Non‐Represented Staff Appraisal ‐ Ratings Matrix
Categories and High Level Definition
Exceptional
Performance far exceeded expectations Exceeded Expectations
Fully Achieved Expectations
Some Expectations Met*
Performance consistently Fully achieved and at times may Performance occasionally met exceeded expectations have exceeded expectations expectations but was inconsistent Expectations Not Met
Immediate improved is needed Detailed Definitions
Goals/Achievements/ Job Functions
Skills
Behavior
Critical goals were completed and at Critical goals were completed and an exceptional level and performance achievements clearly and far exceeded all standards and consistently surpassed job expectations
performance expectations
Demonstrated skills, knowledge and Demonstrated skills, knowledge and Consistently demonstrated required Demonstrated most required skills, abilities are at an extraordinary level abilities well beyond the job skills, knowledge and abilities
knowledge and abilities but requirements
improvement/growth is needed
Served as a role model; extensive and Behavior was highly professional, and Behavior was consistently valuable contributions to a positive meaningful contributions to a professional and supportive of a organizational culture were made
positive organizational culture were positive organizational culture
made
New in Position
Examples Goals/Achievements/ Job Functions
Critical goals were completed and Some critical goals were completed No critical goals were achieved and/or majority of work was poorly executed
achievements were as expected of an though overall achievement was below expectations
experienced performer
NA
Exceptional
NA
Exceeded Expectations
NA
Fully Achieved Expectations
Behavior was not consistently professional or supportive of a positive organizational culture
* Developing appropriately; performance was good given limited time in position
Did not demonstrate basic skills, knowledge or ability required to perform the majority of assigned duties
Behavior was unacceptable and detrimental to a positive organizational culture
NA
Some Expectations Met*
Expectations Not Met
Undertakes additional job Possesses full knowledge of their job Competently performs job
functions/duties on a day‐to‐day functions/duties, through their own functions/duties as well as other basis and regularly meets initiative, that further the goals of related aspects of the unit, and makes significant contributions department and/or organization with expectations and job description to the unit, department, and/or the ability to explain and articulate requirements with some tasks
performed beyond expectations
organization.
such aspects clearly to others.
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.
Significantly and consistently
exceeds expectations, producing a high quality and quantity of work.
Sometime the quality and quantity of Consistently produces low quality work and does not carry appropriate share of work work does not meet department load.
goals and objectives.
Often exceeds expectations and role Consistently produces high quality requirements by producing a high work and is willing to take on extra tasks if needed
quality and quantity of work.
Skills
Behavior
Demonstrates exceptional in‐depth Recognized by peers, managers, knowledge of their job students and other functions/duties and is highly customers/personnel as recognized by others within the collaborative, skilled, and reliable.
University community or within their area of expertise as an authority in their area of work.
Identifies programs, develops Identifies problems and consistently recommendation, carries out solution participates in creating solutions.
independently.
Takes initiative consistently that has a Takes initiative frequently that larger impact (e.g. contributes to cost impacts their own team or other savings or increased efficiency).
groups.
Sometimes viewed by others as Does not understand job functions or does Recognized by members of the unit/customers as someone who someone who does not exhibit full them inaccurately.
knows how to do their job, and gets understanding of their job functions.
it done.
Identifies problems, asks for help or Sometimes not able to identify Routinely unable to identify problem areas participates in solutions.
problem areas or carry out solutions. or carry out solutions.
Occcasionally takes initiative that impacts their own position/functional area.
Rarely takes initiative to complete tasks or resolve problems.
Does not take initiative to complete tasks.
Understands and is proactive in Understands the Principles of Sometimes engages in behaviors that Violates the Principles of Community and Exhibits model behavior that other values of the organization.
Community and other values of the do not adhere to the Principles of exemplifies the values and qualities promoting the Principles of Community and other values of the of the organization and is worthy of Community and other values of the organization.
organization.
organization.
emulation by supervisors/staff members (e.g. Principles of Community).
Exhibits teamwork or is a team player Exhibits teamwork or is a team player Exhibits teamwork or is a team player Sometimes does not collaborate Routinely does not collaborate effectively in varied settings and influences in varied settings; collaborates with effectively with co‐workers and does with co‐workers and is not a team player.
in varied settings and consistently models collaboration others to work collaboratively to others
not exhibit teamwork.
bring about a positive impact while furthering the goals of the unit, department and/or organization.
Skillfully resolves conflict in the midst Sometimes able to resolve conflict or Regularly interacts effectively with Sometimes engages in ineffective or Engages in unprofessional or negative identify people or programs that can peers, managers and other University negative interactions with peers, interactions with others in the workplace.
of differing opinions by creatively developing a compromise within help resolve differences
staff, public and students.
colleagues, management, students or competing interests.
other members of the University community.
Fosters a "can do" attitude in others, Possesses a "can do" attitude.
builds the team up.
Willing employee, open to new ideas. Occasionally a nay‐sayer about new Routinely exhibits behavior that breaks ideas.
down the team.
Creates opportunities for self and others to support the direction/mission/goals of the department/unit or organization.
Actively supports the direction/mission/goals of the department and encourages the same from others.
Models the direction/mission/goals of the department/unit and does nothing to undermine success of the team.
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.