extra mile or is willing to make the extra effort to provide services to customer. Serves as go-between. ABOVE SUCCESSFUL - Meets all the criteria for successful performance as well as demonstrating performance in the following areas: Exceeds promised service to customers; provides quick and thorough service for customer=s requests, problems or needs. Seeks help from other resources. Goes beyond normal job requirements to help customer. SUCCESSFUL - Provides services to customers as promised, updates voice mail messages, returns customer messages in a timely manner, give customers full attention providing basic services, quickly answers customer requests or questions. Satisfies, but does not exceed, customer expectations. BELOW SUCCESSFUL - Only with close supervision and monitoring, acts in accordance with professional ethics or principles consistent with agency mission and goals. UNSUCCESSFUL - Presents a negative image for the agency through unprofessional and unethical behavior. EXPLANATION: (Required for any rating except Successful ) 6. PROFESSIONALISM AND ETHICS OUTSTANDING - ABOVE SUCCESSFUL - Meets all the criteria for successful performance as well as consistently acts in accordance with professional ethics or principles which further agency missions and goals, and upholds the public trust. SUCCESSFUL - Consistently acts in accordance with professional ethics or principles consistent with agency mission and goals, and upholds the public trust. BELOW SUCCESSFUL - Only with close supervision and monitoring, acts in accordance with professional ethics or principles consistent with agency mission and goals. UNSUCCESSFUL - Presents a negative image for the agency through unprofessional and unethical behavior. EXPLANATION: (Required for any rating except Standard ) SIGNATURES FOR PERFORMANCE PLAN: Employee Signature: Supervisor Signature:
5
JOB PERFORMANCE APPRAISAL Monroe County Community College Administrators. Name: Position: Supervisor: Evaluation Period:
JOB PERFORMANCE APPRAISAL Monroe County Community College Administrators Name: Position: Supervisor: Evaluation Period: Instructions: Supervisors write comments to describe the work performance in each
Performance Evaluation Senior Leadership
Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the
SOCIETY OF ST. VINCENT DE PAUL OF VANCOUVER ISLAND EMPLOYEE PERFORMANCE REVIEW
SOCIETY OF ST. VINCENT DE PAUL OF VANCOUVER ISLAND EMPLOYEE PERFORMANCE REVIEW NAME: PROGRAM: POSITION: REVIEW PERIOD: Introduction As part of the annual employee performance evaluation and review process,
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
Utica College Performance Review Form
Utica College Performance Review Form EMPLOYEE NAME: DEPARTMENT: HIRE DATE: / / SUPERVISOR*: JOB TITLE: REVIEW PERIOD: From To *Supervisor is the person delivering the review INSTRUCTIONS FOR COMPLETING
ANNUAL PERFORMANCE EVALUATION FOR NONFACULTY EMPLOYEES BANNER EMPLOYEE ID NUMBER:
ANNUAL PERFORMANCE EVALUATION FOR NONFACULTY EMPLOYEES NAME: POSITION TITLE: DEPARTMENT/OFFICE: EVALUATED BY BANNER EMPLOYEE ID NUMBER: BANNER POSITION NUMBER: REVIEW DATE: Supervisor ID: INSTRUCTIONS:
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
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
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
ST. THOMAS UNIVERSITY PERFORMANCE ASSESSMENT FORM WITH SUPERVISORY DUTIES
ST. THOMAS UNIVERSITY PERFORMANCE ASSESSMENT FORM WITH SUPERVISORY DUTIES DATE: Name: Position: Department: Annual Performance Review COPY MUST BE RETURNED TO HR FOR FILE Part 1: of General Performance
EMPLOYEE PERFORMANCE REVIEW
363L (Rev. 8/2005) GENERAL INFORMATION EMPLOYEE NAME Ernest CLASS TITLE County Caseworker II ORGANIZATION CYS SUPERVISOR NAME Michael EMPLOYEE PERFORMANCE REVIEW TYPE REPORT EPR Factor Links PROBATIONARY
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
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
Tacoma Pierce County Health Department Employee Development and Performance Review
