7/05 2
BIOLA UNIVERSITY Supervisory Management
Performance Review
Employee Name DepartmentReview Period: From to Completed Review Due:
Briefly, list the previously-established objectives for this review period and evaluate the degree to which they have been attained:
Performance Factors / Reviewer & Employee Comments
Mark the level which best describes performance during the review period. If the performance factor is not applicable to the position or if there had not been sufficient opportunity to gauge performance, please indicate “DNA” (Does Not Apply). Any mark that is not in the middle column must be explained in the comments section. (For descriptive DEFINITIONS of the five levels, refer to the KEY on page 5). / Not Characteristic;
Standards Not Achieved
/ Somewhat Characteristic;
Marginally Achieved Standards / Characteristic;
Achieved Standards / Very Characteristic;
Generally Exceeded Standards / Exceptionally Characteristic;
Greatly Exceeded Standards / Reviewer: Comment where necessary to more accurately or fully describe the indicated level of performance.
Employee: (Optional) you may comment on any of the indicated levels of performance or supervisory comments.
1. Gets tasks done on time; meets deadline commitments; reliable and dependable
2. Produces a high quantity of work in a day
3. Does the work accurately and with attention to detail
4. Has mastery of all the skills and knowledge of the job as expected by supervisor at this point and time
5. Demonstrates effective time management skills, with both self-initiated tasks and those delegated to him/her
6. Is able to work with a minimum of supervision; Has initiative; self-motivated to begin work or proceed with work to completion without distraction or giving up
7. Is able to withstand pressure and remain calm in difficult situations
8. Adapts well to new or unusual situations; is flexible
9. Is creative - has original ideas; thinks of new approaches to problems; develops new and improved techniques
10. Has a proper degree of sensitivity to costs; demonstrates proper stewardship of funds.
Performance Factors / Not Characteristic;
Standards Not Achieved
/ Somewhat Characteristic;
Marginally Achieved Standards / Characteristic;
Achieved Standards / Very Characteristic;
Generally Exceeded Standards / Exceptionally Characteristic;
Greatly Exceeded Standards / Reviewer & Employee Comments
11. Has the ability to communicate clearly and concisely; to give feedback to others in an open and complete manner
12. Outside activities or situations do not distract from or inhibit performance of responsibilities at work
13. Actively promotes the institution's interests; enthusiastically supportive of institution plans, goals and policies
14. Comprehends the importance of other departments; strives to understand their problems and cooperates to solve them as "a part of the team" for the good of the organization
15. Is able to "think through" and solve departmental work problems effectively
16. Analyzes a situation and the consequences before acting; is able to see and assess the whole picture
17. Has self-confidence when faced with a challenging situation; is able to make decisions with confidence
18. Accepts new responsibilities with interest and enthusiasm; accepts responsibilities even though they are tough or challenging
19. Has the ability to accept corrective feedback without reacting defensively. Accepts responsibility for own actions
THE FOLLOWING FACTORS (#20 - #30) RELATE SPECIFICALLY TO THIS PERSON’S SUPERVISORY SKILLS:
Reviewer should indicate here the relative importance that this person’s supervisory responsibilities have in the context of their overall job: Is this person’s supervisory role a (CIRCLE ONE) MINOR - MODERATE - MAJOR part of their position?
Performance Factors / Not Characteristic;Standards Not Achieved
/ Somewhat Characteristic;
Marginally Achieved Standards / Characteristic;
Achieved Standards / Very Characteristic;
Generally Exceeded Standards / Exceptionally Characteristic;
Greatly Exceeded Standards / Reviewer & Employee Comments
20. Delegates work effectively
21. Fosters cooperation and teamwork among employees; department functions with unity and harmony
22. Sees that new employees are adequately trained
23. Communicates new work-related policies, instructions and other information to subordinates and the appropriate areas within the Biola Community quickly and completely
24. Counsels/coaches employees when appropriate, without unnecessary delay or hesitation; knows when to be firm; is able to gain cooperation of others with his/her decisions; is able to constructively confront problem behaviors
25. Has the ability to work as a catalyst, stimulating and encouraging others to develop their own resources for solving their own problems; inspires employees to do effective work
26. Demonstrates sensitivity to his/her subordinates' feelings when making decisions that affect them or their work
27. Sees the potential in employees; helps employees to develop and grow
Performance Factors / Not Characteristic;
Standards Not Achieved
/ Somewhat Characteristic;
Marginally Achieved Standards / Characteristic;
Achieved Standards / Very Characteristic;
Generally Exceeded Standards / Exceptionally Characteristic;
Greatly Exceeded Standards / Reviewer & Employee Comments
28. Maintains a high level of customer service, sees to it that students and other departments receive courteous service from his/her area
29. Handles employee grievance issues fairly, promptly, and with sensitivity.
39, Actively promotes diversity (as defined in the Biola Diversity Statement) when making employment-related decisions and/or through interactions with Biola employees, students, and other members of the Biola
OVERALL RATING, considering [ ] Greatly Exceeded Standards
all performance factors and their [ ] Generally Exceeded Standards
relative importance to the job: [ ] Achieved Standards
(Please refer to the key below) [ ] Marginally Achieved Standards
[ ] Has not Achieved Standards
Key:
Greatly Exceeded Standards / Exceptionally Characteristic
This rating should reflect the performance of a truly outstanding performer, one whose behavior, as regards this topic, is exemplary.
This rating should be reserved for those who consistently perform at a level you could describe as “the best of the best.”
Generally Exceeded Standards / Very Characteristic
On a regular basis, this individual’s performance more than lives up to expectations for getting the job done in regard to the attribute in question. This person behaves in a way that inspires confidence that they will represent themselves and the organization with distinction.
Achieved Standards / Characteristic
If you compare this person’s performance with the normal, expected standard of acceptable achievement, you would find them fully competent and you would be pleased that this individual is “pulling their share of the load” and making a solid contribution to the workplace. NOTE: Most employees who meet standards fully will be in this column.
Marginally Achieved Standards / Somewhat Characteristic
While the person performs up to the standard, expected level for this trait frequently, you could not say that this level is achieved consistently and dependably. Their periodic attainment of the standard performance level indicates that, with proper resources, and by applying themselves to the challenge, they are capable of achieving that level of performance on a more routine basis.
Standards Not Achieved / Not Characteristic
In regard to the performance factor in question (or the overall rating), this individual is consistently performing below the level that is expected and acceptable. Attention needs to be paid to raising the performance level, with the supervisor offering specific guidance and support in this area, and with the individual employee assuming responsibility for making a concerted effort at adequate improvement.
In which responsibilities, skills or other performance factors has there been a significant degree of success or growth:
List specific goals or objectives to be achieved during the NEXT review period.
Provide suggestions for this supervisory employee‘s development - things that would improve their ability to achieve objectives, enhance their performance or increase their potential for greater responsibility.
Reviewer's Comments:
Reviewer's Signature ______Date ______
Reviewer’s Position ______
Manager Approval Signature (Reviewer’s Manager) ______Date ______
Employee's Comments (Optional): Comment here and/or by performance factors on pages 2 to 5.
Did your Manager meet with you and discuss your review in detail? [ ] Yes [ ] No
Employee's Signature ______Date ______
Employee’s Position: ______