Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Table of Contents
Performance Evaluation System - Overview.............................................................................................................. 5
Performance Evaluation System ............................................................................................................................. 5
Performance Evaluation Frequency ....................................................................................................................... 5
Performance Evaluation System - Roles ..................................................................................................................... 7
Tips for Supervisors and Supervisors’ Role........................................................................................................... 7
Supervisors’ Common Rating Errors ..................................................................................................................... 8
Tips for Employees and Employees’ Role........................................................................................................... 10
Tips for Reviewers and Reviewers’ Role.............................................................................................................. 11
The Organization’s Role......................................................................................................................................... 11
Performance Evaluation System - Orientation......................................................................................................... 13
Three-Month Employee Orientation Feedback Summary................................................................................ 13
Orientation Period Performance Evaluation....................................................................................................... 14
Employee Performance Evaluation - Annual........................................................................................................... 17
Employee Performance Evaluation System - Annual Overview...................................................................... 17
Employee Performance Evaluation System - Annual Steps ............................................................................. 18
Employee Performance Evaluation System - Annual Timeline ....................................................................... 18
Employee Performance Input Statement (Voluntary) ....................................................................................... 20
Employee Performance Evaluation - Sections ......................................................................................................... 21
Section I: Performance Factors (What Employees Do) ................................................................................... 22
Quantity of Work ............................................................................................................................................ 22
Quality of Work............................................................................................................................................... 22
Job and/or Technical Knowledge ................................................................................................................ 23
Oral and Written Communication................................................................................................................ 23
Compliance with Policies ............................................................................................................................... 24
Section II: PMGAA SPIRIT Values.................................................................................................................... 25
Phoenix-Mesa Gateway Airport Authority SPIRIT Values (How Employees Do on the Job) .......... 25
Safety ................................................................................................................................................................. 25
Page 3
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Pride .................................................................................................................................................................. 26
Innovation ........................................................................................................................................................ 26
Responsibility ................................................................................................................................................... 27
Integrity............................................................................................................................................................. 27
Talk.................................................................................................................................................................... 27
Section III: GOALS – Results Achieved............................................................................................................ 28
Section IV: Overall Performance Rating ............................................................................................................ 28
Section V: GOALS – Setting Goals and Writing SMART Goals ................................................................... 29
Section VI: Comments and Signatures................................................................................................................ 30
Appendix: Performance Factors (What Supervisors and Managers Do)....................................................... 31
Managerial Effectiveness/Leadership .......................................................................................................... 31
Decision-Making ............................................................................................................................................. 32
Planning, Prioritizing and Delegating........................................................................................................... 32
Effective Use of Performance Evaluations ................................................................................................. 33
Employee Performance Evaluation - Actions .......................................................................................................... 35
Annual Performance Evaluation – Merit Actions .............................................................................................. 35
Performance Evaluation Overall Rating – Appeal Process............................................................................... 35
Performance Improvement Plan – Requirements and Timeline...................................................................... 35
Performance Evaluation System - Form Examples................................................................................................. 37
Example - Three-Month Employee Orientation Feedback Summary ............................................................ 38
Example - Orientation Period Performance Evaluation ................................................................................... 39
Example - Performance Improvement Plan ....................................................................................................... 41
Performance Evaluation System - Forms.................................................................................................................. 43
Page 4
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Performance Evaluation System - Overview
In order to attract and retain a highly qualified and competent work force, Phoenix-Mesa Gateway Airport Authority
(PMGAA) has instituted a performance evaluation system to compensate employees in a fair and equitable manner
based upon demonstrated job performance, and in accordance with PMGAA’s Equal Employment Opportunity
policy. As part of the evaluation processes for an employee who is new, who has been promoted to a new position, or
who has received an applicable change of position, the orientation period shall be six months.
PMGAA is dedicated to providing every employee with prompt and accurate feedback about his/her performance
and to assisting both employees and their supervisors in using the performance evaluation system as a tool for
effective communication and thus, improved performance. Through the performance evaluation system employees
will receive constructive work reviews designed to address performance and skill developmental needs and interests.
Upon an employee’s annual performance evaluation, an employee becomes eligible for consideration of a merit pay
increase.
This guide has been developed to assist both the employee and his/her supervisor in using the performance
evaluation system.
Performance Evaluation System
The performance evaluation system:
• Communicates performance achievements and performance expectations to an employee and provides guidance
to be as productive and successful on the job as possible;
• Rewards an employee for his/her performance efforts with a merit system that is based on overall performance
levels; and
• Is designed to set goals and for an employee to actively participate in the goal-setting process with his/her
supervisor and to develop a plan of action to achieve these goals.
Performance Evaluation Frequency
An employee receives performance evaluations corresponding to the employee’s anniversary of his/her most recent
date of hire, promotion, applicable change of position, disciplinary probation, or leave of absence adjustment on the
following schedule:
• Three-Month Employee Orientation Feedback Summary;
• Orientation Period Performance Evaluation at six months; and
• Annual Employee Performance Evaluation and merit review.
•
Under usual and appropriate circumstances, an employee should receive a performance evaluation at least
annually. If an employee’s job responsibilities change substantially at any time, an additional performance
evaluation and/or change of annual performance evaluation date may be necessary.
Page 5
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
This page is intentionally left blank.
Page 6
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Performance Evaluation System - Roles
For the performance evaluation system to be successful and beneficial to everyone involved, it must be managed
appropriately. To do this, everyone involved plays a role in the success of the system. Supervisors, managers,
employees, and the Human Resources department all play a role in effective performance evaluations. The following
are brief descriptions of the roles expected of each individual, including tips on how to achieve these roles:
Tips for Supervisors and Supervisors’ Role
Supervisors play a critical role in implementing the Performance Evaluation System. The supervisor’s role in managing
performance goes beyond writing annual performance evaluations.
Consistently, a supervisor should:
•
Communicate with each employee to ensure that the performance evaluation is only a summary of previous
conversations. No surprises!!
•
Meet with each employee regularly to discuss his/her progress toward meeting the expectations for
performance on the job.
•
Listen attentively to the employee’s ideas and concerns.
•
Address concerns about an employee’s performance immediately. Don’t wait until the last minute to convey
your concerns to an employee about his/her behavior.
•
Document the performance issues that you discuss with the employee.
•
Keep a “supervisor’s file” for each employee that includes letters of commendation, discipline, and other
performance-related notes.
•
Keep your supervisor (the reviewer) informed of the employee’s progress.
Regularly, a supervisor should:
•
Encourage each employee to maintain a personal file of his/her achievements.
•
Solicit the employee’s feedback and input prior to completing the performance evaluation.
•
Encourage employees to provide written comments, including relevant information and achievements based
on previous goals.
In preparation for a performance evaluation, a supervisor should:
•
Gather additional data relative to the employee’s performance. Such information may come from other
supervisors, employees, or customers of the employee. Other data may come from quantitative performance
records and your supervisor’s file.
•
Obtain the previous supervisor’s performance-related notes and files for each of the employees you will now
be supervising, when a new supervisor is assigned to a group of employees or when an employee is
reassigned to a new supervisor part way through the rating period.
•
Have a plan for the performance evaluation discussion. Discussions without a plan often wander off the
subject.
Page 7
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
In writing a performance evaluation, a supervisor should:
•
Begin preparing the Performance Evaluation Form at least four weeks before it is due to ensure a timely
submission of the evaluation.
•
Use the employee’s input from the Employee Performance Input Statement.
•
Objectively and legally assess the employee’s performance.
•
Prepare the performance evaluation using accurate and objective data.
