Associate Administrator Rating Guide
Check all items that most accurately describe the employee’s typical performance over the course of the review period. Use this as a guide to
determining the most accurate overall rating.
Unsatisfactory (<5%)
Overall Yale
Performance
Review
Descriptions
Check all
that apply
Did not meet key
objectives established.
Performance was below
expectations in essential
areas of responsibility,
with goals and
objectives missed.
Contribution is typically
below that of peers of
incumbents in
comparable posiitions.
Needs Improvement
(<10%)
Met most, but not all,
objectives, maybe new
to position or need
further coaching and
development to fully
meet position
expectations.
Met/Exceeded Expectations (70% to 80%)
Fully met or exceeded all key objectives. Individuals
who achieve this rating are widely recognized as
strong and valued contributors.
Exceptional (<20%)
Achieved breakthrough
results against
challenging goals; made
a unique contribution to
university, school or
dept objectives;
recognized by all as
“stand out” performers.
Accounting
 Doesn't know,
understand or correctly
apply basic accounting
practices, Yale’s
policies and procedures.
 Doesn’t use Oracle
applications correctly.
 Doesn't understand
the business of
academic medical
centers.
 Unable to identify
potential risk.
 Inconsistently applies
policies and procedures.
 Has an uneven
knowledge of
departmental business
or academic medical
centers
 Cannot be trusted to
accurately review or
approve transactions.
 Has a solid
understanding of
accounting practices,
Yale’s policies and
procedures and Oracle
systems in areas of
responsibility.
 Regularly provides
accurate information on
the finances,
operations, etc.
 Ensures that tasks
are completed
according to policy and
proper controls are in
place.
 Identifies accounting
problems, such as, in
accurate records and
reports, inappropriate
charges, improper or
missing documentation.
 Develops strategies
to maximize the use of
Oracle and other
systems.
 Identifies risks,
evaluates controls,
communicate impact
and recommends
corrective action.
 Develops creative
strategies to resolve
operational issues,
increase revenues or
manage expenses.
 Recognized for
professional knowledge
across the School and
within Department.
Financial
Management/
Planning
 Unable to analyze or
correctly interpret
financial data.
 Frequently
misinterprets financial
data, draws the wrong
conclusions.
 Provides timely,
accurate financial
information so
Department and faculty
can make informed
decisions for budget,
revenue forecasting,
etc.
 Develops business
plans to enhance the
departments revenues,
teaching and research
missions.
 Oversees
preparation of
specialized reports for
department.
 Engages in long-term
planning (five-year)
 Uses financial data to
evaluate changes in
operations, make
recommendations, or
determine alternate
courses of action.
Grant
Management
 Doesn't know,
understand, or apply
Yale, federal or agency
sponsored award
policies and procedures
correctly.
 Inconsistently applies
Yale, federal or agency
sponsored award
policies and procedures.
 Knowledge is
uneven.
 Has a good, solid
understanding of the
Yale policies and
procedures, federal or
agency sponsored
awards.
 Oversees the
submission of all grants
and contracts.
 Oversees financial
management of grants,
including budget
development and ongoing monitoring.
 Works closely with
PIs to understand their
various financial needs,
specific grant reporting
or other requirements
and deadlines.
 Considered the "goto" person in
department for
sponsored awards.
 Uses knowledge of
sponsored awards and
Department’s goals to
develop new
opportunities for funding.
Operations
 Does not ensure that
accurate records are
maintained.
 Errors in the
coordination of physical
space have negatively
affected the entire
department or finances.
 Records are
incomplete or missing.
 Errors in coordination
have created
inconveniences within
department.
 Ensures accurate
logs of space usage and
authorized faculty and
staff are maintained.
 Coordinates physical
operations and
renovations, including
timelines, priorities and
reassignment of space.
 Effectively
represents
Department’s interests
in interactions with other
departments regarding
time lines, financing,
budgets, etc.
 Forecasts future
growth and operational
needs.
Compliance
 Ignores or explicitly
flouts policies and
procedures that have
resulted in complaints
and or legal action.
 Lack of knowledge
policies and procedures
puts in the department
and university at risk.
 Understands and
correctly applies policies
and procedures.
 Knows where to get
answers on compliance
issues.
 Acts as a resource to
faculty and staff on
policies and procedures.
 Proactively educates
Department as to what
can and cannot be
done.
 Is alert to potential
issues and attends to
them before they
become problems.
 Creates procedures to
help ensure 100%
compliance within the
Department
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Unsatisfactory (<5%)
Overall Yale
Performance
Review
Descriptions
Check all
that apply
Did not meet key
objectives established.
Performance was below
expectations in
essential areas of
responsibility, with goals
and objectives missed.
Contribution is typically
below that of peers of
incumbents in
comparable posiitions.
Needs Improvement
(<10%)
Met most, but not all,
objectives, maybe new
to position or need
further coaching and
development to fully
meet position
expectations.
Met/Exceeded Expectations (70% to 80%)
Fully met or exceeded all key objectives.
Individuals who achieve this rating are widely
recognized as strong and valued contributors.
.
Exceptional (<20%)
Achieved breakthrough
results against
challenging goals; made
a unique contribution to
university, school or dept
objectives; recognized by
all as “stand out”
performers
Quality of
Work
 Work from areas of
responsibility is almost
always found to have
errors.
 Work from areas of
responsibility is
frequently found to have
errors.
 Work from areas of
responsibility is
occasionally found to
have errors.
 Work from areas of
responsibility is rarely
found to have errors...
 Work from areas of
responsibility is never
found to have errors.
Timeliness
 Doesn't anticipate,
confuses or misses
deadlines completely.
 Does not plan for
sufficient resources to
meet deadlines.
 Meets almost all
deadlines.
 Has rarely been
missed a deadline.
 Has never missed a
deadline.
Judgment &
decision
making
 Does not recognize a
problem or sees it and
does nothing about it.
 Unintentionally
misses problems.
 Researches and
resolves problems.
 Alerts people to
potential problems.
 Deals with existing
problems and offers
solutions.
 Anticipates problems
and only goes to
supervisor when
needed.
 Knows where to go
to resolve problems.
 Anticipates problems
and creates solutions to
avoid future problems.
Credibility &
Trust
 Faculty refuses to
work with individual;
complain to supervisor
or Chair.
 Faculty goes to
Business Manager or
Chair to avoid dealing
with individual.
 Understands faculty
concerns and
perspective.
 Educates faculty and
staff on policies and
procedures.
 Considered the "goto" person or
department. Trusted to
correctly determine
proper handling of
unusual transactions,
situations.

 Establishes strong
partnerships with others.
Faculty trust and value
advice and opinions.
Required
Supervision
 Cannot make
decisions on the own or
consistently makes poor
decisions.
 Has not taken Yale
specific training.
 Requires continual
oversight.
 Does not understand
how the Business
Manager would deal
with issues.
 Resolves the
majority of issues on
own, consistent with
how the Business
Manager may have
resolved them.
 Effectively
communicates up and
down the organization.
 Acts independently
as liaison with external
departments, agencies,
central operations.
 Requires little
oversight, comes to
supervisor only as
needed.
 Regularly
participates in training to
develop new, higher
level skills.
 Productively offers
options or opinions that
may differ from those of
the Business Manager.
 Recognized potential
for higher leadership
positions.
Personal
Impact
 Performance and/or
attitude disrupts work
environment.
 Perceived as being
unfair in treatment of
employees or how
resources are allocated.
 Behavior is
perceived as being
unprofessional,
unethical or excessive.
 Inconsistent work
habits sometimes
disrupt environment.
 Sometimes allows
personal feelings to
interfere with managing
staff.
 Not viewed as a role
model.
 Leads by example –
sets a positive,
productive example.
 Fosters cooperation
and teamwork.
 Enables unit to
perform at proper level.
 Easily identified as a
high contributor.
 Sought for
assistance or advice in
getting work done.
 Develops new ideas
which reduce expenses
or improve unit
effectiveness.
Staff
Development
 Provides little or no
guidance to staff,
unavailable.
 Trains staff
incorrectly -- content
may be inaccurate,
against policy.
 Often unavailable to
staff for guidance.
 Does not encourage
staff to take training.
 Staff is not
completely trained or
training may be
inaccurate or inefficient.
 Trains staff correctly
on systems, policies
and procedures.
 Looks for work
opportunities to develop
staff.
 Considered by many
as a mentor.
 Trains staff on ways
of thinking about
problems so that they
become independent.
 Brings out the best in
individuals -- positively
motivates people to
perform at their highest
level.
OVERALL
RATING
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