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 of position, and how employee applies technical knowledge, education, and experience to job requirements.) Unable to complete job duties. Poor understanding of job duties. Continually needs repeated instructions. Demonstrated adequate knowledge of job. Has knowledge and skills to handle job duties. More than adequate knowledge of job. Strives to improve job skills. Thorough knowledge of job and how it affects others. Continually utilizes expanding knowledge and skills to perform duties. II. Quality of Work: (Consider quality in relation to level of job duties. Consider thoroughness, accuracy, and overall presentation of work.) Quality does not meet requirements of job. Makes frequent and recurrent errors. Projects or duties often need revision or correction. Quality meets requirements of job. Work is frequently complete, accurate, and has minimal errors. Work is presented in a satisfactory manner. Quality exceeds requirements of job. Work is consistently complete, accurate, and thorough, exceeding job requirements. Work is exceptionally thorough, organized, well thought out, and accurate. III. Quantity of Work: (Consider assignments completed, overall productivity, and amount of work done during the workday.) Quantity does not meet minimum requirements. Volume of work is generally unsatisfactory. Volume is generally below what is expected. Does just enough to get by. Volume meets job requirements. When situation requires, production increases. Volume of work is frequently above that expected. Consistently produces high volume of work. Employee is extremely productive and fast.
IV. Work Ethics: (Consider how employee displays loyalty to SFA through the handling of confidential information, following policies, and use of SFA s property.) Does not follow SFA s policies. Careless with SFA s property. Prone to gossip and to discussing confidential information outside of appropriate parties. Competent in complying with and respecting SFA s policies. Appropriately uses SFA s property. Protects confidential information. Displays a high regard for SFA s property and policies. Demonstrates the ability to understand and takes steps in protecting confidential information. Consistently supports and follows SFA s policies and uses property appropriately. Uses exceptional care in regards to confidential information. V. Use of Time and Work Organization: (Consider employee s ability to organize and prioritize their work, and how effectively time is used.) Work is unplanned and unorganized. Doesn t plan or schedule. Usually cannot find, or wastes time searching for information. Difficulty in determining priority and schedule of duties. Adequately plans and organizes work. Completes work within time expected. Normally does not require assistance to accomplish routine work effectively and logically. Planning and organizing work is a priority. Uses time wisely and produces more work than required. Demonstrates the ability to logically complete assignments on the majority of assigned projects. Exceptional planning and organizational skills. Makes the most of their time, able to take on additional tasks without affecting regular assignments. Work is always completed in an effective and logical manner. VI. Work Relationships and Teamwork: (Consider whether employee works harmoniously and effectively with fellow employees and management.) Hardly ever assists others unless specifically asked. Not courteous; lacks understanding. Generally uncooperative; fails to consider others. Has negative attitude, may be rigid and defensive. Provides assistance without being asked. Will work effectively with team, and is cooperative. Occasionally displays an enthusiastic attitude. Seeks out opportunities to assist others. Promotes enthusiasm about working with others, and looks for constructive ways to encourage others. Goes above and beyond to assist others and promote good working relationships. Promotes superior teamwork, and is team leader. Always promotes enthusiasm.
VII. Customer Relations: (Consider how employee responds and interacts with employees and others within or outside department or organization.) Has little or no regard for how his/her behavior affects others. Rarely listens or tries to understand needs of others. Lacks tact, diplomacy, and appears impolite when dealing with customers. Normally concerned about and aware of impact of behavior on others. Listens, understands, and responds appropriately to others needs. Generally tactful, diplomatic, and polite when dealing with customers. Pro-active in understanding and being responsive to others needs. Above average in understanding and listening to others needs. Willing to go the extra mile. Exhibits professionalism in dealing with customers. Seeks to secure quality, long-lasting customer-user relations. Consistently going the extra mile to be sure others needs are met. Outstanding in understanding and being responsive to customers needs. VIII. Responsibility and Dependability: (Consider the manner in which employee applies self to work, amount of supervision required to obtain desired results, employee s ability to identify issues and choose appropriate course of action.) Unreliable, consistently needs supervision. Cannot be depended on to follow-up and handle routine tasks. Extreme difficulty in meeting schedules. Reliable and conscientious about accomplishing duties and assignments. Requires general supervision. Always reliable and conscientious about accomplishing assignments. Requires supervision only on non-routine tasks or on complex assignments. Has earned supervisor s complete confidence that assignments will be accomplished. Needs only minimal supervision on all tasks. IX. Initiative: (Consider employee s ingenuity for completing extra or self-initiated projects or assignments, adaptability to change, and employee s initiative in completing assignments ahead of schedule.) Seldom, if ever, looks for ways to improve department and/or self. When given a task, never looks for ways to improve work process. Resistant to change. Generally looks for ways to improve organization and/or self. When asked, generally looks for ways to improve work process. Readily adapts to situations and/or change. Actively seeks new assignments and ways to improve the organization and/or self. Independently originates constructive ideas for improving work process. Supports and easily adapts to change. Gives exceptional ideas on ways to improve organization, and/or self, seeks new, challenging assignments. Provides superior constructive ideas for improving work process. Outstanding ability to adapt to and support change.