•
Avoid subjective opinions or personality judgments; base your comments on facts and use specific examples
to qualify your ratings.
•
Review the form with your reviewer for his/her initials and the Human Resources department for his/her
initials to ensure that you have been complete and that you have the necessary support before presenting to
the employee.
In writing goals, a supervisor should:
•
Ensure goals are Specific, Measurable, Attainable, Realistic, and Time-oriented (SMART) and mutually set
at the beginning of the rating period with the employee.
•
Support each employee’s pursuit of his/her mutually agreed upon goals.
During the performance evaluation discussion, a supervisor should:
•
Conduct the performance evaluation discussion in private with no interruptions. Adequate time should be
provided to have a thorough discussion.
•
Present the performance evaluation to the employee with an open and honest discussion about the
evaluation.
•
Give the employee a chance to reveal any problems or obstacles that may keep him/her from performing at
his/her highest level during the discussion about areas where improvement is needed.
•
Listen more than talk, during the performance evaluation discussion.
•
Use open-ended questions to solicit the employee’s input into the discussion.
•
Clearly communicate expectations for performance to the employee.
•
Discuss expectations and how they can be achieved.
Supervisors’ Common Rating Errors
Supervisors should be aware that there are common errors made during the rating of employees’ performance. These
errors are natural and part of human nature, but can be avoided by being aware of them.
The following are the most common errors supervisors may make when rating an employee’s performance:
The Leniency Error
•
The leniency error means that the rater evaluates everyone too easily or too high. When the leniency error is
being committed, everyone rated gets a high rating. In this case, the rater is unjustifiably lenient by assigning
similar ratings to an individual or to the group.
•
How to avoid the leniency error:
Clearly justify every rating with performance examples that show why the employee deserves the higher
rating. Without specific examples of exceptional performance, the employee may not deserve the high rating.
The Severity Error
•
The severity error means that the rater evaluates everyone too critically or too low. When the severity error is
being committed, everyone gets a low rating. In this case, the rater is unjustifiably strict in assigning all
ratings to an individual or a group.
Page 8
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
•
How to avoid the severity error:
Ensure that performance standards are realistic and comparable with those of other supervisors in the same
line of work.
The Central Tendency Error
•
The central tendency error means that the supervisor does not rate anyone exceptionally high or low. All
employees rated get a middle rating. In this case, the rater is unable or unwilling to assign high or low ratings
to an individual who deserves such ratings. Instead, the rater “plays it safe” by using mid-scale ratings even
when not justified by the facts.
•
How to avoid the central tendency error:
Set clear performance standards and apply those standards to everyone being rated. If an employee exceeds
the standards, reward them with higher ratings. If an employee does not meet the standards, a lower rating
should reflect this performance.
The Recency Error
•
The recency error, the most common rater error, occurs when the rater places too much emphasis on recent
events, and does not consider the employee’s performance for the entire rating period.
•
How to avoid the recency error:
Maintain accurate and clear performance notes throughout the rating period. Frequent employee
communication that is documented will help to prevent the recency error.
The “Halo” Effect Error
•
The “halo” effect error occurs when the rater lets one favored factor or incident distort the overall
evaluation. A rater commits the “halo” effect error when he/she forms a generally favorable impression of
the employee and assigns ratings to that individual’s performance based on his/her general impression,
rather than on specific job-related behaviors.
•
How to avoid the “halo” effect error:
By considering the full range of possible ratings, the rater can avoid the “halo” effect. Also, if the rater
identifies the most prominent factor associated with the employee he/she can more easily set that factor
aside and then consider other issues more fairly.
The “Pitchfork” Effect Error
•
The “pitchfork” effect error occurs when the rater lets one unfavored factor influence his/her overall rating
of the employee. A rater commits the “pitchfork” effect error when he/she forms a generally unfavorable
impression of the employee and allows this impression to affect his/her overall rating of the employee.
•
How to avoid the “pitchfork” effect error:
By considering the full range of possible ratings, the rater can avoid the “pitchfork” effect. Also, the rater
should document individual performance examples to support his/her overall rating, rather than letting one
overall impression determine the rating.
Page 9
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Tips for Employees and Employees’ Role
Every employee plays a critical role in making the performance evaluation process successful and rewarding.
The following describes an employee’s roll and some tips to assist you in making your performance evaluations more
productive.
Consistently and Regularly, an employee should:
•
Maintain accurate documentation of your own performance achievements.
•
Keep a file of everything you do so that you can come up with the specific examples you’ll need to discuss
your performance with facts.
•
Keep your own performance file. Record examples of tough projects you’ve completed and goals you’ve
achieved.
•
Keep your supervisor informed of any problems you may have in reaching your supervisor’s expectations or
the established goal(s).
In preparation for a performance evaluation, an employee should:
•
Clearly and accurately complete the Employee Performance Input Statement and give it to the supervisor at
the beginning of the performance evaluation process.
•
Be honest in your Performance Input Statement.
•
Note the highlights and the lowlights of the previous year.
•
Take the Employee Performance Input Statement seriously and contribute as much specific and detailed
information about your performance as possible. Include examples of your work and reminders about
projects you completed throughout the year.
During the performance evaluation discussion, an employee should:
•
Actively participate in the performance evaluation meeting by offering ideas and suggestions.
•
Come to the performance evaluation meeting prepared to discuss your ideas in a productive way.
•
Accept positive criticism that will help you to be more effective on the job. If your supervisor does not
provide specific examples of how you can improve, ask for clarification in a productive manner.
•
Use the performance evaluation to your benefit because it is an opportunity to reflect on the past and plan
for the future.
•
Actively participate in the goal setting process with your supervisor and offer ideas for Specific, Measurable,
Attainable, Realistic, and Time-oriented (SMART) goals that you would like to pursue in the coming year.
In response to the performance evaluation, an employee should:
•
Read your evaluation very carefully.
•
Give yourself at least a day to think about the comments and ratings before you write your own comments.
It is best not to respond immediately, usually things are not handled well in the heat of the moment.
•
Take time to write complete and thoughtful comments on the evaluation. Comments are your opportunity
to have your perspectives documented. Use comments to your fullest advantage.
•
Use clear examples to contradict those points that you feel are not justified. Without specific and clear
examples, it is difficult to prove your point.
•
Complete the employee comments section with honest feedback.
Page 10
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
•
Remember to keep an open mind.
•
Take into consideration that writing comments related to the performance evaluation is sometimes
challenging.
•
Consider the following tips when responding to your performance evaluation:
•
Acknowledge any performance evaluation points that you agree with.
•
Acknowledge your supervisor, co-workers or any other people that gave you support or guidance
throughout the rating period.
•
Balance your comments with positive and constructive ideas.
Tips for Reviewers and Reviewers’ Role
Reviewers are the supervisor’s supervisors. Reviewers are responsible for ensuring that the performance reviews are
completed in an objective, consistent, and clear manner.
Reviewers should:
•
Provide guidance to the supervisor as he/she is completing the performance evaluation;
•
Ensure the performance evaluations are complete and reflect a balanced picture of the employee’s
performance;
•
Ensure the performance evaluations completed within his/her department or division are consistent; and
•
Review the employee’s comments and sign the forms, prior to final submission to the Human Resources
department.
The Organization’s Role
Phoenix-Mesa Gateway Airport Authority and the Human Resources department have a number of responsibilities as
well. The organization must:
•
Provide a useful and easy to understand performance evaluation system;
•
Clearly communicate expectations about the system through training and
supplementary materials;
•
Provide feedback and guidance to supervisors and employees as they use the
Performance Evaluation System; and
•
Maintain legally defensible employee performance evaluation files.