Tacoma Pierce County Health Department Employee Development and Performance Review The purpose of the performance and development system at Tacoma-Pierce County Health Department is to continuously develop
HR09a ANNUAL PERFORMANCE REVIEW (Employee)
HR09a ANNUAL PERFORMANCE REVIEW (Employee) Position Title: Employee Name: Employee Location: Reporting To: Reviewer Name: Date of Review: Purpose of Role: PART 1 - JOB RELATED COMPETENCIES Dependability
2016 Annual Performance Review Leadership Form. Job Title: Supervisor Name:
2016 Annual Performance Review Leadership Form Employee Name: Employee ID: Job Title: Supervisor Name: Last Appraisal Date: Department: Evaluation Type: Annual Other RATING SCALE: Outstanding Consistently
CONSISTENTLY EXCEEDS EXPECTATIONS OF JOB REQUIREMENTS
CONSISTENTLY EXCEEDS EXPECTATIONS OF JOB REQUIREMENTS An employee at this level consistently meets expectations for a specific responsibility as defined under the Meets and Frequently Exceeds Job Requirements
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
EMPLOYEE PERFORMANCE APPRAISAL POLICY
EMPLOYEE PERFORMANCE APPRAISAL POLICY Introduction: How to Use This Tool Employee performance appraisals are usually completed at least once per year in almost every organization. Performance appraisals
Management Performance Appraisal
Management Performance Appraisal Name of Manager: Position: Department: Years in present position: Start date: Review Period: From: To: Revised June 2012 1 PERFORMANCE FACTORS: A. Integrity is the ability
JOB PERFORMANCE NORTH CENTRAL MISSOURI COLLEGE
JOB PERFORMANCE NORTH CENTRAL MISSOURI COLLEGE GREEN HILLS HEAD START PROGRAM REVISED APRIL 2009 CONTENTS MANAGEMENT TEAM EVALUATION... 3 STRATEGIC TARGETS... 5 EMPLOYEE SELF-APPRAISAL... 6 EFFECTIVE TEACHING
Manager / Supervisor Performance Review
Manager / Supervisor Performance Review SECTION 1 Personal Information (Please print clearly and provide complete & accurate information) Employee Name: Current Review Period: to Job Title: Department
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
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
Position Title: Management Info Chief. Working Title: Technical Project Management Section Chief
Position Title: Management Info Chief Working Title: Technical Project Management Section Chief This management position directs the operational activities of the Project Management Office whose mission
Employee Evaluation. 5= Outstanding: Performance is extraordinary and exceptional. (Outstanding ratings should only be awarded on rare occasions.
Employee Evaluation Name of Employee: Date of Review: Evaluator Name: Job Title: Years in Job: Performance Evaluation s: 5= Outstanding: Performance is extraordinary and exceptional. (Outstanding ratings
PERFORMANCE MANAGEMENT Employee Input
PERFORMANCE MANAGEMENT Employee Input Employee Name: Social Security Number (or EI No.): School: Degree/Major: Expected Graduation Company/Division: Department: Location: A. What are your career objectives
West Des Moines Community School District Performance Evaluation Report Support Staff
West Des Moines Community School District Performance Evaluation Report Support Staff Instructions: 1. Within 20 working days of employment or reassignment, the Supervisor will: Provide an evaluation orientation
Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1
Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate
EMPLOYEE PERFORMANCE EVALUATION (Part-Time non-benefited staff only)
EMPLOYEE PERFORMANCE EVALUATION (Part-Time non-benefited staff only) Employee Name: Name: Position Title: Position Title: EKU ID No.: Review Period: / / through / / Department: Review Date: / / *This form
PERFORMANCE APPRAISAL (Non-Exempt)
PERFORMANCE APPRAISAL (Non-Exempt) ****************************************************** Name Department: Job Title Appraisal Period JOB KNOWLEDGE Consider overall knowledge, constructive and creative
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
Performance Management. Writing Performance Assessments and Goals 2014
