Administrative Unit - Rating Scale Examples
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Rating Distribution
Recommendation
1
5 - EXCEPTIONAL
Performance consistently far
exceeds expectations in the rated
competencies and/or job functions
and the quality of work performed
was superior.
10-15% of staff
4- EXCEEDS EXPECTATIONS
Performance consistently exceeded
expectations in all essential areas of
responsibility, and the quality of work
overall was excellent. Annual goals
were met.
3 - MEETS EXPECTATIONS
Performance consistently met
expectations in all essential areas of
responsibility, at times possibly
exceeding expectations, and the
quality of work overall was very
good. The most critical annual goals
were met.
20-30% of Staff
60-65% of Staff
Significantly and consistently
exceeds expectations, producing a
high quality of work.
Routinely meets and exceeds
expectations and role requirements
by producing a high quality and
quantity of work on a consistent
basis.
Undertakes additional job
functions/duties, through their own
initiative, that further the goals of
and makes significant contributions
to the unit, department, and/or
organization.
Possesses full knowledge of their
job functions/duties as well as other
related aspects of the unit,
department and/or organization with
the ability to explain and articulate
such aspects clearly to others.
Is dependable, highly reliable and
follows through on all provided or
otherwise undertaken assignments
and is highly effective in a variety of
settings.
Demonstrates exceptional in-depth
knowledge of their job
functions/duties and is highly
recognized by others within the
University community or within their
area of expertise as an authority in
their area of work.
Exhibits model behavior that
exemplifies the values and qualities
of the organization and is worthy of
emulation by supervisors/staff
members (e.g. Principles of
Community).
2 - IMPROVEMENT NEEDED
Performance did not consistently
meet expectations – performance
failed to meet expectations in one or
more essential areas of
responsibility, and/or one or more of
the most critical goals were not met.
A professional development plan to
improve performance must be
outlined in Section 4, including
timelines, and monitored to measure
progress.
1 - UNSATISFACTORY
Performance was consistently below
expectations in most essential areas
of responsibility, and/or reasonable
progress toward critical goals was
not made. Significant improvement
is needed in one or more important
areas. In Section 4, a plan to
correct performance, including
timelines, must be outlined and
monitored to measure progress.
5-10% of Staff
Competently performs job
functions/duties on a day-to-day
basis and regularly meets
expectations and job description
requirements with some tasks
performed beyond expectations
Possesses full knowledge of their
job functions/duties.
Sometimes does not complete
assignments/tasks in an effective
manner or the assignments/tasks
require revision, clarification or time
extensions.
Consistently does not competently
complete assignments/tasks and
consistently does not produce
quality work products even with
clarifications or time extensions.
Inconsistently performs job
functions/duties or responsibilities.
Consistently does not meet
expectations and job description
requirements.
Is dependable, highly reliable and
follows through on all assignments.
Is dependable, highly reliable and
follows through on all assignments.
Frequently requires direct
supervision and follow-up. Is
perceived by others as not
reliable/dependable
Works at a minimum standard with
inconsistent productivity.
Recognized by peers, managers,
students and other
customers/personnel as
collaborative, skilled, and reliable.
Recognized by members of the
unit/customers as someone who
knows how to do their job, and gets
it done.
Sometimes viewed by others as
Does not understand job functions or
does them inaccurately.
someone who does not exhibit full
understanding of their job functions.
Understands and is proactive in
promoting the Principles of
Community and other values of the
organization.
Understands the Principles of
Community and other values of the
organization.
Sometimes engages in behaviors
that do not adhere to the Principles
of Community and other values of
the organization.
Violates the Principles of Community
and other values of the organization.
Revised 3/23/2015
H
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Rating Distribution
Recommendation
5 - EXCEPTIONAL
Performance consistently far
exceeds expectations in the rated
competencies and/or job functions
and the quality of work performed
was superior.
10-15% of staff
4- EXCEEDS EXPECTATIONS
Performance consistently exceeded
expectations in all essential areas of
responsibility, and the quality of work
overall was excellent. Annual goals
were met.
