Performance Evaluation

Transcription

1 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 as a result of the employee s contributions. The individual is a role model for others in the organization. The work EXCEEDS the quality, quantity and timing for performance goals established by the employee and the supervisor. Strong work that is MERITORIOUS, the work product MEETS quality, quantity and timing of performance goals established by the employee and supervisor. The work product PARTIALLY MEETS the quality, quantity and/or timing of performance goals established by the employee and supervisor. UNSATISFACTORY work; the organization (department, unit or program) is fundamentally worse as a result of the employee s poor performance.

2 Competency Exceptional Above Meets Partially Meets Collaboration/ Communication Is a leader in collaborating with others in the organization Proactively takes the initiative to collaborate with others Consistently communicates clearly, both verbally and in writing Sometimes unclear in verbal or written communication; Does not collaborate with others in the organization Consistently uses collaboration to improve the organization Creates an environment of trust and collaboration; Uses every opportunity to collaborate with colleagues to achieve goals Sometimes has difficulty in establishing collaborative relationships Has a negative impact on the team Is a role model in communicating the appropriate message and using the most effective communication methodology Always willing to share information/ knowledge with others Encourages and allows others to explore new crossunit collaboration At times withholds information that would assist others completion of work/ projects Is uncooperative on group projects or in work groups Is an excellent communicator, both verbally and nonverbally Consistently motivates others on the team to overcome challenges Is a strong communicator both orally and in writing Promotes teamwork within their work group and the broader organization Establishes strong working relationships throughout the organization. Does not consistently allow sufficient time for new collaborative projects or provide consistent support for follow through and implementation of initiatives Does not provide or contribute to a work environment that supports collaboration May be an obstacle to collaboration on projects or in work teams Has poor written and/or verbal communication skills

3 Competency Exceptional Above Meets Partially Meets Customer/ Client Focus Consistently delivers outstanding results when working with clients Proactively anticipates client needs and concerns Consistently delivers on service commitments At times does not meet time commitments, or does not always follow through on client requests Provides inconsistent services and/or inaccurate information Consistently engages clients to build effective relationships within the University Independently assumes responsibility for constructively and collaboratively addressing client concerns and achieving shared goals Clearly identifies clients needs and establishes ongoing communications to resolve concerns and/or service problems promptly and professionally Demonstrates inconsistent judgment when working with clients or departments Clients express dissatisfaction with service provided Consistently develops innovative ways to engage clients, consistently leads the way to remove barriers to collaboration and service provision Is creative in identifying solutions to client issues Builds solid working relationships with clients Is inconsistent in identifying clients needs Does not meet client needs Demonstrates superior knowledge and judgment when working with clients and delivering service Does not always follow best practices when working with client or departments May undermine others efforts to improve client communication or resolve client issues At times, unwilling or reluctant to take additional responsibility to fulfill client needs Is unable to adequately meet clients needs due to lack of knowledge Consistently demonstrates lack of responsiveness to clients

4 Competency Exceptional Above Meets Partially Meets Innovation, Creativity, and Change Thought leader Reengineers current work processes Regularly develops creative and innovative approaches to responsibilities and projects Recognizes potential improvements Opposed to change and sometimes undermines agreedupon process changes Constructively puts together concepts from beginning to end Identifies organizational changes and advocates for improvements Is a role model in leading appropriate organizational changes Advocates for innovation that demonstrate both breadth and depth of understanding and reflects innovative trends and approaches from multiple sources Helps to develop and carry out ideas for new ways of improving performance Assists coworkers in implementing change Makes regular and valuable recommendations for improving their own or group work and processes, including developing creative and specific plans for implementation Is open to changes and new ways of improving performance Demonstrates a willingness to assume new and/or different work assignments and is open to modifying work methods in concert with changing needs Can be inconsistent with follow through on actions Is inconsistent in supporting change Does not recommend improvements when appropriate At times can recommend changes that are not well thought out Sometimes demonstrates negativity and an unwillingness to proceed once a decision has been made Is unwilling to assume new and/or different work assignments or to modify work methods in concert with changing needs Continues to use outdated work processes Seeks out opinions that reinforce reluctance to change

5 Competency Exceptional Above Meets Partially Meets Job Mastery/ Learning Agility Demonstrates superior knowledge and judgment Seeks additional project assignments or growth opportunities Uses job knowledge/ skills to perform all aspects of job position; learns skills needed to perform the responsibilities of the position Needs more training and/or knowledge in order to perform adequately in the position Consistently fails to meet expectations Is confident in making wellinformed decisions based on depth of professional knowledge Openly shares knowledge with others Demonstrates a working knowledge of and competency in the skills and duties of the position At times, demonstrates a lack of job knowledge in some areas of assigned responsibilities Lacks the ability to adapt Is sought out by clients, peers, and leaders to provide input on issues Demonstratesinitiative to augment and improve skills, knowledge, and abilities applicable to the job through external training and education Integrates individual job components with a clear understanding of how each relates to the whole job Because of insufficient skills, is inconsistent in providing the appropriate solutions to issues Does not follow through on identified areas of poor performance, job skills, and knowledge Independently identifies and pursues learning opportunities Shares new information with team members Is open to accepting new job assignments that will expand professional knowledge/skills May require additional time to complete job assignments as a result of limited job mastery Makes little effort to obtain new/current information related to job Exhibits expertise, superior job knowledge, and outstanding skills in even the most difficult and complex aspects of the job Willingly serves as a mentor to others in the organization Lack of technical ability impacts ability to perform job responsibilities

