Facilities Services
Professional Staff Performance & Competency Evaluation
Employee Name:
Title:
Division:
Evaluator name:
Title:
Review Period (from/to):
Evaluation Date:
ROLE COMPETENCIES / EXPECTATIONS
See page 4 for definitions of competencies
1. Job Knowledge/Job Criteria [key functional
criteria from job description]:
Describe:
2. Planning/Workload and Resource Management:
Describe:
successfully met
needs improvement
successfully met
needs improvement
3. Decision-making/action initiation:
Describe:
successfully met
4. Service Orientation:
Describe:
successfully met
needs improvement
needs improvement
5. Communication:
Describe:
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successfully met
needs improvement
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6. Delegation/Developing staff:
Describe:
successfully met
needs improvement
PERFORMANCE GOALS/OBJECTIVES – For current evaluation period
Objective #1:
Task:
Timeframe:
Outcome (measurable):
Objective #2:
Task:
Timeframe:
Outcome (measurable):
Objective #3:
Task:
Timeframe:
Outcome (measurable):
(attach additional pages as needed)
ACHIEVEMENTS (during evaluation period)
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EMPLOYEE INPUT
Self-evaluation [optional – attach copy, if prepared separately]
Comments:
PERFORMANCE GOALS/OBJECTIVES – For the coming year, beginning
.
Objective #1:
Task:
Timeframe:
Outcome (measurable):
Objective #2:
Task:
Timeframe:
Outcome (measurable):
Objective #3:
Task:
Timeframe:
Outcome (measurable):
(attach additional pages as needed)
_______________________________________________
Supervisor signature
_____________________________
Date
_______________________________________________
Employee signature
_____________________________
Date
copy to employee
Half-year check-in completed:
[enter date above]
Supervisor: __________________________________
Employee: ___________________________________
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Performance & Competency Evaluation Definitions
ROLE COMPETENCIES/ EXPECTATIONS
1. Job Knowledge/Criteria
 Performs in accordance with expectations contained in the employee’s job description. The supervisor and
employee should review the job description. The evaluation should reflect consideration of strengths and
weaknesses of performance of duties and job expectations.
 To the extent possible, commentary in this section should not overlap with competencies/expectations
following, but it is understood that some overlap exists.
2. Planning/Workload and Resource Management
 Identifies and communicates priorities.
 Develops realistic work schedules and reviews with staff.
 Sets schedule and time goals when needed and follows up to ensure goals are met.
 Anticipates and identifies problems; communicates with team to develop and execute solutions.
 Promotes safety programs and safe work practices at all times.
3. Decision-making/Action Initiation
 Gathers and interprets information, involving appropriate parties.
 Develops plans to implement decisions and policies with focus on priorities, goals, outcomes and impacts.
 Shows initiative and flexibility in overcoming obstacles, creating new approaches, and making changes.
 Evaluates options and make tough decisions.
4. Service Orientation
 Makes excellent service the first priority by anticipating, assessing, and responding to the needs of diverse
customers.
 Demonstrates active listening to and understanding of customers and colleagues.
 Creates a climate of mutual problem-solving to accommodate different or challenging customer situations.
 Proactively communicates with customers as well as other departments to meet needs in timely and effectively
fashion.
5. Communication
 Actively listens, uses feedback and exchanges information to achieve mutual understanding.
 Responds respectively to criticism and to input from others.
 Communicates successfully to coordinate work, within Facilities Services, across other UW units, and with
external entities.
 Shares decisions and work-plan rationale to enhance team understanding and cooperation.
 Combats rumors and negative commentary in the workplace.
6. Delegation/Staff Development
 Provides opportunities for staff to perform duties and responsibilities that support the mission and operation of
the department/division.
 Places staff on committees and task forces.
 With staff input, plans programs to provide opportunities for professional development, enhanced effectiveness
and improved morale.
 Provides opportunities for independent work to improve decision-making, teamwork and confidence.
 Discusses professional development with staff as part of performance evaluation and regular feedback.
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PERFORMANCE GOALS/OBJECTIVES FOR THE CURRENT EVALUATION PERIOD
Use this section to document how well the employee met his or her performance objectives/goals for the evaluation
period. These objectives should have been defined and discussed with the employee near the start of the evaluation
period. List a minimum of three (3) significant objectives for comment. List additional as needed. The objectives should
relate to achievement of departmental, divisional, and/or unit Strategic Objectives.
Task calls for not only the title of the objective, but a description of what was intended to be accomplished.
Timeframe is the specific deadline or, for an on-going objective, the parameters of progress milestones or target dates.
Outcome should be measureable to ensure clarity about whatever success has been achieved.
If needed, provide narrative addressing the actual outcome compared to the desired outcome. Extraordinary
circumstances may occur.
PERFORMANCE GOALS / OBJECTIVES FOR THE COMING YEAR
Use this section to record a minimum of three strategic objectives/goals for the coming year. The objectives should
support the department, division or unit Strategic Objectives as developed as part of the Balanced Scorecard process
and/or support the employee’s continuous performance improvement, reflecting how the employee performs his/her duties
(not necessarily directly related to the BSC). Be sure to define the timeframe for achieving the objective.
Objectives/goals for the coming year need to be discussed with the employee and finalized within the first month of the
start of the evaluation period.
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