COLUMBUS STATE UNIVERSITY

ANNUAL PERFORMANCE EVALUATION

EXECUTIVE

NAME / EMPL #
JOB TITLE / DEPT
REVIEWER’S NAME / DATE OF REVIEW
REVIEW PERIOD: / FROM: / TO: / NEXT REVIEW DATE
Rating
Scale / S / Superior / Frequently exceeds job requirements of the position, performance is well above standard
E / Exceeds expectations / Exceeds job requirements; performance is above standard
M / Meets expectations / Consistently meets job requirements; performance is acceptable
N / Needs improvement / Significant improvement necessary
U / Unsatisfactory / Performance unacceptable, immediate improvement necessary
N/A / Not Applicable / Performance factor does not apply to the position being evaluated
PERFORMANCE FACTORS / RATING / SUPPORTIVE DETAILS/COMMENTS
ADMINISTRATIVE
Empowers employees to take responsibility for work and work processes; removes obstacles that hinder progress. / S E M N U N/A
Identifies supervision and management within department/division and provides resources for employees in those roles to operate effectively. / S E M N U N/A
Identifies the correct resources and processes; sets priorities; delegates authority and meets deadlines. / S E M N U N/A
Creates an atmosphere in which information flows smoothly between self and others; encourages open expression of ideas and opinions; listens effectively with sensitivity and understanding. / S E M N U N/A
PERFORMANCE FACTORS / RATING / SUPPORTIVE DETAILS/COMMENTS
Conveys information clearly and in a timely manner; prepares concise written reports; makes effective presentations. / S E M N U N/A
Demonstrates the importance of sound financial performance and productivity; operates within budget, recommends methods to reduce costs. / S E M N U N/A
ORGANIZATIONAL & STRATEGIC
Thinks strategically; identifies critical, high pay off strategies and prioritizes team efforts accordingly; effectively plans for future growth and/or direction / S E M N U N/A
Emphasizes the need to deliver quality services; defines standards for quality and evaluates processes against those standards in an effort to improve organizational performance. / S E M N U N/A
Identifies customer needs and takes action to meet those needs; continually searches for ways to increase customer satisfaction. / S E M N U N/A
Demonstrates commitment to fair employment practices and diversifying the workforce. / S E M N U N/A
PERFORMANCE FACTORS / RATING / SUPPORTIVE DETAILS/COMMENTS
Understand fundamentals, policies, and procedures required by job; stays up to date and is knowledgeable about current and new job related methods; emphasizes a standard of excellence in all endeavors. / S E M N U N/A
Demonstrate proper judgment and decision making skills when necessary. / S E M N U N/A
Develops and accomplishes objectives related to department/field that support the mission of the department/division and the institutions. / S E M N U N/A
Propose ideas; finds new and better ways of doing things. / S E M N U N/A
Considers a broad range of internal and external factors when making decisions; uses information about the market and competitors, the institution and the system as well as related goals in making decisions; recognizes strategic opportunities for success. / S E M N U N/A
LEADERSHIP
Identifies, analyzes and evaluates alternatives; solves problems in an effective manner, conceives useful & innovative approaches to problem solving and puts them into practice. / S E M N U N/A
PERFORMANCE FACTORS / RATING / SUPPORTIVE DETAILS/COMMENTS
Maintains high performance under conditions of pressure or uncertainty; deals with varying workload requirements; remains composed when decisions have to be made quickly. / S E M N U N/A
Communicates the Institution’s and the Department’s/Division’s vision and mission to staff members; shapes behavior in order to turn the vision and mission into reality. / S E M N U N/A
Champions new initiatives; assumes risk and responsibilities for the department/division; addresses difficult issues and stands firmly when necessary and appropriate. / S E M N U N/A
In support of institution and division goals, asserts own ideas and persuades others; gains support and commitment; mobilizes people to take action. / S E M N U N/A
Coaches staff members and accurately assesses their developmental needs; provides specific feedback on performance. / S E M N U N/A
Adjusts to shifting priorities, ambiguity and rapid change; demonstrates flexibility. / S E M N U N/A
PERFORMANCE FACTORS / RATING / SUPPORTIVE DETAILS/COMMENTS
Creates an environment conducive to cooperation and trust; demonstrates collegiality and collaborates with units within the institution. / S E M N U N/A
EMPLOYEE STRENGTHS, AREAS TO BE IMPROVED AND ORGANIZATIONAL GOALS
Strengths
This box should provide feedback to the individual being evaluated on how well they are doing by citing specific examples of high standard achieved in key areas.
Areas To Be Improved
This box should identify standards related to the performance evaluation that can be advanced to a higher level of performance; should include training, skill development, etc.
EMPLOYEE STRENGTHS, AREAS TO BE IMPROVED AND ORGANIZATIONAL GOALS
New Goals
This box should identify and focus on either departmental, organizational or personal goals as they relate to professional growth in the current position.
Progress Report: previous year and previous year’s goals.
S / E / M / N / U
Employee Comments
Employee Comments
RATE OVERALL PERFORMANCE (Based on overall rating of performance factors)
S / E / M / N / U
SIGNATURES
Your signature does not mean that you necessarily agree with everything that is stated on the form, only that you have seen the completed form and all the administrative data is correct.
When complete, send a copy of the performance evaluation to the Human Resources Department and give a copy to the individual and retain a copy for yourself.
Employee’s Signature / Date
Supervisor’s Signature / Date
Department Head Signature / Date
If you have any questions concerning this process, the appraisal form, or need any assistance, contact the Human Resources Director
at 568-2005.
12/1/2009

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