Page 11
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
This page is intentionally left blank.
Page 12
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Performance Evaluation System - Orientation
Three-Month Employee Orientation Feedback Summary
The purpose of the Three-Month Orientation Feedback Summary is to provide immediate feedback to a new
employee or an employee that has changed positions so that he/she can successfully pass his/her orientation period.
Supervisors are responsible for providing specific and timely feedback to all employees. During the first three months
on the job, an employee needs as much feedback as possible to ensure that he/she is meeting the supervisor’s
expectations and the goals and objectives of the job. Supervisors should use this summary form as a tool to clearly
communicate to the employee the progress that he/she is making and ways that the employee can continue to
enhance, expand, and improve his/her performance.
The Three-Month Orientation Feedback Summary should include specific job-related examples of behaviors the
employee should continue and skills he/she should improve upon. Supervisors may gather this data from his/her own
observations, from customer feedback, or from peer feedback. Summary includes:
•
Performance strengths exhibited in the first three months
•
Areas for continued growth and development
•
Action items and/or expected performance outcomes necessary to successfully complete the orientation
period
The Three-Month Employee Orientation Feedback Summary form is intended to provide and communicate a
summary of progress for:
•
A new employee who is serving his/her orientation period to becoming a regular status employee; or
•
An employee that has had a promotion/demotion or applicable change of position who is serving his/her
orientation period becoming regular status in the new position; or
•
May be used for an employee on disciplinary probation that is serving his/her orientation period of the
discipline.
While acceptable progress at the three-month mark does not guarantee that an employee will be considered regular
status, this process helps an employee who is not making acceptable progress identify how he/she must improve
his/her performance in order to maintain employment with PMGAA.
If an employee’s performance is not acceptable, the supervisor should indicate on the Three-Month Employee
Orientation Feedback Summary form the areas where improvement is needed. An employee who does not pass
his/her orientation period should not be surprised by the decision when specific and timely feedback was provided at
the three-month mark. If the employee’s performance is not meeting the established standards and expectations, the
summary should be used to provide direction to the employee so that he/she can improve his/her performance to
attempt a successful completion of his/her orientation period.
The Three-Month Employee Orientation Feedback Summary is to be signed by the employee and the supervisor.
Forward the completed original form to the Human Resources department for processing. Both the supervisor and
the employee should keep a copy.
Page 13
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Orientation Period Performance Evaluation
The Orientation Period Performance Evaluation form is used with an employee who is at the completion of his/her
orientation period.
Every employee goes through an initial period of adjustment in order to learn about PMGAA and/or about his/her
job. During this time the employee will have an opportunity to find out if he/she is suited to and likes his/her new
job position. In addition, the orientation period gives the employee’s supervisor a reasonable period of time to
evaluate his/her performance.
This regular employment evaluation is intended to be an overview of an employee’s performance strengths exhibited
during the entire orientation period, indicate areas for continued growth and development, and whether or not the
employee has successfully completed the orientation period.
The purpose of the Orientation Period Performance Evaluation is to indicate whether an orientation period employee
has progressed to a regular status employee or to regular status in his/her new position.
The duration of a regular employment orientation shall be six months.
• The orientation period may be extended one time by the employee’s immediate supervisor (rater) in writing with
the approval of the department’s director or manager, and the Executive Director and/or Deputy Director. The
length of the extension shall not exceed six months.
• The orientation period shall be extended for the corresponding period for which the new employee is absent
from work for any reason for 30 or more calendar days. Absences for less than 30 calendar days shall not extend
the regular employment orientation period.
An employee who is in his/her orientation period with PMGAA may be a new employee or may be an employee who
has been promoted to a new position or had an applicable change of position.
Promotional Orientation:
An employee who is promoted shall be placed on an orientation period under the rules of the Three-Month
Employee Orientation Feedback Summary and Orientation Period Performance Evaluation. An employee who
fails to perform adequately in the promoted position is not entitled to reinstatement to any position previously
held.
Transfers Orientation:
Usually, an employee who is transferred does not have an orientation period for the transfer.
If the duties and responsibilities are sufficiently different than those previously performed, the Executive
Director and/or Deputy Director and the HR Manager may elect that the employee be placed on an
orientation period under the rules of the Three-Month Employee Orientation Feedback Summary and
Orientation Period Performance Evaluation.
Demotion Orientation:
An employee who is demoted for failing to meet the requirements of the position or an employee who requests
a demotion, shall be placed on an orientation period under the rules of the Three-Month Employee
Orientation Feedback Summary and Orientation Period Performance Evaluation.
Page 14
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
If the employee successfully completes the orientation period, then he/she becomes a regular status employee or
regular status in a new position.
• The supervisor and the employee will establish goals for the next six months.
•
These goals may reflect areas for growth identified in the Orientation Period Performance Evaluation and
should be mutually agreed upon.
•
How to write goals that are specific, measurable, attainable, realistic, and time-oriented (SMART) is
described in this guide.
•
These goals will be evaluated on the employee’s next Employee Performance Evaluation, scheduled at six
months following the completion date of the orientation period.
If the employee’s performance is not meeting the standards for the job, the Orientation Period Performance
Evaluation form is used to indicate that the employee will not successfully complete the orientation period or that the
orientation period has been extended, pending improvement of performance. If the supervisor chooses to extend the
orientation period, he/she may do so by indicating how many days the orientation will be extended. The length of the
extension shall not exceed six months.
If the employee fails to successfully complete the orientation period:
•
The employee’s orientation period may be extended, or
•
The employee’s employment may be terminated.
A Performance Improvement Plan is also required for an employee whose orientation period is extended and should
be used to describe the established specific improvements that must be accomplished in order to successfully
complete the orientation period.
The successful completion of the orientation period should not be construed as creating a contract or as guaranteeing
employment for any specific duration or as establishing a just cause termination standard. Employment with PMGAA
remains at-will, that is PMGAA may terminate an employee, or an employee may terminate his/her employment, with
or without cause, and with or without notice, at any time.
The Orientation Period Performance Evaluation should include comments by the supervisor and the employee. The
immediate supervisor should complete this form, which may include input from the employee and work-related input
from other credible sources such as coworkers, peers, customers, and subordinates.
Before being reviewed with the employee, the evaluation is to be signed by the supervisor, initialed by the supervisor’s
supervisor (reviewer), and initialed by the designated representative from the Human Resources department.
The employee is provided an opportunity to write comments and shall sign to acknowledge that the evaluation was
reviewed with his/her supervisor.
After the employee signs, the supervisor’s supervisor (reviewer) signs and then submits the original of all evaluation
forms to Human Resources for signature, processing and filing in the employee's personnel file. Employee may
request a copy of the completed evaluation.
Page 15
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
This page is intentionally left blank.
Page 16
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Employee Performance Evaluation - Annual
Employee Performance Evaluation System - Annual Overview
All employees of PMGAA will receive feedback on the Employee Performance Evaluation form on at least an annual
basis, corresponding to the employee’s anniversary of his/her most recent date of hire, promotion, applicable change
of position, disciplinary probation or leave adjustment. The overall rating on the Employee Performance Evaluation
will be used to determine if a merit pay increase applies.
The Employee Performance Evaluation is intended to serve as a summary of the employee’s performance for the
rating period.
Supervisors are encouraged to regularly communicate with each employee. Wherever possible, supervisors should
address issues or concerns with the employee before the performance evaluation. This will help avoid surprises
between the employee and the supervisor if the issues need to be discussed in the performance evaluation.
