Grants 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 positions.
Needs Improvement
(<10%)
Met/Exceeded Expectations
(70% to 80%)
Exceptional (<20%)
Met most, but not all,
objectives, may be new
to position or need
further coaching and
development to fully
meet position
expectations.
Fully met or exceeded all key objectives. Individuals
who achieve this rating are widely recognized as
strong and valued contributors.
Achieved breakthrough
results against
challenging goals, made
a unique contribution to
university, school or
dept objectives;
recognized by all as
“stand out” performers.
Knowledge
Sponsored
Awards
 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.
 Considered the "goto" person in department
for sponsored awards.
 Recognized for
professional knowledge
of sponsored awards
across the School and
within department.
Compliance
 Compliance/audit
records are incomplete,
inaccurate, nonexistent.
 Makes frequent
compliance errors.
Records are often
incomplete or
inaccurate.
 Maintains complete
accurate, compliance
records.
 Keeps PIs informed
about administrative
compliance
requirements.
 Works with PIs to
complete administrative
compliance work.
 Creates procedures
to help ensure 100%
compliance within the
Department
Quantity of
Work
 Cannot be counted
on to get work done.
 Does not understand
what are priorities or
understands them but
still does not focus on
them.
 Inconsistently gets
work done
 Not seen as
someone who does fair
share of the work.
 Sets work priorities
and completes
appropriate volume of
work; takes on a fair
share of the work.
 Tracks progress and
makes necessary
adjustments.
 Does more than fair
share of the work.
 Looks for more
effective and efficient
processes to complete
tasks.
 Knows what results
are important & achieves
those results
 Highly organized and
efficient; is known as
someone who “gets
things done.”
Quality of
Work
 Work is almost
always returned with
errors from supervisor,
PI or GCA. Errors hold
up processes.
 Work is frequently
returned with errors
from supervisor, PI or
GCA. Work is often
inaccurate or
incomplete.
 Work is occasionally
returned with errors
from supervisor, PI or
GCA.
 Work is rarely
returned with errors
from supervisor, PI or
GCA.
 Work is never
returned with errors from
supervisor, PI or GCA.
Timeliness
 Doesn't anticipate,
confuses or misses
deadlines.
 Does not understand
the importance of
deadlines.
 Occasionally misses
deadlines.
 Meets almost all
deadlines.
 Has rarely or never
missed a deadline.
 Has never missed a
deadline.
Planning
 Incapable of
planning.
 Does not plan for
deadlines or keep PI
informed.
 Assists PIs with
short-term planning,
e.g., 6 months.
 Does long-range
planning with PIs, e.g.,
12 months out.
 Does long-range
planning with PIs, e.g.,
18 months out.
Judgment &
decision
making
 Does not recognize a
problem or sees the
problem and does
nothing about it.
 Unintentionally
misses problems.
 Sometimes fails to
inform effected parties.
 Knows where to go
to resolve problems.
 Deals with existing
problems and offers
solutions
 Alerts people to
potential problems.
 Anticipates problems
and quickly acts on
them.
 Anticipates problems
and creates solutions to
avoid future problems.
Credibility &
Trust
 PI refuses to work
with individual;
complains to supervisor
or Chair.
 PI goes to supervisor
rather than individual
with questions because
of concerns about
accuracy.
 Understands PIs
concerns and
perspective.
 Represents PI on PIs
behalf.
 Goes directly to PI
when there's a problem.
 Develops trusting
relationships.
 Establishes strong
partnerships with PIs,
GCA and external
agencies. PIs value
advice and opinions.
Personal
Impact
 Performance and/or
attitude disrupts work
environment. Creates
more work for unit.
 Inconsistent work
habits sometimes
disrupt work
environment
 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.
OVERALL
RATING
612929513
1
6/27/2016