3 - MEETS EXPECTATIONS
Performance consistently met
expectations in all essential areas of
responsibility, at times possibly
exceeding expectations, and the
quality of work overall was very
good. The most critical annual goals
were met.
20-30% of Staff
60-65% of Staff
2 - IMPROVEMENT NEEDED
Performance did not consistently
meet expectations – performance
failed to meet expectations in one or
more essential areas of
responsibility, and/or one or more of
the most critical goals were not met.
A professional development plan to
improve performance must be
outlined in Section 4, including
timelines, and monitored to measure
progress.
5-10% of Staff
In a skillful and highly reliable
Able to resolve conflict or identify
manner, handles multiple and varied people or programs that can help
types of tasks with competing
resolve differences
priorities.
Agrees with the
direction/mission/goals of the
department/unit and does nothing to
undermine success of the team.
Skillfully resolves conflict in the
Exhibits teamwork or is a team
midst of differing opinions by
player and attempts to build
creatively developing a compromise consensus among team members.
within competing interests.
Regularly interacts effectively with
Sometimes engages in ineffective or Engages in unprofessional or
peers, managers and other
negative interactions with peers,
negative interactions with others in
University staff, public and students. colleagues, management, students the workplace.
or other members of the University
community.
Exhibits teamwork or is a team
player in varied settings and
influences others to work
collaboratively to bring about a
positive impact while furthering the
goals of the unit, department and/or
organization.
Exhibits teamwork or is a team
player in varied settings and
collaborates with others.
Takes initiative frequently that
impacts their own team or other
groups.
Occasionally disagrees with the
direction/mission/goals of the
department/unit and undermines the
success of the team.
Routinely disagrees with the
direction/mission/goals of the
department/unit and undermines the
success of the team.
Sometimes does not collaborate
Routinely does not collaborate
effectively with co-workers and does effectively with co-workers and is not
a team player.
not exhibit teamwork.
Takes initiative consistently that has Demonstrates the ability to take on Takes initiative occasionally that
Rarely takes initiative to complete
a larger impact (e.g. contributes to
progressive responsibility with a high impacts their own position/functional tasks or resolve problems.
cost savings or increased
level of success.
area.
efficiency).
Does not take initiative to complete
tasks even with prompting.
Actively seeks additional duties;
goes above and beyond to get the
job done.
Identifies problems and participates
in solutions.
Willing to take on some additional
responsibilities when asked.
Does not willingly take on additional Refuses to take on additional
responsibilities when asked.
responsibilities when asked.
Identifies programs, develops
recommendation, carries out
solution independently.
Possesses a "can do" attitude.
Identifies problems, asks for help in
creating a solution.
Sometimes not able to identify
Routinely unable to identify problem
problem areas or carry out solutions. areas or carry out solutions.
Willing employee, open to new
ideas.
Occasionally a nay-sayer about new Routinely exhibits behavior that
ideas.
breaks down the team.
Fosters a "can do" attitude in others, Actively supports the
builds the team up.
direction/mission/goals of the
department and encourages the
same from others.
2
1 - UNSATISFACTORY
Performance was consistently below
expectations in most essential areas
of responsibility, and/or reasonable
progress toward critical goals was
not made. Significant improvement
is needed in one or more important
areas. In Section 4, a plan to
correct performance, including
timelines, must be outlined and
monitored to measure progress.
Revised 3/23/2015
Academic Unit - Rating Scale Example
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3
5 - EXCEPTIONAL
Performance consistently far
exceeds expectations in the rated
competencies and/or job functions
and the quality of work performed
was superior.
4- EXCEEDS EXPECTATIONS
Performance consistently exceeded
expectations in all essential areas of
responsibility, and the quality of work
overall was excellent. Annual goals
were met.
3 - MEETS EXPECTATIONS
Performance consistently met
expectations in all essential areas of
responsibility, at times possibly
exceeding expectations, and the
quality of work overall was very
good. The most critical annual goals
were met.
2 - IMPROVEMENT NEEDED
Performance did not consistently
meet expectations – performance
failed to meet expectations in one or
more essential areas of
responsibility, and/or one or more of
the most critical goals were not met.
A professional development plan to
improve performance must be
outlined in Section 4, including
timelines, and monitored to measure
progress.
1 - UNSATISFACTORY
Performance was consistently below
expectations in most essential areas
of responsibility, and/or reasonable
progress toward critical goals was
not made. Significant improvement
is needed in one or more important
areas. In Section 4, a plan to
correct performance, including
timelines, must be outlined and
monitored to measure progress.
10-15% of staff
Significantly and consistently
exceeds expectations, producing a
high quality of work.
20-30% of Staff
60-65% of Staff
Often exceeds expectations and role Competently performs job
requirements by producing a high
functions/duties on a day-to-day
quality and quantity of work.
basis and regularly meets
expectations and job description
requirements with some tasks
performed beyond expectations.
5-10% of Staff
Sometimes does not complete
Consistently does not competently
assignments/tasks in an effective
complete assignments/tasks and
manner or the assignments/tasks
consistently does not produce
require revision, clarification or time quality work products even with
extensions.
clarifications or time extensions.
Undertakes additional job
functions/duties, through their own
initiative, that further the goals of
and makes significant contributions
to the unit, department, and/or
organization.
Possesses full knowledge of their
Possesses full knowledge of their
job functions/duties as well as other job functions/duties.
related aspects of the unit,
department and/or organization with
the ability to explain and articulate
such aspects clearly to others.
Inconsistently performs job
functions/duties or responsibilities.
Consistently does not meet
expectations and job description
requirements.
Revised 3/23/2015
H
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Rating Distribution
Recommendation
4
5 - EXCEPTIONAL
Performance consistently far
exceeds expectations in the rated
competencies and/or job functions
and the quality of work performed
was superior.
10-15% of staff
4- EXCEEDS EXPECTATIONS
Performance consistently exceeded
expectations in all essential areas of
responsibility, and the quality of work
overall was excellent. Annual goals
were met.
3 - MEETS EXPECTATIONS
Performance consistently met
expectations in all essential areas of
responsibility, at times possibly
exceeding expectations, and the
quality of work overall was very
good. The most critical annual goals
were met.
20-30% of Staff
60-65% of Staff
2 - IMPROVEMENT NEEDED
Performance did not consistently
meet expectations – performance
failed to meet expectations in one or
more essential areas of
responsibility, and/or one or more of
the most critical goals were not met.
A professional development plan to
improve performance must be
outlined in Section 4, including
timelines, and monitored to measure
progress.
1 - UNSATISFACTORY
Performance was consistently below
expectations in most essential areas
of responsibility, and/or reasonable
progress toward critical goals was
not made. Significant improvement
is needed in one or more important
areas. In Section 4, a plan to
correct performance, including
timelines, must be outlined and
monitored to measure progress.
5-10% of Staff
Is dependable, highly reliable and
follows through on all provided or
otherwise undertaken assignments
and is highly effective in a variety of
settings.
Perceived by others (peers,
students, faculty, and other
customers) as collaborative, skilled
and dependable.
Is dependable, highly reliable and
follows through on all assignments.
Frequently requires direct
supervision and follow-up. Is
perceived by others as not
reliable/dependable
Works at a minimum standard with
inconsistent productivity.
Demonstrates exceptional in-depth
knowledge of their job
functions/duties and is highly
recognized by others within the
University community or within their
area of expertise as an authority in
their area of work.
Recognized by peers, managers,
students and other
customers/personnel as
collaborative skilled, and reliable.
Recognized by members of the
unit/customers as someone who
knows how to do their job, and gets
it done.
Sometimes viewed by others as
Does not understand job functions or
does them inaccurately.
someone who does not exhibit full
understanding of their job functions.
Exhibits model behavior that
exemplifies the values and qualities
of the organization and is worthy of
emulation by supervisors/staff
members (e.g. Principles of
Community).
Understands and is proactive in
promoting the Principles of
Community and other values of the
organization.