Employee Performance Evaluation System Guide provides the following process information:
•
Steps in the Annual Employee Performance Evaluation System;
•
Timeline for the Annual Employee Performance Evaluation; and
•
Six Sections and Appendix of the Employee Performance Evaluation.
The Employee Performance Evaluation Six Sections and Appendix include:
•
Definitions for each of the factors and values;
•
An explanation of the goals section; and
•
Explanations of how overall ratings are determined.
The annual performance evaluation date shall be extended for the corresponding period for which an employee is
absent from work for any reason for 30 or more calendar days. Absences for less than 30 calendar days shall not
extend the annual performance evaluation date.
The immediate supervisor should complete this form, which may include input from the employee and work-related
input from other credible sources such as coworkers, peers, customers, and subordinates.
Before being reviewed with the employee, the evaluation is to be signed by the supervisor, initialed by the supervisor’s
supervisor (reviewer), and initialed by the designated representative from the Human Resources department.
The employee is provided an opportunity to write comments and shall sign to acknowledge that the evaluation was
reviewed with his/her supervisor.
After the employee signs, the supervisor’s supervisor (reviewer) signs and then submits the original of all evaluation
forms to Human Resources for signature, processing and filing in the employee's personnel file. Employee may
request a copy of the completed evaluation.
Page 17
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Employee Performance Evaluation System - Annual Steps
The Employee Performance Evaluation System at Phoenix-Mesa Gateway Airport Authority follows several distinct
steps. These steps flow together to create the following picture:
Employee
Completes
Performance
Input Statement
Î
Supervisor
Prepares
Draft
Performance
Evaluation
Î
Supervisor
Discusses Draft
with Reviewer Reviewer Initials
Î
Supervisor
Reviews Draft with
Human Resources
HR Initials
Ð
Human Resources
Signs, Processes,
and Files
Í
Reviewer
Signs
Performance
Evaluation
Í
Employee Writes
Comments
and Signs
Í
Supervisor and
Employee Discuss
Evaluation Supervisor Signs
Employee Performance Evaluation System - Annual Timeline
In order for the annual Employee Performance Evaluation to be completed in a timely manner, the following timeline
should be adhered to:
Time Prior
to the
Due Date of the
Evaluation
Task
Person
Responsible
Six weeks
The Human Resources department sends the Employee
Performance Input Statement form, Employee’s Goals, and the
position description to the employee with a reminder to the
supervisor that the employee’s evaluation will soon be due.
Human
Resources
department
Four weeks
The employee completes the Employee Performance Input
Statement and submits to his/her immediate supervisor.
Employee
Four weeks
The Human Resources department sends a reminder memo to the
supervisor including employee’s current pay rate (when a merit plan
is applicable), evaluation due date, and effective date.
Human
Resources
department
Page 18
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Time Prior
to the
Due Date of the
Evaluation
Task
Person
Responsible
Four weeks
The supervisor prepares a draft of the Performance Evaluation
based on input gathered throughout the rating period and the
Employee Performance Input Statement. The Employee
Performance Input Statement should be attached to the evaluation
draft.
The draft of the Performance Evaluation should include a
recommended overall performance rating.
Supervisor
Three weeks
The supervisor shares the Performance Evaluation draft and
Employee Performance Input Statement with his/her immediate
supervisor (the reviewer) and both initial in the signature line
indicating approval to move ahead with the evaluation.
Supervisor
and
Reviewer
Three weeks
The supervisor and/or reviewer share the draft evaluation with a
representative from the Human Resources department to ensure
compliance with relevant laws and policies; HR initials in the
signature line, and returns the form to the supervisor.
Supervisor
and
Human
Resources
department
Two weeks
The supervisor and employee meet to review the evaluation and to
establish goal(s) for the coming rating period. The supervisor will
initial changes made to the original draft.
Supervisor
and
Employee
One week
The employee makes comment(s) on the Performance Evaluation
form, signs, and returns the form to his/her supervisor.
Employee
Several days
The supervisor reads the employee’s comments, signs the
Performance Evaluation form, and forwards the form to the
reviewer for signature.
Supervisor
Several days
The reviewer reads the final evaluation and the employee’s
comments. Reviewer signs the final Performance Evaluation form
and forwards the form to the Human Resources department.
Reviewer
On or before the
due date
The Human Resources representative reviews the final evaluation,
signs, processes, and files the completed Performance Evaluation
form in the employee’s personnel file.
Human
Resources
department
Page 19
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Employee Performance Input Statement (Voluntary)
The Employee Performance Input Statement should be completed by the employee and returned to his/her
supervisor four to six weeks prior to the due date of his/her performance evaluation. The due date will be indicated
on the notification to the employee from the HR department staff. The purpose of the Employee Performance Input
Statement is to give the employee an opportunity to provide input to the supervisor prior to the supervisor
completing the draft of the employee’s performance evaluation.
An employee should use the Performance Input Statement as an opportunity to share the highlights of his/her
performance from the previous year, as well as challenges or goals he/she has related to the job. While the Employee
Performance Input Statement is not mandatory, employees are strongly encouraged to use it to provide his/her input
into the evaluation process.
The Employee Performance Input Statement is provided as part of the performance evaluations system to give an
employee the opportunity to share his/her viewpoint about the previous years’ performance and should be attached
to the Performance Evaluation Form as record of the employee’s input.
When completing the Employee Performance Input Statement, employees should keep in mind the following ideas:
•
The Employee Performance Input Statement is a tool for sharing expectations and thoughts, prior to the
final evaluation;
•
Supervisors may not remember every detail about the year’s performance. The Employee Performance
Input Statement is an opportunity to remind the supervisor of the highlights of the year including
demonstrated achievements and new tasks;
•
Provide specific examples of projects and accomplishments will make the Performance Input Statement
information more valuable to the supervisor;
•
Provide specific examples of how the goals were accomplished and demonstrated;
•
Provides an opportunity for the employee to suggest goals to be written in a Specific, Measurable,
Attainable, Realistic, and Time-oriented (SMART) manner for the coming year;
•
The PMGAA SPIRIT values consisting of Safety, Pride, Innovation, Responsibility, Integrity, and Talk are
an integral part of the Performance Evaluation System. Whenever possible, an employee should give
examples of how he/she has supported these SPIRIT values;
•
Provides a great place to offer suggestions for making the job more efficient or customer friendly;
•
Supervisors should not tell employees how to complete the Employee Performance Input Statement, nor
should he/she complete the form for his/her employees;
•
An Employee should use this opportunity to speak up and voice his/her ideas; and
•
Employees are encouraged to provide input through the form in his/her own words.
Page 20
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Employee Performance Evaluation - Sections
The Employee Performance Evaluation Form has six sections for all employees and an appendix for managers and
supervisors.
The following six sections and appendix will be discussed in the following pages of this guide.
•
Section I:
Performance Factors (What Employees Do)
•
Section II:
PMGAA SPIRIT Values (How Employees Do on the Job)
•
Section III:
Goals - Results Achieved
•
Section IV:
Overall Performance Rating
•
Section V:
Goals - Setting Goals and Writing SMART Goals
•
Section VI:
Comments and Signatures
•
Appendix:
Performance Factors (What Supervisors and Managers Do)
A five-point scale is used to assign a value to each area rated throughout the annual employee Performance
Evaluation.
The five-point scale is as follows.
5
= Outstanding
4
= Exceeds Standards
3
= Meets Standards
2
= Below Standards
1
= Unacceptable
Page 21
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Section I: Performance Factors (What Employees Do)
Section I consists of five categories (Quantity of Work, Quality of Work, Job and/or Technical Knowledge, Oral and
Written Communication, and Compliance with Policies) in which all employees will be rated. These categories express
what the employee does on the job including the essence or content of the work performed. The descriptions of each
rating level are meant to be examples only. The frequency or degree to which these aspects are true as well as the
existence of the factors described may influence the rating assigned to each factor.
