Exempt Employees Performance Evaluation Form

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GALLAUDET UNIVERSITY
PERFORMANCE EVALUATION GUIDE
EXEMPT (PROFESSIONAL/MANAGERIAL/
ADMINISTRATIVE) STAFF
INSTRUCTIONS
The performance of exempt employees (and some non-exempt employees if preferred by the supervisor) is measured, in large part, by
accomplishments. At the beginning of each fiscal year, exempt employees prescribe what they intend to accomplish during the year. By
setting these annual objectives, supervisors can plan for the year more effectively, and employees know what they are expected to do and
have more freedom to act. Employees are encouraged to develop and recommend the objectives; however, they must be approved by the
supervisor to assure that they are relevant to departmental plans and goals. Objectives are not simply the statements in the employee’s
job description. Objectives are specific targets, improvements, products, or standards of performance to be accomplished or achieved
during the evaluation cycle.
This form is provided as a convenience and is not required. Other formal vehicles for documenting performance objectives, expectations,
and results may be used as long as the goals of the evaluation system are appropriately met. For more information, please refer to the
Compensation Manual.
AT THE BEGINNING OF THE EVALUATION YEAR
1) List in the "Category" column, the classification of the objective
as one of the following (use only the categories which apply):
IMPACT: Objectives which are creative or unique ideas for new
products, programs or approaches and/or which impact upon the
growth, improvement or development of the department, division
or University.
ROUTINE: Objectives which relate to the successful
accomplishment of day-to-day responsibilities as described in the
job description and/or as expected by the supervisor.
PROFESSIONAL DEVELOPMENT: Educational or training
objectives which contribute to (a) self-motivated goals or (b)
institutional goals.
BEHAVIORAL: Objectives which modify or improve personal
characteristics, attitudes or behavior patterns.
2) List in the "Objectives" column the specific objectives to be
accomplished, by category, for the evaluation year. Objectives
should state: (a) what is to be accomplished or achieved; and (b)
by when the objective will be completed. (Note: Routine
objectives may be ongoing.)
3) