GALLAUDET UNIVERSITY
PERFORMANCE EVALUATION GUIDE
EXEMPT (PROFESSIONAL/MANAGERIAL/
ADMINISTRATIVE) STAFF
INSTRUCTIONS
The performance of exempt employees (and some non-exempt employees if preferred by the supervisor) is measured, in large part, by accomplishments. At the beginning of each fiscal year, exempt employees prescribe what they intend to accomplish during the year. By setting these annual objectives, supervisors can plan for the year more effectively, and employees know what they are expected to do and have more freedom to act. Employees are encouraged to develop and recommend the objectives; however, they must be approved by the supervisor to assure that they are relevant to departmental plans and goals. Objectives are not simply the statements in the employee’s job description. Objectives are specific targets, improvements, products, or standards of performance to be accomplished or achieved during the evaluation cycle.
This form is provided as a convenience and is not required. Other formal vehicles for documenting performance objectives, expectations, and results may be used as long as the goals of the evaluation system are appropriately met. For more information, please refer to the Compensation Manual.
AT THE BEGINNING OF THE EVALUATION YEAR
1) List in the "Category" column, the classification of the objective as one of the following (use only the categories which apply):
IMPACT: Objectives which are creative or unique ideas for new products, programs or approaches and/or which impact upon the growth, improvement or development of the department, division or University.
ROUTINE: Objectives which relate to the successful accomplishment of day-to-day responsibilities as described in the job description and/or as expected by the supervisor.
PROFESSIONAL DEVELOPMENT: Educational or training objectives which contribute to (a) self-motivated goals or (b) institutional goals.
BEHAVIORAL: Objectives which modify or improve personal characteristics, attitudes or behavior patterns.
2) List in the "Objectives" column the specific objectives to be accomplished, by category, for the evaluation year. Objectives should state: (a) what is to be accomplished or achieved; and (b) by when the objective will be completed. (Note: Routine objectives may be ongoing.)
3) Asterisk any objectives which are considered critical to the success of the unit and to the evaluation.
4) When the objectives have been established, the supervisor and the employee sign the form.
5) The evaluation should be held in the supervisor's office until the end of the evaluation cycle.
6) The employee and the supervisor should meet periodically to review progress on the objectives. New objectives may be added; others deleted or revised.
AT THE END OF THE EVALUATION YEAR
OPTIONAL: The employee may complete a self-evaluation and/or submit a list of accomplishments.
1) At or near the end of the evaluation cycle, the supervisor reviews the degree of attainment of each objective and assigns one of the following ratings to each of the objective statements:
DISTINGUISHED: Objective completed beyond expectations and in a manner bringing recognition to the unit, division and/or institution.
COMMENDABLE: Objective completed in a manner worthy of recognition.
COMPETENT: Objective completed satisfactorily.
NEEDS IMPROVEMENT: Objective minimally completed or the result is below acceptable standards.
UNSATISFACTORY: Objective not completed satisfactorily or not completed at all.
2) The supervisor evaluates "Other Performance Criteria" and, after weighing the relative values of all performance factors, assigns an overall rating. Distinguished ratings must be accompanied by a justification. Evaluations must be reviewed by the unit administrator. Additional review by the administrative officer prior to the evaluation meeting with the employee is optional and at the discretion of the administrative officer.
3) The supervisor reviews the evaluation with the employee and both sign the evaluation form.
4) When merit increase decisions are announced, the
evaluation form, with a recommendation for a merit increase if appropriate, is forwarded to the appropriate administrators for review and approval. Supervisors should not share merit increase recommendations with the employee until reviewed by the appropriate administrators and by the Personnel Office. If no merit increase is recommended, the form should be submitted to the Personnel Office.
GALLAUDET UNIVERSITY
ANNUAL PERFORMANCE OBJECTIVES
Name / Social Security #Title / Department
Evaluation Period / Current
Salary / Level
Note: This form is provided as a convenience and is not required. Other formal vehicles for documenting performance objectives, expectations, and results may be used as long as the goals of the evaluation system are appropriately met. Refer to the Staff Compensation Manual for additional information.