Quantity of Work
Quantity of work is defined by volume or number of work-related items produced. Work-related products may
include phone calls, planes refueled, or documents produced. Employees are expected to produce a certain level of
output. An acceptable quantity of work should be defined mutually by the employee and the supervisor.
Examples of ratings for quantity of work in the five rating categories may be defined as follows:
5
= Outstanding - Almost always produces more than is required and delivers the work product ahead of
schedule; assists others in completing their work.
4
= Exceeds Standards - Usually produces more than is required and is often ahead of schedule when
delivering work products.
3
= Meets Standards - Produces an acceptable quantity of work as defined by position description.
2
= Below Standards - Displays the ability to perform the job functions, but produces less than the desired
quantity of output or misses deadlines because of work speed.
1
= Unacceptable - Usually produces less than the desired amount of work; does not meet the established
minimum level of output; requires help to complete tasks.
Quality of Work
Quality of work is defined by the level of accuracy, appearance, or efficiency of the output. Employee’s work
should be of high quality, as defined by the standards mutually agreed upon by the supervisor and the employee.
Examples of ratings for quality of work in the five rating categories may be defined as follows:
5
= Outstanding - Produces work that is thorough and neat and contains exceptionally accurate
information; performs work functions in an exemplary way that is a model for others; work samples are
used as a model for others to follow.
4
= Exceeds Standards - Produces work that is thorough and neat; quality of work exceeds standards;
produces high quality work that saves money, time, or resources; receives customer compliments
related to the quality of the work performed.
3
= Meets Standards - Produces an acceptable quality of work as defined by the supervisor and position
description; work is satisfactory, generally neat, and is usually without significant error.
2
= Below Standards - Displays the ability to perform the job functions, but produces less than the desired
quality of output; produces work with errors or omissions.
1
= Unacceptable - Usually produces work with errors or omissions; responds to customer inquiries with
incorrect information.
Page 22
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Job and/or Technical Knowledge
Job and/or technical knowledge is defined as the level of job knowledge and/or skills the employee possesses, in
relation to his/her time in the position. Ratings in this category take into account the employee’s skill and
knowledge to perform all parts of the job effectively and efficiently and the employee’s understanding of the major
products/services. Ratings in this area also take into account that the employee is aware of the historical
perspectives relevant to current problems on the job.
Examples of ratings for knowledge in the five rating categories may be defined as follows:
5
= Outstanding - Teaches others to perform his/her job functions without being asked; understands and
uses the historical perspectives relevant to the job to make the job more efficient; can be counted on to
complete the work with excellent results.
4
= Exceeds Standards - Explains the job to other workers when asked; requires minimal supervision in
order to complete the job properly.
3
= Meets Standards - Displays an acceptable level of job and/or technical knowledge and uses it
appropriately to accomplish work tasks.
2
= Below Standards - Understands some, but not all of the basic principles of the job; requires additional
supervision or help to complete the job properly.
1
= Unacceptable - Does not understand the basic principles of the job, unable to perform the job
effectively.
Oral and Written Communication
Oral and written communication is defined as the employee’s ability to verbally and in writing express ideas,
information, and/or instructions in a clear, organized, and concise manner.
Examples of ratings for communication in the five rating categories may be defined as follows:
5
= Outstanding - Written materials are error free; communication is concise and accurate; is used as a
resource in communicating material to others.
4
= Exceeds Standards - Uses oral and written communication skills to foster positive working
relationships; written material and/or oral presentations usually do not contain errors and are generally
clear and easily understood.
3
= Meets Standards - Can express ideas verbally and in writing; errors in communication do not unduly
hinder the recipient’s understanding of the message.
2
= Below Standards - Written material requires more than one reading for clear understanding; oral
communication leads to misunderstandings; difficulty in writing or speaking in a relevant or concise
manner.
1
= Unacceptable - Written material and/or oral presentations are confusing and difficult to follow or
understand; fails to record or recite pertinent information; oral communications lead to major
miscommunications.
Page 23
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Compliance with Policies
Compliance with policies relates to the employees’ ability to understand, follow, and interpret PMGAA, as well as
department policies and rules. Such policies may include the operation and maintenance of work equipment and
tools, attendance, compliance with the PMGAA Personnel Manual, or other procedures and practices.
Examples of ratings for compliance with policies in the five rating categories may be defined as follows:
5
= Outstanding - Actively supports all PMGAA and department policies, procedures, and rules; suggests
new policies or rules that will enhance operations; proactively reports pertinent policy or procedurerelated information with everyone they work with; always obtains the necessary approvals; regular and
prompt in attendance; absences are planned and scheduled in advance.
4
= Exceeds Standards - Complies with all PMGAA rules, polices, and procedures, and often clarifies
workplace rules for others; reports pertinent policy or procedure-related information in a timely
manner; seeks supervisory approval whenever necessary; very prompt and regular in attendance;
absences are infrequent and advance notice is given when time off is required.
3
= Meets Standards - Follows PMGAA and department rules, policies and procedures; follows
procedures established for sharing and reporting information; seeks appropriate approvals where
required; present and on time for each work shift; normally absences are pre-planned and advance
notice is given to the supervisor.
2
= Below Standards - Disregards PMGAA and department rules, policies, and procedures, but claims
he/she was unaware of the policies; does not always share or report important policy or procedurerelated information with the relevant parties; at times, does not seek necessary approvals; lax in
attendance and/or reporting to work on time.
1
= Unacceptable - Violates PMGAA and department rules, policies and procedures, even when having
been reminded of them; neglects to share or report important policy or procedure-related information
with co-workers and/or supervisors which results in problems or mistakes; does not seek supervisory
approval when required to do so; often absent without sufficient reason and/or frequently reports to
work late or leaves early without prior notice.
Page 24
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Section II: PMGAA SPIRIT Values
Phoenix-Mesa Gateway Airport Authority SPIRIT Values (How Employees Do on the Job)
Phoenix-Mesa Gateway Airport Authority has adopted six SPIRIT (Safety, Pride, Innovation, Responsibility,
Integrity, and Talk) values as our guiding principles. The SPIRIT values are intended to provide direction in our
day-to-day decision-making and to define how we are to conduct ourselves while at work.
SPIRIT Values
•
S
afety –
We value and preserve life and the environment.
•
P
ride –
We work with passion to instill real quality in everything we do.
•
I
nnovation –
We embrace each day’s challenges as opportunities with an open mind, a spirit of creativity, and
resourcefulness.
•
R
esponsibility –
We are accountable for our words and actions, large and small.
•
I
ntegrity –
We act in good faith and treat others with respect, honesty, and sincerity.
•
T
alk –
We take the time to communicate and talk things through.
Five of the six SPIRIT values are rated on the five-point scale on the Employee Performance Evaluation form.
The SPIRIT value “Integrity” is not rated since it encompasses everything we do at PMGAA and should be
reflected throughout the evaluation.
Examples of ratings for each of the five remaining values may be defined as follows:
Safety
5
= Outstanding - Follows up on reported safety hazards to ensure problems have been corrected; makes
safety-related suggestions to those who can make changes; looks out for the safety of others in the
workplace.
4
= Exceeds Standards - Notices safety hazards and acts to correct them or reports them to the proper
person; reports potential safety violations; actively promotes and demonstrates safety procedures,
proper equipment utilization, and personal safety on the job.