Performance Management Writing Performance Assessments and Goals 2014 Performance Management Writing Performance Assessments and Goals Agenda 1. Performance Management - general 2. UF Assessment Tool Job
Continuous Learning & Development
Examples of Behavior Statements- Professional Role What does "below", "meets" and "exceeds" expectations really mean? PROFESSIONAL ROLE: Supports OU s strategic objectives, as an individual contributor,
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
Fayetteville Technical Community College PERFORMANCE APPRAISAL MANUAL
Fayetteville Technical Community College PERFORMANCE APPRAISAL MANUAL Current Version Originally Published Fall 2009 Last Revised: November 24, 2009 Proponent: Vice President for Human Resources Available
Libraries and Educational Technologies Professional & Performance Development Form Library Faculty Self Evaluation
Libraries and Educational Technologies Professional & Performance Development Form Library Faculty Self Evaluation Name Job Title Personal Information Division: Libraries & Educational Technologies Performance
PERFORMANCE APPRAISAL NON-ACADEMIC ADMINISTRATIVE - SUPERVISORY
PERFORMANCE APPRAISAL NON-ACADEMIC ADMINISTRATIVE - SUPERVISORY Name: Job Title: Date of Evaluation: Department/School: AAMU Hire Date: Time in Current Position (years/months): Unit: Supervisor: Type of
UCC CLASSIFIED EMPLOYEE PERFORMANCE EVALUATION
UCC CLASSIFIED EMPLOYEE PERFORMANCE EVALUATION Evaluation Period:* to Evaluation Meeting Date: SECTION 1 Employee: Job Title: Employee ID: Department: Immediate Supervisor/Administrator: Title: TYPE OF
Performance Appraisal Review for Exempt Employees
Client Company Performance Appraisal Review for Exempt Employees Employee Name Department Title Date Started Current Position Date of Review Current Supervisor Instructions Review employee s performance
*This is a sample only actual evaluations must completed and submitted in PeopleSoft*
*This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today
Employee Performance Evaluation UConn Professional Staff (UCPEA) Unit
The period for annual evaluations for UCPEA employees is May 1 st - April 30 th. Employees are to sign the form within 7 calendar days of receipt of evaluation to indicate it has been read. Employees may
CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013
CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013 Name: Position: Anniversary Date in Position: Department: Supervisor: Appraisal Period: from to PURPOSE Communication about performance between
Springfield College Performance Planning and Review
PERFORMANCE APPRAISAL/ANNUAL REVIEW SPRINGFIELD COLLEGE Employee Name Position Department Supervisor Performance Review Period beginning (month) (year) Job Importance Rating Scale 0 - Not Applicable to
ADAMS STATE UNIVERSITY Performance Evaluation Process Performance Evaluation
ADAMS STATE UNIVERSITY Performance Evaluation Process Performance Evaluation (For performance planning, performance progress reviews and final performance evaluations) I. Identification Section: Employee
PERFORMANCE PLANNING AND APPRAISAL FORM NON-BARGAINING UNIT, NON-MANAGEMENT PERSONNEL
Employee Name: Position Title: Department: Supervisor Name: Date of Review: For Period: To At the beginning of each performance cycle, employee and supervisor review key responsibilities (from the job
PERFORMANCE APPRAISAL 360 Review Form
PERFORMANCE APPRAISAL 360 Review Form Employee Name Unit / Department Position Date of Hire Date Entered Current Position Appraisal Completed By (Manager or Supervisor s Name) Date Completed PURPOSE FOR
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
BUSINESS SYSTEMS MANAGER
BUSINESS SYSTEMS MANAGER Description of Work: An employee in this banded class will manage, plan, direct, coordinate, monitor and/or supervise business and program processes, operation systems and ensure
Example: Box Elder District Classified Employee Evaluation and Improvement Report
Classified Employee Performance Evaluation and Improvement Report has developed this performance evaluation process as a way to encourage workers and their supervisors to talk about issues in the workplace.