6 Competency Exceptional Above Meets Partially Meets Principles of Community Is a model employee in demonstrating respect and inclusion Viewed by others as one who consistently strives to raise awareness and encourage the practice of Principles of Community Consistently models standards of equitable, fair, and inclusive behaviors. Uses these standards in all interactions At times, exhibits behaviors of mutual respect, cooperation, professionalism, and/or fairness in interacting with others in the workplace or in relation to clients Consistently not approachable Clearly seen as an exemplar of the University s Principles of Community in all aspects of performance, interpersonal relationships, and decision making Demonstrates high standards of respect, cooperation, professionalism and fairness Stays aware of OP Standards of Community and Ethics Inconsistently involves a diversity of people and ideas in making decisions Consistently unresponsive to others Actively seeks opportunities to incorporate diversity of ideas into projects and processes Is proactive in demonstrating inclusivity of diverse opinions/ideas Contributes to creating a work environment that supports every person in an atmosphere of mutual respect, cooperation, professionalism and fairness At times, is not respectful of others May negatively influence others attempt to create a work environment consistent with our Principles of Community Collaborates in valuing differences/diversity in the workplace May disregard ideas of others based on their ethnicity, age or background. Is resistant to including diverse points of view

7 Competency Exceptional Above Meets Partially Meets Problem Solving/ Decision Making Is always leading others toward thinking about the broader picture and quality of decisions Others recognize the individual as a leader and frequently seek them out as a resource for problem solving Willing to take wise risks when making decisions Exerts leadership in anticipating and proactively dealing with new problems and/or contingencies In the most complex and difficult situations, exercises initiative and independent judgment to interpret the situation correctly and make sound evaluations as demonstrated by practical and timely decisions Proactively engages others when making decisions Anticipates problems and brings forwardthinking in problem solving and decision making Takes initiative in addressing issues; Identifies other options and consequences of all decisions Others trust the individual to make solid decisions and reach out to get input from him/her Makes decisions that are for the good of the team and the organization Demonstrates solid knowledge and reasonable judgment Utilizes critical thinking skills to analyze issues, identify problems, and resolve conflicts Proposes solutions to departmental issues Makes clear, consistent, timely, and transparent decisions Knows when to consult supervisor and when to ask others for help Sometimes defers decision making even if problem is identified At times, makes decisions without adequate knowledge or appropriate skills Judgments and decisions are sometimes faulty or show lack of understanding or forethought Occasionally needs prompting to gather information, propose solutions, and identify possible tools and resources Is not consistently constructive in problem solving Denies existing problems and issues Blames others for poor decisions Consistently unable to see problems Makes inappropriate judgments or decisions Data gathering and analyses are incomplete or inaccurate Unable to exercise initiative or independent judgment in the most routine situations Takes unnecessary risks when making decisions, or is unwilling to take any risks

8 Competency Exceptional Above Meets Partially Meets Selfmanagement Is a role model to others in setting well defined and realistic work goals Typically completes projects/assignments ahead of schedule Consistently completes work on schedule and accurately. Uses available resources to maximize efficiency Sometimes misses deadlines Frequently misses project deadlines Consistently exceeds expectations in job assignments/projects Very self aware of impact on others and outcomes of work Not only aware of what one does, but also how it is done Requires some supervision and oversight on tasks/projects that are within capabilities Puts others at risk and jeopardizes work group and department Work is consistently high quality and deadlines are always met or exceeded Proactively develops welldefined and realistic work goals. Works with supervisor to set well defined and realistic work goals Inconsistently establishes priorities based on overall department objectives Demonstrates unreliable or irresponsible behavior. Is a role model in reliability and responsibility Displays a high level of initiative, effort, and completes assignments in a timely manner Demonstrates strong effort and completes assignments in a timely manner. At times, submits inaccurate work Is able to consistently contribute more to the department/organization than others Works with minimal supervision Is highly motivated to achieve and consistently demonstrates reliable and responsible behavior. Works with minimal Supervision Is motivated to achieve Does not always use available resources to complete job assignments/projects Makes frequent errors, even when within skill ability Does not complete appropriate amount of work based on experience and skills Demonstrates responsible behavior Has a negative impact on others in the department and organization

9 Competency Exceptional Above Meets Partially Meets Stewardship: Financial and Resource Management Excels at controlling costs, innovatively maximizes resources of staff, materials, funds, and time; eliminates waste Recommends new ideas to save resources, including budget, travel, staffing, recycling, supplies, and time management Demonstrates accountability and discretion in managing University resources, including budget, travel, staffing, recycling, supplies, time management Budget decisions and expenditure requests are not always well thought out Excessive misuse of University time/ resources Is a role model to others in wisely managing University resources Proposes, develops, and implements strategies to achieve operational efficiencies and value for money Is accountable for results Occasionally lapses in adhering to rigorous budgeting and financial management procedures Wastes resources, invests or expends resources on outmoded or unsuccessful programs or activities Expertly acquires, maintains and manages financial and capital assets to ensure maximum productive use of University resources Manages risks appropriately Adheres to all budgeting and financial management procedure At times, does not consider all components of resources, e.g., budget travel, staffing, recycling, supplies, and time management Fails to integrate financial and management information into plans and processes Is an expert at managing risks appropriately and raises awareness in others about inappropriate risks Participates in and implements strategies to achieve operational efficiencies Takes unnecessary risks that jeopardize the University and its resources

10 Competency Exceptional Above Meets Partially Meets Leadership/ Vision Envisions and articulates a future state and rallies others to achieve strategic and organizational goals Encourages team to focus on strategic and organizational goals Is able to articulate a clear and compelling vision Inconsistent in identifying future goals and strategies Has demonstrated questionable or unethical behavior Consistently Identifies and capitalizes on futurefocused opportunities; Is willing to take on challenging goals Demonstrates values and ethics in personal behavior May frame an issue and/or strategy in a narrowly defined way, sometimes omitting significant perspectives or trends Does not readily broaden personal perspective to account for complex or multiple issues and consequences Is a role model; consistently models ethics and behaviors that are expected of others Frequently identifies and capitalizes on new opportunities that will improve the organization Frames issues and develops strategies that reflect a thorough understanding of broad external and internal trends Occasionally lacks awareness of ethics in personal behavior and in relation to business practices May negatively influence team motivation to achieve objectives Consistently seeks new opportunities for learning, leadership development and advancement for self and others. Mobilizes and motivates teams to achieve objectives Typically takes a historical perspective rather than future focused Is not receptive to assuming challenging tasks or projects

11 Competency Exceptional Above Meets Partially Meets Management of People Communication Goal Setting Perf. Oversight Giving Feedback Reward/Recog Coach, Develop Shows leadership, integrity in communication; has exemplary ability to foster open and productive work environment for self and others Sets SMART goals for all, including stretch; influences across boundaries and aligns goals Consistently demonstrates skill and initiative in communicating and creating an open and productive work environment Sets SMART goals for employees and organization Demonstrates effective communication for an open and productive work environment Sets SMART goals for employees and organization; demonstrates ability to establish challenging but realistic goals; Sometimes demonstrates effective communication with employees, peers and upper management; usually shares ideas and encourages participation in decision making Usually establishes SMART goals for employees and organization; sometimes has difficulty establishing goals that are challenging but realistic; Does not communicate effectively with employees, peers and upper management; struggles in sharing of ideas and participative involvement in decisionmaking Does not establish SMART goals with employees and for the organization Exemplary ability to measure progress and accomplishments intervenes when necessary; shows courage in making difficult decisions Understands how and when to recognize employees; uses reward recognition programs with exemplary effect; understand value of promotions Demonstrates ability to establish challenging stretch goals for team Effectively measures progress and accomplishment(s); intervenes when necessary; is a resource to others on setting high standards Understands how and when to recognize employees; uses not only formal programs but is creative in designing for situation Effectively measures progress, accomplishment(s) and intervenes when necessary to correct course individuals and team Understands how to recognize employees and their contributions; uses reward and recognition programs in effective and appropriate ways Understands and uses techniques for coaching; ensures all direct reports have development plans, are achieving them and gaining diverse experiences for growth Does not always measure progress, accomplishment(s); may lack skills and experience to intervene when performance is lacking Sometimes has difficulty recognizing employees and their contributions, skills and ideas; occasionally needs prompting to use reward programs Occasionally uses coaching techniques; Sometimes demonstrates focus on development and helps employees gain diverse experiences and train for necessary skills Rarely monitors performance against set goals to ensure progress and accomplishment(s) Needs prompting or has difficulty in providing effective rewards and recognition for deserving employees or efforts Rarely attends developmental needs of employees, either in planning or required feedback and coaching

12 Competency Exceptional Above Meets Partially Meets Management of People (cont.) Coaches for performance; ensures all staff have development plans; ensures key role succession in place Uses coaching techniques consistently; ensures direct Ensures direct reports and next level have development plans, are achieving them and preparing for future needs