3
= Meets Standards - Wears personal protective clothing, as required; follows all safety-related operating
procedures; observes safety practices throughout the workplace; uses equipment properly.
2
= Below Standards - Has been counseled about unsafe practices in the workplace; does not heed safety
warnings or wear personal protective clothing, as required; uses equipment improperly.
1
= Unacceptable - Performs unsafe acts on the job that put not only themselves, but others at risk; has
repeated accidents; fails to follow accepted safety procedures; demonstrates total disregard or
negligence while operating equipment.
Page 25
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Pride
5
= Outstanding - Does more than is expected while promoting the airport within the community;
suggests improvements to the airports methods, even if suggestions impact functions outside of his/her
work area; rarely needs supervisory follow-up; can be counted on to carry out complex instructions
accurately; is a highly enthusiastic employee.
4
= Exceeds Standards - Shows initiative; suggests ways the workplace can be improved for everyone;
requires little supervision; consistently follows instructions correctly; displays enthusiasm for the job;
focuses on doing it right, not just on getting it done.
3
= Meets Standards - Produces work that is at the standard expected; is friendly in providing service to
customers; shows responsiveness toward requests; works with minimum supervision; can be counted
on to carry out assignments.
2
= Below Standards - Has difficulty following instructions; lacks diligence; work requires supervisory
follow-up; displays a lack of interest in the job or in the goals of PMGAA; cuts corners in order to
complete a task.
1
= Unacceptable - Displays a lack of effort toward job duties; requires constant supervisory follow-up;
has extreme difficulty following simple instructions; fails to seek clarification when confused.
Innovation
5
= Outstanding - Makes suggestions for change within the workplace; looks for ways to enhance work
processes; champions change; frequently demonstrates originality and aggressively seeks to resolve
problems and pursue new ideas; demonstrates a positive approach to change and maximizes the
opportunities created by change; consistently foresees needs and identifies possible solutions;
consistently seeks job-related development.
4
= Exceeds Standards - Accepts reasonable changes; adjusts quickly to new priorities; suggests new ideas
to help foster the change initiative; identifies problem areas and suggests or implements solutions, as
practical; adjusts quickly to new priorities and helps foster acceptance in the workplace; pursues work
and/or professional development.
3
= Meets Standards - Accepts reasonable change with occasional comments related to the change; may
require some persuasion to adjust but generally adapts to workplace changes; aware of problem areas
and attempts to solve problems with guidance from the supervisor; recognizes that change is part of the
job and attempts to help foster changes in the workplace; pursues work-related development.
2
= Below Standards - Generally resists change; demonstrates a lack of understanding of reasonable
changes being made in the workplace; must be told what to do before doing a task; displays resistance
to changes that affect his/her personally; fails to foresee job-related needs; follows a routine way of
performing job tasks without concern for improvement; limited job-related development.
1
= Unacceptable - Inflexible to changing circumstances; unable to respond to day-to-day activities;
unwilling to change; consistently inflexible to changing circumstances; shows no concern for work
improvement or job-related development.
Page 26
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Responsibility
5
= Outstanding - Looks for ways to complete more tasks in less time; takes ownership for actions; looks
for ways to correct mistakes, and avoids them in the future; helps co-workers without being asked;
requires little or no direction or supervision, even on non-routine assignments.
4
= Exceeds Standards - Readily accepts new tasks not previously part of the position description; accepts
new challenges with enthusiasm; recognizes when he/she has made mistakes; requires less than normal
direction or supervision, even on non-routine assignments.
3
= Meets Standards - Completes assigned work on time without being reminded; accepts responsibility
for his/her work actions; does not gossip requires normal direction and supervision on routine
assignments; requires assistance on non-routine assignments.
2
= Below Standards - Completes assigned tasks, but only after frequent reminders and supervisory
follow-up; does not accept the outcome of his/her actions, spreads rumors and gossip; focuses on what
others are doing or should do rather than concentrating on his/her own job duties and responsibilities.
1
= Unacceptable - Misses clearly established deadlines; doesn’t fix mistakes or broken equipment; blames
others for mistakes made on the job; initiates gossip or rumors; requires constant direction and
supervision to complete assignments.
Integrity
Integrity is not rated separately. This value is part of everything we do and should be considered an
element of each of the other ratings categories.
Talk
5
= Outstanding - Facilitates the conflict resolution of others; initiates discussions in order to resolve
workplace problems; is proactive in his/her communications; broadly influences others in a positive
manner; even in stressful situations, fosters teamwork and positive relationships with everyone they
come in contact with.
4
= Exceeds Standards - Foresees problems in order to prevent conflicts from occurring; fosters
discussions to resolve issues before they become big; goes out of the way to cooperate and get along
with others; shows genuine concern for others; works to develop rapport with others so that conflict
can be resolved; expresses disagreement by offering productive alternatives.
3
= Meets Standards - Keeps all relevant parties informed; discusses conflicts when asked to do so; seeks
out information from others in order to do his/her job; expresses disagreement in a respectful manner;
cooperative; gets along well with others; polite, courteous, and tactful; does not participate in conflict
situations without attempting to resolve the differences.
2
= Below Standards - Avoids conflicts; does not reveal information that may be relevant to others;
expresses disagreement in a way that does not respect others; helps others only when asked or
pressured to do so; participates or contributes to conflict situations without attempting to resolve the
differences.
1
= Unacceptable - Purposely hides important information; intentionally does not share thoughts or
opinions; is unwilling to discuss conflicts or acknowledge his/her presence; demonstrates negativity
toward work group members or toward PMGAA goals; initiates conflict without the desire to resolve
the differences; unwilling to assist peers or customers; frequently complains; not a team player.
Page 27
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Section III: GOALS – Results Achieved
List the goal(s) set for the last rating period. Goals should be written in a Specific, Measurable, Attainable, Realistic,
and Time-oriented (SMART) manner. Describe how each goal was accomplished and when each goal was completed.
Indicate if goal(s) was not achieved.
Section IV: Overall Performance Rating
Each section of performance factors and values of the annual performance evaluation has definitions for the ratings
and then the employee performance is summarized in an overall rating. Overall ratings indicate the level of the
employee’s performance, taking into account all of the factors evaluated on the Employee Performance Evaluation
form.
Overall ratings are indicated on a five-point scale and defined as follows:
Outstanding - This rating means that the employee lives and promotes PMGAA values and that
his/her performance throughout the rating period has been exceptional. This rating is usually reserved
for employees who continue to excel in every area of the job or for those who have successfully
completed unusually demanding special projects in addition to performing his/her regular duties.
Exceeds Standards - This rating means that the employee is perceived as highly competent and does
more than just meet the job requirements, and does it well. The employee is also a strong proponent of
PMGAA’s values. An overall rating of Exceeds Standards should be perceived as a strong endorsement of
the employee’s work.
Meets Standards - This rating should be interpreted as a “job well done”. It is appropriate for an
employee who Meets Standards for the position, is doing an effective job and continues to support
PMGAA’s values.
Below Standards - This rating means that performance is less than desired and improvement is
required in work product or in upholding the PMGAA values. The major purpose of an overall rating
of Below Standards is to focus the employee’s attention on the areas that need improvement and to assist
the employee in setting reasonable and attainable goals. Performance at this level is expected to improve
and the preparation of a Performance Improvement Plan is recommended. An employee who cannot
or will not improve his/her overall performance will face disciplinary probation, demotion, or possible
termination of employment.
Unacceptable - This rating means that continued performance or actions relative to PMGAA’s values
at this level will not be tolerated and immediate improvement is required. A Performance Improvement
Plan is required for overall ratings of Unacceptable. An employee who continues to perform at this level
should be terminated.