BEGINNING OF YEAR END OF YEAR**
CATEGORY
Impact, Routine, Behavioral or Professional Development /OBJECTIVES
State what is to be accomplished or achieved, and by when the objective will be completed. Routine objectives may be ongoing. / * / D / CM / CP / NI / USANNUAL PERFORMANCE OBJECTIVES CONTINUED
Name / Social Security #Title / Department
Evaluation Period / Current
Salary / Level
BEGINNING OF YEAR END OF YEAR**
CATEGORY
Impact, Routine, Behavioral or Professional Development /OBJECTIVES
State what is to be accomplished or achieved, and by when the objective will be completed. Routine objectives may be ongoing. / * / D / CM / CP / NI / US*Critical Performance Factor
** Ratings: DISTINGUISHED: Objective completed well beyond expectations. COMMENDABLE: Objective completed very effectively. COMPETENT: Objective completed satisfactorily. NEEDS IMPROVEMENT: Objective minimally completed or the result is below acceptable standards. UNSATISFACTORY: Objective not completed satisfactorily or not completed at all.
SIGN LANGUAGE SKILLS
Does the employee sign well enough to perform his/her job satisfactorily? / Yes / Needs Improvement / NoLevel of Skills / Excellent / Above Average / Average / Needs Improvement / Poor
OTHER PERFORMANCE CRITERIA
INITIATIVE
Self-Starting Motivation / Excellent / Above Average / Average / Needs Improvement / PoorSelf Direction / Excellent / Above Average / Average / Needs Improvement / Poor
Methods Used / Excellent / Above Average / Average / Needs Improvement / Poor
INTERPERSONAL SKILLS AND COMMITMENT
Teamwork / Excellent / Above Average / Average / Needs Improvement / PoorAttitude / Excellent / Above Average / Average / Needs Improvement / Poor
Cooperation / Excellent / Above Average / Average / Needs Improvement / Poor
Flexibility / Excellent / Above Average / Average / Needs Improvement / Poor
Use of Work Time / Excellent / Above Average / Average / Needs Improvement / Poor
Attendance / Excellent / Above Average / Average / Needs Improvement / Poor
Punctuality / Excellent / Above Average / Average / Needs Improvement / Poor
LEADERSHIP SKILLS
Decision-Making Ability / Excellent / Above Average / Average / Needs Improvement / PoorProblem-Solving Ability / Excellent / Above Average / Average / Needs Improvement / Poor
Ability to Motivate / Excellent / Above Average / Average / Needs Improvement / Poor
Knowledge of Work / Excellent / Above Average / Average / Needs Improvement / Poor
Knowledge of Policies/Procedures / Excellent / Above Average / Average / Needs Improvement / Poor
TRAINING
List any training activities the employee should take to become more effective on the job.
SUPERVISOR COMMENTS
OVERALL PERFORMANCE RATING
Be sure to consider: (1) the ratings on each objective; (2) the category of the objectives (emphasis is placed on impact objectives); (3) ratings on critical performance factors; (4) ratings on other performance criteria.
DISTINGUISHED: A distinguished performance rating is reserved for those who are recognized by their supervisors and administrators as clearly superior to the majority of other employees. They are the innovators, the producers of significant and positive change or direction. They solve problems, not create them. They efficiently and effectively meet all of the routine and critical performance expectations of the job and make contributions which add value and bring recognition to the unit, division and/or institution. Evaluations on objectives and on other performance criteria are clearly outstanding.JUSTIFICATION:
COMMENDABLE: Commendable performers are those who are worthy of recognition. They are very effective in their job, contribute in positive and meaningful ways to the unit, and produce results over and above what would normally be expected. Evaluations on other performance criteria are above average or better.
COMPETENT: Competent performers meet the average expectations for the position and perform in a satisfactory manner.
NEEDS IMPROVEMENT: Employees who need improvement are only barely meeting performance expectations -- in some, all, or one key area. Improvement is needed if the employee is to remain in the position.
UNSATISFACTORY: Unsatisfactory performers are not meeting performance expectations. If immediate and sustained improvement is not forthcoming, employment may be terminated.
S I G N A T U R E S
At the beginning of the evaluation year At the end of the evaluation year
______
Employee Date Employee Date
Note: Signing this form does not mean that you agree with the evaluation.
______It means that your performance has been discussed with you. Your
Supervisor Date comments may be added below or you may write an addendum for the file.
______
Supervisor Date
______
Unit Administrator Date
______
Administrative Officer (if required) Date
EMPLOYEE COMMENTS
______
Personnel Office Date