Understands the Principles of
Community and other values of the
organization.
Sometimes engages in behaviors
that do not adhere to the Principles
of Community and other values of
the organization.
Violates the Principles of Community
and other values of the organization.
Skillfully resolves conflict in the
Sometimes able to resolve conflict
midst of differing opinions by
or identify people or programs that
creatively developing a compromise can help resolve differences
within competing interests.
Regularly interacts effectively with
Sometimes engages in ineffective or Engages in unprofessional or
peers, managers and other
negative interactions with peers,
negative interactions with others in
University staff, public and students. colleagues, management, students the workplace.
or other members of the University
community.
Exhibits teamwork or is a team
player in varied settings and
influences others to work
collaboratively to bring about a
positive impact while furthering the
goals of the unit, department and/or
organization.
Exhibits teamwork or is a team
player in varied settings and
collaborates with others.
Exhibits teamwork or is a team
player and attempts to build
consensus among team members.
Sometimes does not collaborate
Routinely does not collaborate
effectively with co-workers and does effectively with co-workers and is not
a team player.
not exhibit teamwork.
Revised 3/23/2015
H
R
D
e
f
i
n
i
ti
o
n
Rating Distribution
Recommendation
5 - EXCEPTIONAL
Performance consistently far
exceeds expectations in the rated
competencies and/or job functions
and the quality of work performed
was superior.
10-15% of staff
4- EXCEEDS EXPECTATIONS
Performance consistently exceeded
expectations in all essential areas of
responsibility, and the quality of work
overall was excellent. Annual goals
were met.
3 - MEETS EXPECTATIONS
Performance consistently met
expectations in all essential areas of
responsibility, at times possibly
exceeding expectations, and the
quality of work overall was very
good. The most critical annual goals
were met.
20-30% of Staff
60-65% of Staff
Takes initiative consistently that has Takes initiative frequently that
a larger impact (e.g. contributes to
impacts their own team or other
cost savings or increased
groups.
efficiency).
5
2 - IMPROVEMENT NEEDED
Performance did not consistently
meet expectations – performance
failed to meet expectations in one or
more essential areas of
responsibility, and/or one or more of
the most critical goals were not met.
A professional development plan to
improve performance must be
outlined in Section 4, including
timelines, and monitored to measure
progress.
1 - UNSATISFACTORY
Performance was consistently below
expectations in most essential areas
of responsibility, and/or reasonable
progress toward critical goals was
not made. Significant improvement
is needed in one or more important
areas. In Section 4, a plan to
correct performance, including
timelines, must be outlined and
monitored to measure progress.
5-10% of Staff
Takes initiative occasionally that
Rarely takes initiative to complete
impacts their own position/functional tasks or resolve problems.
area.
Does not take initiative to complete
tasks.
Actively seeks additional duties;
goes above and beyond to get the
job done.
Assumes additional responsibilities Willing to take on some additional
occasionally; does whatever it takes responsibilities when asked.
to get the job done
Does not willingly take on additional Refuses to take on additional
responsibilities when asked.
responsibilities when asked.
Identifies programs, develops
recommendation, carries out
solution independently.
Identifies problems and participates
in solutions.
Identifies problems, asks for help in
creating a solution.
Sometimes not able to identify
Routinely unable to identify problem
problem areas or carry out solutions. areas or carry out solutions.
Fosters a "can do" attitude in others,
builds the team up.
Creates opportunities for self and
others to support the
direction/mission/goals of the
department/unit or organization.
Possesses a "can do" attitude.
Willing employee, open to new
ideas.
Agrees with the
direction/mission/goals of the
department/unit and does nothing to
undermine success of the team.
Occasionally a nay-sayer about new
ideas.
Occasionally disagrees with the
direction/mission/goals of the
department/unit and undermines the
success of the team.
Actively supports the
direction/mission/goals of the
department and encourages the
same from others.
Routinely exhibits behavior that
breaks down the team.
Routinely disagrees with the
direction/mission/goals of the
department/unit and undermines the
success of the team.
Revised 3/23/2015