Overall Performance Evaluation Rating - Calculation:
The overall rating is not a numeric calculation and may reflect that some factors or values are more important
than others. The supervisor and the employee must discuss and agree on the most important areas of the job.
The overall rating indicates the level of the employee’s performance, taking into account all of the factors
evaluated on the Employee Performance Evaluation form.
Page 28
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Section V: GOALS – Setting Goals and Writing SMART Goals
The supervisor and the employee will establish goals (at least one) for the next rating period and agree on the relative
importance of each goal.
•
These goals may reflect areas for growth identified in the current rating period’s evaluation and should be
mutually agreed upon.
•
Each employee with supervisory or management level responsibilities shall also have at least one professional
development goal.
• The focus of the professional development goal(s) shall be on the employee’s own development and
learning rather than on work-related projects or tasks.
•
Each member of the Leadership Team shall also have three additional goals related to his/her department’s
Tactical Work Plan.
•
Goals may be directly related to completing high priority or increasingly challenging work related tasks or
projects, developing or learning new skills to be used on the current job (developing job related
competencies), or developing skills for the employee’s profession.
•
Goals shall be written using the SMART format.
How to write goals that are Specific, Measurable, Attainable, Realistic, and Time-oriented (SMART) is as follows:
SMART Goals
This means that goals should be:
•
S
pecific in nature –
The exact activity to be pursued should be defined.
•
M
easurable and/or observable –
A method for determining completion of the goal must be determined.
•
A
ttainable –
The goal should be within the employee’s reach in terms of time and resources.
•
R
ealistic –
The goal should be achievable within the defined rating period and the appropriate resources should be
made available for the employee to successfully complete the goal.
•
T
ime-oriented –
The goal should have a deadline or frequency attached.
For example, if the supervisor and employee agreed that the employee wanted to learn more about the field of
aviation, they might agree on a goal like this:
• Not SMART:
Take a class in aviation management.
• SMART:
Attend an aviation-related training session and report your key learnings
at a staff meeting by June 30.
Page 29
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Section VI: Comments and Signatures
The comments section provides an opportunity for employees and supervisors to express themselves in an
unstructured way.
Comments should be related to the employee’s job performance and should be written in narrative form.
Supervisors are required to provide comments that summarize the overall evaluation. Examples of specific
accomplishments or job activities should be included to illustrate the employee’s behaviors.
Supervisors are encouraged to write his/her comments in an informal way, as if they were writing to the employee.
Comments should be conversational in tone and specific and objective in nature.
Conversational comments are written to the employee, rather than about the employee.
When possible, the supervisor should refer to pre-determined standards or expectations.
Employees are encouraged to provide comments, but are not required to comment.
Employee comments should include mention of any work-related accomplishments that were not mentioned by the
supervisor.
Employees should be given up to five days to provide comments on the form.
Either the supervisor and/or the employee may attach additional pages in order to have room to provide sufficient
comments.
Once the comments are completed, the employee will return the evaluation to the supervisor. Then, the supervisor
will forward the form to the reviewer (the supervisor’s supervisor) for review and signature.
The reviewer (the supervisor’s supervisor) is responsible for reading both the supervisor’s and the employee’s
comments. The reviewer is not expected to comment on the form. Rather, they are to read and sign the evaluation
and forward it to Human Resources. Should the reviewer read something on the form that requires follow-up, they
may do so outside of the formal performance evaluation process.
Once the Human Resources department receives the completed performance evaluation, they will review the form for
completeness. The Human Resources department will not comment on the evaluation. Rather, they will sign that they
have reviewed the form, process the evaluation, and file the form in the employee’s personnel file.
Page 30
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Appendix: Performance Factors (What Supervisors and Managers Do)
The supervisory performance factors apply only to those employees in a supervisory or management position. For
non-supervisory or management employees, this section does not apply.
This appendix section recognizes that there are certain skills and tasks that supervisors must perform in order to
successfully carry out his/her leadership duties. The supervisory factors are rated on the same five-point scale as
described in this guide.
Each supervisor will be rated on four factors including managerial effectiveness/leadership; decision-making;
planning, prioritizing, and delegating; and effective use of performance evaluations.
Managerial Effectiveness/Leadership
Managerial effectiveness relates to the supervisor’s ability to influence others and to provide effective direction in
leadership situations. It also relates to the supervisor’s ability to coach, train, and develop subordinate skills and
abilities. Supervisors are responsible for selecting, training, and developing employees to function effectively
without close supervision. Supervisors are also expected to help his/her employees develop his/her own
leadership potential and should encourage employees to grow in ways that are of interest to the employee and of
benefit to PMGAA. At PMGAA, development of employees also includes the establishment of goals (at least one)
and then finding ways to support the employee in achieving SMART goals. Each employee with supervisory or
management level responsibilities shall also have at least one professional development goal.
Examples of ratings for managerial effectiveness/leadership in the five rating categories may be defined as
follows:
5
= Outstanding - Inspires a high level of loyalty of employees evidenced by his/her commitment to
excellence; uses innovative methods in giving direction and in motivating staff; considered an
organizational leader and mentor; serves as a mentor in guiding employees to develop his/her jobrelated skills; advocates education and training for all employees.
4
= Exceeds Standards - Leads and develops strong teamwork; provides clear direction to others;
appropriately allows them to make his/her own decisions and mistakes; offers suggestions and tools to
help employees develop his/her skills and achieve his/her goals, including the development of personal
action plans and written goal statements.
3
= Meets Standards - Works to develop a team; provides clear direction so that team members can be
effective on the job; is respected as a leader; meets regularly with employees to discuss ways to develop
his/her skills; knows the career aspirations of each employee.
2
= Below Standards - Provides limited direction to employees; employees do not work as a team; focused
more on details or day to day operations rather than motivating staff to do so; assists some employees
in reaching his/her goals; does not meet regularly or consistently with employees to discuss his/her
development; closely manages employee work performance without giving room for the employee to
learn as they work.
1
= Unacceptable - Causes employee dissatisfaction; does not provide direction to others, even when
asked to do so; does not assist employees in developing his/her skills; is unaware of developmental
opportunities for employees within and outside of PMGAA.
Page 31
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Decision-Making
Decision-making relates to the supervisor or manager’s ability to analyze and interpret information and arrive at
logical conclusions in a timely manner, within established policies. Effective decision-making allows the supervisor
or manager to have a more effective and efficient work operation.
Examples of ratings for decision-making in the five rating categories may be defined as follows:
5
= Outstanding - Innovative decision maker regardless of complexity; confident under pressure;
considers long and short-term consequences; assists others in decision-making; uses PMGAA values to
guide decisions.
4
= Exceeds Standards - Evaluates data quickly and accurately; logical conclusions supported by facts;
foresees potential problems and considers alternatives; considers PMGAA values when making
decisions.
3
= Meets Standards - Able and willing to make appropriate decisions within an appropriate time frame;
analyzes facts and draws conclusions in a satisfactory manner; considers impacts of decisions on other
work areas; acknowledges PMGAA values when making decisions
2
= Below Standards - Demonstrates little confidence in own decision making ability; decisions may not
be arrived at in a timely manner; impacts of decisions may not be considered thoroughly.
1
= Unacceptable - Unwilling and/or relies on others to make decisions; decisions are frequently incorrect
or not based on facts; decisions adversely effect other work areas.
Planning, Prioritizing and Delegating
Planning, prioritizing, and delegating involves the supervisor’s ability to develop goals and objectives and then
identify the resources needed to accomplish the goal(s). It involves the use of time and the delegation of human
resources and equipment or facilities to meet predetermined deadlines. Goals may be set for the supervisor, for
each employee, or for the entire work group. Delegating is the ability to identify and assign appropriate work tasks
to others.
