Adams 12

Non-Certified Administrator

Performance Management System

Evaluation Planning and Rating Form

Evaluatee Name: / Evaluator:
Job Title: / Location and Department:
Employee ID: / School Year:

The performance management process provides a framework for goal setting, performance evaluation, and skill development related to the position’s Essential Responsibilities and necessary skills. The process is the joint responsibility of the evaluatee and evaluator.

This form is designed to be a chronicle of performance for the entire performance period. Tables expand to provide for additional objectives and cells expand to accommodate text.

EVALUATOR’S RESPONSIBILITIES / EVALUATEE’S RESPONSIBILITIES
·  Ensure that the Job Description is up-to-date.
·  Lead the establishment of performance objectives/goals and development plans.
·  Collect input about the evaluatee’s performance from applicable sources, including the evaluatee, key stakeholders and key customers, and meet as often as necessary to discuss performance and progress.
·  Complete performance management form and assign performance ratings. / ·  Participate in keeping the Job Description up-to-date.
·  Participate in setting performance objectives/goals.
·  Participate in setting Skill development objectives.
·  Track work and document performance for review with the Evaluator as often as necessary.
·  Actively plan for and participate in regularly scheduled performance management meetings.

The performance management process is intended to create and support an ongoing evaluatee/evaluator dialogue focused on recognizing and enhancing performance. This document is used to record objectives/goals set at the beginning of the performance period and for the evaluation of the evaluatee’s achievements throughout the cycle. Section 1 focuses on Periodic Objectives/Goals connected to the Essential Expectations of the position. Section 2 documents the Skill Development Plan. Section 3 is the Overall Performance Rating. Section 4 is for Evaluatee Comments, and Section 5 is for Signatures.

1. Essential Expectations

Periodic Objectives/Goals

At the beginning of the performance cycle, identify important objectives/goals for any or all of the Essential Expectations as outlined in the Job Description. These objectives/goals should be described as outcomes or results which are directly related to the work performed on the job or to organizational objectives/goals. If an objective/goal is removed by mutual agreement during the performance cycle, note the reason for removal in the Actual Performance and Comments section but do not delete the item. Add objectives/goals as the need arises. New lines can be added by placing the cursor in the lowest right hand box and pressing the [Tab] key.

At the close of the performance cycle, or upon completion of the objective/goal, describe the actual performance and include any comments. Date each entry. Do not delete objectives/goals which have been achieved or removed. Add new objectives/goals at the end of the table.

Assign a Performance Rating for Essential Expectations by checking one of the boxes to the right of the rating description. This rating should take into consideration the difficulty of the objectives/goals, challenges or opportunities encountered, and the results achieved.

Essential Expectations /
Belief Systems and Culture / Objective/Goal:
Actual Performance and Comments:
Operating Practices / Objective/Goal:
Actual Performance and Comments:
Accountability Systems / Objective/Goal:
Actual Performance and Comments:
Environment and Management / Objective/Goal:
Actual Performance and Comments:
Quality and Improvement / Objective/Goal:
Actual Performance and Comments:
Performance Rating for Essential Expectations / Performance Improvement is Needed / Performance is Satisfactory / Performance
Exceeds
Expectations / Performance is Outstanding

2. Skill Development Plan

Developmental Objectives/Goals

In cooperation with the evaluatee, define Developmental Objectives/Goals considering current or future Evaluatee or District needs and/or evaluatee career goals. Developmental Objectives/Goals should provide a roadmap for short and long term evaluatee growth and achievement. Items such as Training classes, seminars, special projects, or task force participation should be recorded. The Developmental Rationale should explain the need for, or expectations of, the developmental activity. If a Developmental Objective/Goal is removed by mutual agreement, note the reason for removal in the Achievement, Application, and Comments section but do not delete the item. Add Developmental Objectives/Goals as the need arises. New lines can be added by placing the cursor in the lowest right hand box and pressing the [Tab] key.

At the close of the performance cycle, or upon completion of the Developmental Objective/Goal, describe the level of achievement or application and include any comments. Date each entry.

Assign a Performance Rating for Skill Development Plan by checking one of the boxes to the right of the rating description. This rating should take into consideration the importance and the productive application of the skill.

Skills /
Organization Skills / Developmental Objective/Goal and Rationale:
Achievement, Application, and Comments:
Problem Solving Skills / Developmental Objective/Goal and Rationale:
Achievement, Application, and Comments:
Management Skills / Developmental Objective/Goal and Rationale:
Achievement, Application, and Comments:
Performance Rating for Skill Development Plan / Achievement and Application below Expectations / Achievement and Application at
Expectations / Achievement and Application Exceed Expectations

3. Overall Performance Rating

The Overall Performance Rating is the Evaluator’s assessment of achievement and effort in the position considering the evaluatee’s performance of the Essential Responsibilities and the ongoing development of individual skill.

Overall Performance Rating / Overall Performance
Must Improve / Overall Performance
is Satisfactory / Overall Performance Exceeds
Expectations / Overall Performance
is Outstanding

4. Evaluatee Comments

An evaluatee may enter comments about this performance management document directly into the box or by cut and paste from another document. Comments should not be edited by the Evaluator.

5. Signatures

Evaluator and evaluatee must sign the document. Evaluatee signature indicates that the content of the document has been reviewed and discussed but does not necessarily indicate agreement.

Evaluator: / Date:
Evaluatee: / Date:

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