Performance Management Tool 5 Employee Self Evaluation

Transcription

1 Performance Management Tool 5 Employee Self Evaluation Annual Performance Review Form Employee Self Evaluation Employee Name: Department: Review Period: Criteria EE ME DR Exceeds Expectations Meets Expectations Development Required Title: Supervisor: Date of Review: Consistently able to work independently Proven high quality mentoring/teaching ability Has superior understanding of skill and its application in accomplishment of key responsibility areas (KRA) Occasionally requires guidance to handle extraordinary situations Fully competent employee meeting expectations of position Ideal rating for majority of employees Able to operate independently in accomplishing tasks Requisite skills and ability to handle all KRAs Requires support periodically Grasps some of the fundamentals of their role Can operate independently in a few basic areas Requires frequent support and direction This rating may also be used for new or developing employees Summary of : Not all ratings are weighted equally. Weights are dependent on position and responsibility. SECTION A: PERFORMANCE OBJECTIVES SECTION B: COMPETENCIES SECTION C: COMPETENCIES (when rating Supervisors / Managers only) Overall I have read and understand the contents of this form. Employee Signature: Date: Supervisor/Manager Signature: Date: BUILD FOR THE FUTURE CREATED BY: COLETTE ST. MARS 1

2 Review of Performance Objectives Through discussion between the employee and his or her supervisor, both parties should agree on what the employee s key responsibilities and special projects will be for the next year. The expected deliverables, performance standards, or results and their completion dates should be identified under Expected Results. If changes to the plan occur as the year progresses, these should be documented. At the end of the review period, the results actually achieved should be documented in the Results/ box provided below and a rating applied to each responsibility area using the rating scale noted on the front page of this evaluation form. An overall rating should then be assigned and transcribed to the Summary of s box on page 1. Responsibility Area / Project 1 Results/: Expected Results Responsibility Area / Project 2 Results/: Expected Results Responsibility Area / Project 3 Results/: Expected Results Responsibility Area / Project 4 Results/: Responsibility Area / Project 5 Results/: Responsibility Area / Project 6 Results/: Overall For Section A NOTE: Performance objectives and personal development goals for the upcoming year should be set following this process. For ease of reference next year, use the template above. Keep notes on your accomplishments throughout the year. Referring to these documents will simplify your preparation for next year s performance appraisals. BUILD FOR THE FUTURE CREATED BY: COLETTE ST. MARS 2

3 Evaluation of Competencies Assign a rating for each competency. Weighting of ratings is dependent on factors such as the employee s position in the organizational hierarchy and his or her responsibilities. Provide specific examples that support your rating. In addition, include coaching suggestions for the employee to assist him or her in identifying what he or she needs to do to achieve the increased level of proficiency in the competency. Consider the employee s personal performance objectives from the current year within each competency. When you are finished, assign an overall rating and transcribe it to the Summary of s box on page 1. Next, meet with the employee to discuss his or her performance. Attach the employee s self-evaluation to this form and submit the package to Human Resources/file in the personnel file. Knowledge and Expertise seen as a technical expert by others is sought out by others for advice in functional area keeps knowledge based in functional area up-to-date demonstrates thorough understanding of key responsibilities Service Quality has a good understanding of who the customers are and what their needs are tries all possible ways to solve problems before involving others is dedicated to providing highest quality service which meets the needs of internal and external customers keeps customers informed of the status of projects or initiatives tries to go beyond what is requested always seeks ways to improve client satisfaction responds appropriately to feedback Problem Solving and Decision Making is effective in analyzing problems actively seeks input from others learns from one decision to the next makes decisions based on facts is excellent at honest analysis looks beyond the obvious and doesn t stop at the first answers is able to detect problems at an early stage before they escalate involves others in decisions only when research is complete BUILD FOR THE FUTURE CREATED BY: COLETTE ST. MARS 3

4 Quality and Innovation is committed to continuous improvement is willing to re-engineer processes from scratch is open to suggestions and experimentation excels at bringing new ideas to life accepts responsibility for successes and failures seeks new work challenges beyond own responsibilities Communication Skills can present views clearly and concisely is effective in presenting ideas in writing expresses disagreement tactfully and sensitively treats people courteously can communicate effectively with all levels of the organization Attitude demonstrates genuine enthusiasm for work displays a positive attitude and influence over others is willing to accept responsibility for own actions listens to developmental feedback non-defensively has respect for the organization s culture BUILD FOR THE FUTURE CREATED BY: COLETTE ST. MARS 4

5 Initiative and Anticipation actively seeks out new opportunities is conscientious in planning for his/her future challenges the way it has always been done generates ideas and innovative solutions is seen as original and value-added in brainstorming settings takes immediate and independent action when needed is able to anticipate problems and opportunities Team Playing is successful at building and maintaining effective relationships openly shares information with others asks others how he/she can help them easily gains trust and support of peers encourages collaboration can represent his/her own interests and yet be fair to other groups willingly puts team goals ahead of personal goals compromises with others to get the job done Overall For Section B BUILD FOR THE FUTURE CREATED BY: COLETTE ST. MARS 5

6 The following competencies are for evaluations of Supervisors and Managers: Teaching and Coaching is aware of each direct report s career goals pushes direct reports to accept developmental opportunities provides challenging and stretching tasks and assignments holds frequent development discussions gives both positive and constructive feedback regularly delegates effectively to subordinates encourages staff to take developmental risks Team-Building works across unit lines to solve problems/create solutions lets people finish and be responsible for their work defines success in terms of the whole team creates a positive and collaborative working environment creates a feeling of belonging in the team creates strong morale and spirit in his/her team recognizes the efforts of others in the team and shares the accomplishments Leadership leads by example brings out the best in people commands the respect of others in organization creates milestones and symbols to rally support behind the vision is good at establishing a clear vision and direction is decisive and stands behind decisions is a clear and effective communicator BUILD FOR THE FUTURE CREATED BY: COLETTE ST. MARS 6

7 Results achieved budget bottom-line oriented steadfastly pushes self and others for results can be counted on to meet and exceed goals successfully demonstrated an ability to improve on efficiencies in area Overall For Section C Additional : Major Strengths Areas For Development (If a more detailed plan is required, please attach.) Other Of Supervisor/Manager Employee s BUILD FOR THE FUTURE CREATED BY: COLETTE ST. MARS 7