X. Attendance and Punctuality: (Consider whether employee conforms to work hours and their timely attendance at meetings.) Often absent. Never on time. Lax in attendance or reporting time. Frequently late. Allows personal factors to interfere with working hours. Frequently requires prompting. Usually present and on time. Has regular attendance in department. Always on time. Very prompt. XI. Safety: (Consider whether employee operates equipment safely, properly maintains and safeguards SFA s equipment, and identifies unsafe practices.) Frequently causes unsafe errors at work. Often is coached to keep work area clean. Frequently told to perform maintenance on work and safety equipment. Observes necessary safety practices as applicable. Keeps work area clean and orderly. Attends regularly scheduled safety trainings. Regularly maintains work and safety equipment as necessary. XII. Training and Development: List all trainings (voluntary and mandatory) attended during performance period. (This information can be obtained through the Human Resources Training division.)
Supervisory Factors for Non-Exempt Employees I. Managing Employees: (Consider use of appropriate/effective management style, flexibility, care, and concern for total employee.) Displays an ineffective or deficient supervisory role. Inadequate or no appraisals are completed on employees. Avoids dealing with employee problem situations. Appears to view employee only as tools to get the job done. Adequately performs supervisory role. Completes performance appraisals on time and provides honest feedback. Deals with employee problem situations effectively. Views employees as a valuable resource to get the job done. Commendable supervision and leadership of staff. Does above average job in conducting appraisals. Pro-actively deals with and resolves employee problem situations. Regularly acknowledges employee s contributions. Exceptional supervisor. Always coaches/trains and conducts solid appraisals. Foresees and addresses potential employee problem situations before they evolve. Continually acknowledges employee s contributions. II. Managing Resources: (Consider use of budget, training, equipment, and materials in an effective manner.) Uses resources consistently below level required for maintaining an effective operation. Tends to ignore budget requirements. Ineffectively uses resources, which results in an ineffective operation. Meets job requirements in maintaining an effective operation. Seeks ways to stay within budget requirements. Efficiently uses limited resources to maintain an effective operation. Exceeds job requirements in managing the budget. Finds ways to cut unnecessary expenditures, while maintaining an effective operation. Commendable use of resources to accomplish objectives. Exceptional manager in maintaining budget requirements. Constantly looking and finding ways to save but operates effective operation. Exceptional use of resources to accomplish objectives. III. Leadership: (Consider how supervisor influences, motivates, and encourages employees.) Lacks skills to effectively motivate employees in effectively completing tasks. Sufficient leadership skills to support and motivate employees. Leadership style is effective in motivating employees. Effectively uses various leadership styles in appropriate situations. Brings out the full potential of employees and entire unit. Exceptional leader.
IV. Employee Development: (Consider the supervisor s efforts in providing development opportunities for each of their employees. Consider how the supervisor encourages staff to grow professionally.) Lacking in providing development opportunities for employees. Rarely, if ever, challenges staff to grow professionally. Does an adequate job in providing development opportunities for employees to develop. Sufficiently encourages employees to grow professionally. Pro-actively seeks ways for employees to develop. Realizes potential of employee and challenges them to excel individually. Strives to continually provide opportunities for employee development internally and externally when possible. Does a superior job in developing employees to their full potential. V. Communication: (Consider how employee conveys information verbally and in writing. Consider employee s listening skills and professional courtesy in communicating with others.) Rarely communicates clearly and effectively verbally and through letters, reports, and emails. Seldom, if ever, shows professional courtesy and tact when communicating. Lacks effective listening skills which results in repeated instructions. Usually communicates clearly and effectively verbally and through letters, reports, and emails. Generally shows professional courtesy and tact when communicating. Possesses adequate listening skills. Consistently communicates clearly and effectively verbally and through letters, reports, and emails. Very conscientious about showing professional courtesy and tact when communicating. Above average listening skills. Demonstrates exceptional communication skills both verbal and written. Goes above and beyond to ensure information is conveyed with professional courtesy and tact. Is an exceptional listener. VI. Decision Making: (Consider employee s ability to identify issues and choose appropriate course of action.) Continually jumps to conclusions and does not consider facts. Becomes indecisive and/or inactive when faced with simple decisions. Lacks skills to identify issues that may cause problems. Meets decision making requirements of the job. Generally considers facts, and able to identify issues to make generally sound decisions. Good at foreseeing issues and problems and making sound, timely decisions. Generally decisive and handles daily decisions with ease. Exceptional decision making skills. Has strong capability to identify issues and foresee problems, while always making sound and timely decisions.
Areas for Improvement/Action Plan: Summary Sheet Summary: OVERALL EVALUATION: (check one) Unsatisfactory: A rating that may apply to inexperienced newcomers to the job or University. It applies to others whose performance falls far short of expectations. Employees performing at this level would be expected to improve or move out of the job in a reasonable length of time. Needs Improvement: Performance is acceptable in some but not all aspects of the job. Performance does not consistently meet requirements and the need for further development is recognized. Fully Acceptable: Performance meets all requirements and expectations of the job. The employee is doing everything that is called for in the job in a timely and effective manner. Most experienced employees should perform at this level. Commendable: Performance is clearly and consistently above what is required in the job. Achievement is superior and consistently above expectations in most aspects of the job. Outstanding: Performance consistently exceeds expectations in all aspects of the job. This rating is reserved for those few individuals whose exceptional performance is obvious to all. Signatures: My signature indicates I have reviewed this performance appraisal and have discussed the contents with my immediate supervisor or his/her designee. My signature also means that I have been advised of my performance and does not necessarily imply I agree with the evaluation. I understand that I may attach my comments to this document to be held in my personnel file in Human Resources. Employee Signature: Date: Supervisor s Signature: Date: Reviewing Supervisor s Signature: Date: