ELON UNIVERSITY
PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN
Employee Name ______Position Title ______
Supervisor ______Position Title ______
Appraisal Period: From: ______Through: ______
The purposes of the Performance Appraisal and Development Plan are to provide, as objectively as possible, feedback on how the employee listed above is performing in their position. It allows the supervisor to acknowledge areas of strength as well as develop plans for addressing areas where improvement is needed, to review what has been accomplished since the last evaluation, and to set goals for the upcoming year. NOTE: The appraisal period above should be from February 2004 through January 2005 unless an employee was hired later than February 2004.
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RATING GUIDE
Use the following guide when completing your ratings for the Employee Performance Factors and Summary Rating of Employee Performance. To complete this form, circle the number, which based upon your observation and all pertinent information, best describes the performance of the employee in his/her present position. Do not add .5 or “+” or “ - ” to the circled number. The comments portion of each appraisal factor is to be used to describe examples, facts, and accomplishments (or lack of) to support your rating. Your comments are now required for ratings of 1, 2, 5 and 6 and strongly recommended for all other appraisal factors since comments are most helpful to the employee in understanding your ratings. This is a change from previous performance appraisals. Use additional paper if necessary. Please complete the form in ink. Feel free to include other comments related to the employee’s performance that are not covered by the performance factors in this form. Those comments should be attached to the appraisal form.
RATING GUIDE DEFINITIONS
N/A - Not Applicable
1. DEFICIENT PERFORMANCE - Rarely meets expectations for goals/objectives and performance factors. Performance at this level is clearly unacceptable and cannot continue. A specific plan for bringing performance to an acceptable level should be clearly outlined in the Employee Development Plan.
2. NEEDS IMPROVEMENT - Partially meets expectations for goals/objectives and performance factors. Performance at this level is below expectations and is not considered acceptable. Although several aspects of performance may meet expectations, the work in general is below the level expected of a proficient employee. Employees rated at this level are expected to improve to level three (Meets requirements of position) in a relatively short period of time.
3. MEETS REQUIREMENTS OF POSITION - Consistently meets expectations for goals/objectives and performance factors. Performance at this level is fully satisfactory.
4. OCCASIONALLY EXCEEDS REQUIREMENTS OF POSITION - Occasionally exceeds expectations for
goals/objectives and performance factors.
5. FREQUENTLY EXCEEDS REQUIREMENTS OF POSITION - Frequently exceeds expectations for goals/objectives and performance factors.
6. CONSISTENTLY EXCEEDS REQUIREMENTS OF POSITION - Consistently and significantly exceeds expectations for goals/objectives and performance factors. Performance at this level is clearly unique and rarely attained.
Process For Evaluating Employees Who Serve in Supervisory Positions
If you are evaluating an employee who serves in a supervisory capacity (supervisor is defined by the university as someone who has at least one Elon University employee reporting to him/her) and that supervisor has worked at the university for at least two years as well as been formally evaluated each year, then the completion of items 1-10 are optional unless you wish to comment specifically on any of the factors listed. Factors 11-17 must be completed for employees in supervisory positions and supporting statements for the ratings selected must be provided. In addition, those evaluating supervisors are strongly encouraged to provide additional comments or a summary appraisal of the supervisor’s work in a statement attached to the appraisal form. Employees who are supervisors but who have worked at the university less than two years must be evaluated on items 1-10 as well as 11-17.
EMPLOYEE PERFORMANCE FACTORS
1. POSITION KNOWLEDGE N/A 1 2 3 4 5 6
The information concerning work duties which a staff member should know
for satisfactory performance.
Does the employee know and understand the various responsibilities of his/her position and related work assignments? Is there a clear understanding of how the position relates to other departments within the university?
Comments______
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2. QUALITY OF WORK N/A 1 2 3 4 5 6
The ability to perform work duties correctly and accurately within
established time frames while maintaining consistently good work quality.
Consider accuracy, neatness, thoroughness, attention to detail, and other factors related to quality. Is the employee careful to avoid errors? Does he/she repeat mistakes or learn from them? Also, consider the degree of difficulty of the employee's work responsibilities and other factors such as changes in schedules and interaction with other offices. Consider output under normal conditions. Does the employee utilize time effectively? Is he/she able to work on several assignments at the same time?
Comments ______
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3. ADAPTABILITY N/A 1 2 3 4 5 6
The ability to do new or different tasks which may be required.
Consider willingness and ability to perform other work and the application of current position knowledge to new or unfamiliar work. Does the employee grasp instructions and learn quickly? Consider employee flexibility regarding change and his/her reaction to pressure/stress.
Comments______
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4. WORKING RELATIONSHIPS/CONTACT WITH THE PUBLIC N/A 1 2 3 4 5 6
The ability to feel positively and work cooperatively with others.
Consider the employee's expressed attitude toward his/her work, cooperation shown in dealing with others, the spirit in which assignments are accepted, and the willingness to work with others toward achievement of a common objective. Is the employee cooperative even when overruled? Is he/she tolerant of other expressed opinions and suggestions? Does he/she project a positive, professional attitude? Demonstrate ability to work effectively with external groups, other departments, and individuals? If the employee is a supervisor, does he/she maintain an awareness of and sensitivity to the needs, rights, experience and background of others?
Comments ______
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5. INITIATIVE N/A 1 2 3 4 5 6
The expressed desire to learn new things or attain established goals.
Consider the degree to which an employee is a self-starter, goes ahead with tasks without having to be told (within the limits of the position) and carries them through to completion. Consider the amount of supervision required, the employee's interest in taking on additional assignments and responsibilities.
Comments ______
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6. DEPENDABILITY N/A 1 2 3 4 5 6
The ability to do required tasks properly and accurately with appropriate supervision.
Consider how well the employee can be depended upon to carry out instructions and complete assignments on schedule. Consider the employee's performance on difficult tasks. Does he/she know when to seek guidance and does he/she keep the supervisor advised on important developments?
Comments ______
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7. ATTENDANCE/PUNCTUALITY N/A 1 2 3 4 5 6
The ability to be present for work and on time.
Does the employee recognize the need and importance of observing scheduled work hours? Consider whether the employee is aware of departmental workload and always gives sufficient notice of intent to be absent.
Comments ______
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8. PROFESSIONAL DEVELOPMENT AND INVOLVEMENT N/A 1 2 3 4 5 6
The seeking of opportunities for growth/learning in one's work.
Does the employee seek out opportunities for learning to improve performance in his/her position? Has the employee attended training sessions, workshops or conferences related to his/her work?
Comments ______
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9. COMMUNICATION SKILLS N/A 1 2 3 4 5 6
The demonstrated ability to communicate effectively with others, both written
and oral.
Is interaction with others clear? Is written communication understood by those receiving it?
Comments ______
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10. SAFETY PRACTICES N/A 1 2 3 4 5 6
Observes safety rules and practices. Knows the hazards and doesn't take chances. Extremely careful and promotes a good attitude toward safety with co-workers.
Comments ______
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PLEASE COMPLETE THE FOLLOWING SECTION ONLY IF THE EMPLOYEE BEING EVALUATED IS CURRENTLY SERVING AS A SUPERVISOR OF AT LEAST ONE ELON UNIVERSITY EMPLOYEE.
11. LEADERSHIP N/A 1 2 3 4 5 6
The ability to lead others and achieve results through teamwork.
Consider the following factors in your appraisal:
¨ Coaches and mentors employees
¨ Inspires and motivates
¨ Promotes a cooperative work environment
¨ Demonstrates self confidence
¨ Remains visible and approachable and interacts well with others regularly
¨ Fosters and models open communication
Comments ______
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12. PLANNING AND ORGANIZATION N/A 1 2 3 4 5 6
Effectiveness in planning, organizing and performing work duties.
Consider the following factors in your appraisal:
¨ Plans effectively for short and long-term assignments in accordance with departmental and institutional objectives
¨ Organizes and allocates appropriate time, personnel, and funds to carry out plans effectively
¨ Carries out plans and completes tasks in a timely fashion
¨ Uses university resources effectively
¨ Establishes meaningful priorities
¨ Appropriately delegates tasks to others
¨ Adapts to changes in priorities
¨ Uses program/departmental appraisal results to improve operations
Comments ______
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13. JUDGEMENT N/A 1 2 3 4 5 6
The ability to make decisions and take the action necessary
to effectively implement those decisions.
Consider the following factors in your appraisal:
¨ Obtains the proper number of facts commensurate with the problem before making a decision
¨ Weighs the facts and alternatives available, his/her ability to differentiate between major and minor factors, and the speed of the decision once all the facts are known
¨ Exercise sound reasoning and good common sense
Comments ______
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14. SUPERVISION OF OTHERS N/A 1 2 3 4 5 6
The demonstrated ability to counsel, coach, guide, and train
employees to improve performance and
the acceptance of increased responsibility.
Consider the following factors in your appraisal:
¨ Trains and develops staff by providing ongoing coaching and feedback
¨ Encourages and provides opportunities for professional growth of employees
¨ Fosters respect and loyalty
¨ Delegates responsibility and distributes workload for maximum effectiveness
¨ Evaluates employees fairly and objectively following university procedures and guidelines
¨ Attends to safety and health issues and regulations to foster a safe work environment
¨ Makes effective hiring decisions and works to retain valuable employees
¨ Manages difficult staff performance issues effectively
¨ Models appropriate behavior
¨ Is fair and consistent in dealing with staff members
Comments ______
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15. FINANCIAL MANAGEMENT/CONTROL N/A 1 2 3 4 5 6
The ability to manage university funds to achieve maximum utilization of resources.
Consider the following factors in your appraisal:
¨ Manages budget within established guidelines and follows general accounting procedures
¨ Plans in advance for efficient use of resources
¨ Uses accurate, reliable data in projecting future revenues and/or expenses
¨ Effectively monitors expenses
¨ Promptly reports anticipated budgetary problems to appropriate person
Comments ______
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16. CREATIVITY/INNOVATION N/A 1 2 3 4 5 6
The ability to consider a variety of ways to address tasks as well as
suggest new approaches to completion of work responsibilities.
Consider the following factors in your appraisal:
¨ Projects for the future
¨ Overcomes obstacles
¨ Is flexible in thinking and approaches
¨ Thinks beyond own area of responsibility
¨ Improves and/or streamlines functions
¨ Originates action
Comments ______
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17. PROFESSIONAL DEVELOPMENT N/A 1 2 3 4 5 6
The degree to which the supervisor seeks out opportunities to increase
his/her knowledge of the specific area of employment.
Consider the following factors in your appraisal:
¨ Takes advantage of professional growth opportunities
¨ Seeks new information and applies it to the position
¨ Remains competent and knowledgeable in professional field
¨ Participates in professional organizations or networks with peers
¨ Seeks leadership positions in professional organizations
Comments ______
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STAFF EMPLOYEE DEVELOPMENT PLAN
(to be completed for all employees)
What are the employee's strongest points?
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What areas have been identified as needing improvement?
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List specific accomplishments and progress since the last review (or date of employment, if new staff member).
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Individualized Development Plan
Identify performance objectives for the employee for the next twelve months (to be completed by the supervisor and person being evaluated). This plan should include specific learning goals, competencies that need to be developed or improved, and job-related performance enhancement. The actual number of objectives is to be decided by the supervisor and the employee. Attach additional paper if necessary.
1. ______
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2. ______
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3. ______
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4. ______
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5. ______
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SUMMARY RATING OF EMPLOYEE PERFORMANCE
(to be completed for all employees)
The overall rating should be completed after the rest of the performance appraisal. It should be consistent with your ratings and comments on the other performance appraisal factors.
_____ Deficient performance
_____ Needs improvement
_____ Meets requirements of position
_____ Occasionally exceeds requirements of position
_____ Frequently exceeds requirements of position
_____ Consistently exceeds requirements of position
Supervisor's Comments ______
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Supervisor's Signature Date
THIS SECTION TO BE COMPLETED BY EMPLOYEE
I have reviewed my performance appraisal and have had an opportunity to discuss it with my supervisor. My signature below does not necessarily indicate that I agree with all aspects of my performance appraisal. I understand that I may comment on the appraisal on this form or submit additional comments within the next five working days to the Office of Human Resources.
Employee Comments ______
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Employee Signature Date
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Reviewing Dean's Signature (if appropriate) Date
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Vice President/Provost Date
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