Examples of ratings for planning, prioritizing and delegating in the five rating categories may be defined as
follows:
5
= Outstanding - Innovative planning that provides for the effective use of resources; organizational and
departmental goals integrated to enhance project results; re-prioritizes to meet unforeseen
circumstances; typically delegates both responsibility and authority with challenging tasks to others;
provides training, if necessary.
4
= Exceeds Standards - Thorough planning with insight into future needs; assists in department’s goal
setting; prioritizes work and is often ahead of schedule; creates SMART goals for each employee;
frequently assigns appropriate work tasks to others to meet goals and objectives and promotes growth.
3
= Meets Standards - Reasonable and sufficient planning to meet project needs; goals consistent with
organization’s; priorities set to meet important deadlines; correctly identifies and assigns appropriate
work tasks to be handled by others and establishes appropriate deadlines for completion.
2
= Below Standards - Inadequate preparation for projects; sometimes overlooks organization’s goals;
sometimes fails to meet deadlines; takes on additional tasks that interfere with the workload; assigns
wrong work tasks or fails to assign work tasks to others.
1
= Unacceptable - Does not plan ahead or consider organization’s goals; work effort disorganized;
insufficient time available for priorities; deadlines not met; unable to identify appropriate work tasks for
others or does not delegate.
Page 32
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Effective Use of Performance Evaluations
Supervisors are responsible for completing accurate and timely performance reviews for each of his/her
employees. In addition to completing the annual review, the supervisor should maintain accurate performance
documentation for each employee and meet with each employee regularly to discuss the employee’s progress
toward his/her goals as well as toward the supervisor’s expectations. Performance evaluations should be
completed on time and submitted by the due date communicated by the Human Resources department. In
addition, employees who are in his/her orientation period should receive frequent feedback about his/her
progress and the supervisor should complete a Three Month Employee Orientation Feedback Summary and an
Orientation Period Performance Evaluation for each employee in the orientation period.
Examples of ratings for effective use of performance evaluations in the five rating categories may be defined as
follows:
5
= Outstanding - Uses the evaluation process to motivate employees and as a career development tool;
clearly expresses performance expectations and indicates on the evaluation when the employee has met
those expectations; completes performance evaluations appropriately and on time.
4
= Exceeds Standards - Uses the evaluation process as a developmental tool for employees; performance
evaluations are complete and on time and indicate that they were prepared mutually with the employee;
expectations for performance are clear to all employees.
3
= Meets Standards - Performance evaluations are completed on time; performance expectations for
employees are clear; employee’s goals are SMART as defined in this PMGAA Performance Evaluation
Guide.
2
= Below Standards - Performance evaluations are typically not completed on time; documentation is not
complete; employees do not have a clear understanding of performance expectations; employees’ goals
are not set SMART to include specific or measurable as defined in this PMGAA Performance
Evaluation Guide.
1
= Unacceptable - Performance evaluations are not timely or accurate; does not keep appropriate
documentation; does not communicate performance expectations to employees; employees do not have
SMART performance goals set.
Page 33
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
This page is intentionally left blank.
Page 34
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Employee Performance Evaluation - Actions
Annual Performance Evaluation – Merit Actions
A memo from the Executive Director is distributed each fiscal year (July 1 through June 30) to notify staff of the
funds budgeted, if any, for merit pay increases. The merit increases are based on budget and will apply to annual
evaluations with effective dates in that fiscal year.
As a result of the annual performance evaluation, several actions may be taken. The five levels of the overall
performance rating may be tied to varying levels of pay rate increases. The higher the overall rating the employee
receives, the greater the eligibility may be for a pay increase. The supervisor will indicate on the form whether the
employee is eligible for a merit increase, if any, based on the overall performance rating. If the employee is not eligible
for a merit increase at this time, based on his/her overall performance rating, the supervisor may defer a merit
increase, if any, pending an additional performance evaluation.
Performance Evaluation Overall Rating – Appeal Process
An employee may appeal his/her overall performance evaluation rating of Unacceptable or Below Standards. The appeal
should be submitted in writing to the reviewer (the supervisor’s supervisor) within five business days of receiving the
evaluation. The reviewer will consider the facts of the situation and respond to the employee within ten business days
of receiving the official appeal. An employee who is not satisfied with his/her rating when the rating is higher than
Below Standards are encouraged to voice his/her concerns in the employee comments section.
If the employee is not satisfied with the reviewer’s decision on the appeal, the employee must then use the Grievance
Procedure as outlined in PMGAA Personnel Manual GRIEVANCES Policy #: 2002.9.
Performance Improvement Plan – Requirements and Timeline
The Performance Improvement Plan is required to be used when an employee’s overall performance rating is
Unacceptable and is recommended for an overall performance rating of Below Standards.
The Performance Improvement Plan is also required for orientation period employees whose orientation period has
been extended.
The goal of the Performance Improvement Plan is to provide a specific plan to the employee so that he/she can
improve his/her performance. The Performance Improvement Plan is to be completed in conjunction with the
Orientation Period Performance Evaluation or the Employee Performance Evaluation and should include a timeline
for when the employee is expected to improve his/her performance.
Should an employee not meet the criteria established in the Performance Improvement Plan, disciplinary action may
be taken, depending upon the circumstances, may result in discipline, up to and including termination of employment.
The immediate supervisor should complete the Performance Improvement Plan form including information on areas
for improvement, activities designed to improve the employee’s performance, expected performance outcomes and
completion date with a timeline for performance improvement and check-in dates.
Before being reviewed with the employee, the Performance Improvement Plan is to be signed by the supervisor,
initialed by the supervisor’s supervisor (reviewer), and initialed by the designated representative from the Human
Resources department.
Page 35
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
The supervisor should provide a copy of the Performance Improvement Plan to the employee. After the employee
signs to acknowledge that the evaluation was reviewed with his/her supervisor, the supervisor submits the form to the
supervisor’s supervisor (reviewer) for signature and then the original form is submitted to Human Resources for
signature and filing in the employee's personnel file.
The supervisor follows-up with the employee on the check-in dates and a record of check-in conversations should
accompany the updated appropriate evaluation at the completion date.
At the completion date of the Performance Improvement Plan, the supervisor completes an entire Orientation Period
Performance Evaluation or Employee Performance Evaluation (Annual) as appropriate with updated performance
information.
Page 36
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Performance Evaluation System - Form Examples
The following form examples are for:
•
Three-Month Employee Orientation Feedback Summary,
•
Orientation Period Performance Evaluation, and
•
Performance Improvement Plan
Page 37
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Example - Three-Month Employee Orientation Feedback Summary
Page 38
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Example - Orientation Period Performance Evaluation
Page 39
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Page 40
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Example - Performance Improvement Plan
Page 41
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
This page is intentionally left blank.
Page 42
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
Performance Evaluation System - Forms
The following forms are attached to a printed copy of this Performance Evaluation System Guide or may be accessed
in MSWord File New if viewing this Guide electronically:
•
Three-Month Employee Orientation Feedback Summary
•
Orientation Period Performance Evaluation
•
Employee Performance Input Statement (Voluntary)
•
Employee Performance Evaluation
•
Performance Improvement Plan
Forms may be duplicated as needed.
Page 43
Created 2/01 Rev. 2/10
Phoenix-Mesa Gateway Airport Authority
Performance Evaluation System Guide
This page is intentionally left blank.
Page 44
Created 2/01 Rev. 2/10