Tools for Effective Performance Management
Tools for Effective Performance Management TABLE OF CONTENTS Section Page How to Get the Most from the Formal Review Process 2 Six Key Actions to Prepare for the Review 5 Sample Forms 11 How to Deal with
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
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
ADMINISTRATIVE STAFF PERFORMANCE APPRAISAL FORM FY 2014-2015
ADMINISTRATIVE STAFF PERFORMANCE APPRAISAL FORM FY 2014-2015 Employee Last Name Employee First Name Employee ID Department Position Title Supervisor Name Review Date Self-Evaluation Supervisor Evaluation
Self-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4
Standard 1: Purpose and Direction 1.1 The system engages in a systematic, inclusive, and comprehensive process to review, revise, and communicate a system-wide propose for the student success. The system
Utah Educational Leadership Standards, Performance Expectations and Indicators
Utah Educational Leadership Standards, Performance Expectations and Indicators Standard 1: Visionary Leadership An educational leader promotes the success of every student by facilitating the development,
A Guide to Writing Self-Performance Appraisals
A Guide to Writing Self-Performance Appraisals Bellcom Worldwide Employee Self-Appraisal Name Date of Review Job Title Department Manager s Name and Title Section 1: Areas of Responsibility Areas of Responsibility/Goals
GOAL SETTING and PERFORMANCE REVIEW Form
GOAL SETTING and PERFORMANCE REVIEW Form (For RANK and FILE) (Rating Period) (Name) (Position) PART 1 QUANTITATIVE GOALS (60%) INSTRUCTIONS This part is for setting and evaluating the performance of your
Leadership and Management Competencies
Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,
POLICY STATEMENT AND REGULATIONS
POLICY STATEMENT AND REGULATIONS Number 100.16 EXEMPT STAFF PERFORMANCE APPRAISAL POLICY POLICY: All exempt District staff shall have their performance reviewed 1) twice during any probationary period
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,
EMPLOYEE APPRAISAL REPORT
An evaluation of performance and accomplishments for Year Ending December 2007 Employee Name: Employee ID #: Position Title Grade: Annual Appraisal Schedule TASK COMPLETION DATE SUPERVISOR S INITIALS EMPLOYEE
Performance Evaluation Form: Part-Time & Seasonal Employees
Performance Evaluation Form: Part-Time & Seasonal Employees Employee Name: Review Position: Supervisor: Type Performance Review: Annual Review Other Review Period From: To: INTRODUCTION The performance
POLICE PERFORMANCE REVIEW FORM INSTRUCTIONS
POLICE PERFORMANCE REVIEW FORM INSTRUCTIONS How to Process the Form On-Line 1. To Access the Form: In Public Folders; click HRD ; HRD Forms, filename is Police Performance Review Form.doc ; Double Click
Employee Performance Evaluation Form - Administrative Staff
Employee Performance Evaluation Form - Administrative Staff Employee Name: Job Title: Department: Unit: Reviewing Supervisor: Review Period: Period Supervised by Performance Reviewer: Period Employee in
SENIOR SYSTEMS ADMINISTRATOR
Page 1 SENIOR SYSTEMS ADMINISTRATOR CHARACTERISTICS OF WORK: The positions in this job family are responsible for the on-going monitoring, maintenance, and administration of free-standing or networked
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
DISTRICT SCHOOL BOARD OF PASCO COUNTY JOB DESCRIPTION ASSISTANT SUPERINTENDENT FOR ADMINISTRATION
DISTRICT SCHOOL BOARD OF PASCO COUNTY JOB DESCRIPTION ASSISTANT SUPERINTENDENT FOR ADMINISTRATION QUALIFICATIONS: (1) Master s Degree from an accredited educational institution. (2) Certification in Educational
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
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
School Social Worker - Observation and Performance Appraisal Rubric for Each Domain/Component. Domain 1: Planning and Preparation
School - Observation and Performance Appraisal Rubric for Each Domain/Component Developing refers to instructors who have been teaching three years or less 1a. Demonstrating skill in the content of the
College of Design. Merit Pay Rating System. Merit Rating System
College of Design Merit Pay Rating System Merit Rating System The College of Design will use the Performance Only model of merit pay. Merit rating system and definition a. Merit pay matrix if defined at
Part One: Review of Performance Elements Rating Scale
Employee Name Employee ID Number Job Title Department Reviewing Supervisor Review Period Period Supervised by Reviewing Supervisor Period Employee in this Job Part One: Review of Performance Elements Rating
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
CLASSROOM OBSERVATION REPORT. Levels of Performance
Island Trees Union Free School District Levittown, New York 11756 CLASSROOM OBSERVATION REPORT Teacher: School/Grade: Observation Date: Beginning/Ending Time: Subject/Period/Room: Total Number of Students...
THIS POSITION IS ONLY OPEN TO FOPE & CLASSIFIED EMPLOYEES (NON PROBATIONARY) UNTIL FEBRUARY 9, 2015
Human Resources Department 121 S.W. Port St. Lucie Blvd Port St. Lucie, FL 34984-5099 www.cityofpsl.com THIS POSITION IS ONLY OPEN TO FOPE & CLASSIFIED EMPLOYEES (NON PROBATIONARY) UNTIL FEBRUARY 9, 2015
EMPLOYEE DEVELOPMENT PROGRAM
EMPLOYEE DEVELOPMENT PROGRAM Program Purpose: The overall purpose of the Employee Development Program is to assist employees in achieving their highest potential as members of city work teams. The program
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
IACBE Advancing Academic Quality in Business Education Worldwide
IACBE Advancing Academic Quality in Business Education Worldwide Example of a Supervisor of Internship Rubric International Assembly for Collegiate Business Education 11374 Strang Line Road Lenexa, Kansas
Employee Evaluation and/or Probationary Report (See Instructions on Reverse)
Employee Evaluation and/or Probationary Report (See Instructions on Reverse) 1. Employee s Name (First, MI, Last) 2. Employee Social Security Number 3. Title 4. Pay Location 5. Appointment Date 6. Date
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
Bloomfield College Staff Employee Performance Review 2014-15
Bloomfield College Staff Employee Performance Review 2014-15 Employee Name: Position: Evaluator: Department: Date of Evaluation: Date of Hire: 1. Summary of departmental mission and customer service philosophy:
Organizational Effectiveness
Carolina Survey Organizational Effectiveness Results DIS DIS DIS Clarity The University has specific and measurable goals I am clear on the 3-5 priorities that are most important to improving the University
Performance Management Rating Scales
Performance Management Rating Scales When looking at Performance Management, a 5 point rating scale is the most common. A CIPD report suggests that: 47% of companies use 5 point scale 28% of companies
Performance Planning And Evaluation A guide for employees, supervisors and managers
THE LIVE IT EVERY DAY Performance Planning And Evaluation A guide for employees, supervisors and managers 1 INTEGRITY We live Integrity by Telling the truth. Being consistent. Doing the right thing even
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...
Classified Staff and Service Professional Performance Appraisal
Classified Staff and Service Professional Performance Appraisal EMPLOYEE INFORMATION Employee Name:Dana Jones NAU ID (not SSN): 1234567 Date: 7/30/08 Title: Fiscal Operations Manager Department: Graduate
Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca
Need Information? Go to: www.chr.alberta.ca/apscompetencies Have Questions? Email: apscompetencies@gov.ab.ca Table of Contents Background... 3 Why Behavioural Competencies?... 3 The APS Competency Model...
CCAD Management Employee Performance Review
CCAD Management Employee Performance Review Employee Name: Title: Reviewing Manager: Department: Date: KEY RESULTS SECTION Instructions: In the spaces provided, provide pertinent comments concerning each
Exempt Performance Reviews. Date Approved: June 23, 2008 Last Edited: June 3, 2014
Page: 1 Policy The performance review process is a formal communication which is an integral part of performance management and is tied to compensation. All exempt and management employees will have an
Engineering/Architectural Manager Competency Profile
Description of Work: Employees in this banded class manage an engineering or architect program. They are typically responsible for serving as a manager and/or program authority in an organization or major
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
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
Support Services Evaluation Handbook
Support Services Evaluation Handbook for members of Paraprofessionals and School-Related Personnel (PRSP), Baltimore Teachers Union, Local 340 City Union of Baltimore (CUB), Local 800 Baltimore City Public
EMPLOYEE REVIEW SYSTEM
DA 230 EMPLOYEE REVIEW SYSTEM EMPLOYEE NAME (Last, First, MI) SOCIAL SECURITY NUMBER/EMPLOYEE ID REVIEW PERIOD From: No. of Feedback Sessions: To: AGENCY NAME AND NUMBER REVIEW TYPE Probationary CLASS
Date Started Current Position. Instructions
Client Company Performance Appraisal Review for Non-Exempt Employees Employee Name Title of Review Department Started Current Position Current Supervisor Instructions Review employee s performance for
Cherokee Town and Country Club Front Desk Receptionist. Administrative Employee Performance Evaluation Form
Appendix S Cherokee Town and Country Club, Performance Evaluation Cherokee Town and Country Club Employee Name Hire Date Job Title Supervisor Department 90 Day Other Annual Date of Review Review Period
Overview of Performance Management
Overview of Performance Management Individual Performance Plan Performance Review & Evaluation 1 Performance Management: Why Me? Why Now? 2 Purpose To Provide an Overview of: The Who, What, and Why of
Human Resources Training. Performance Management Training Module 2: Managing Employee Performance
Human Resources Training Performance Management Training Module 2: Managing Employee Performance Table of Contents Learning Objectives...1 Expectations Of You As A Leader...3 Setting and Communicating
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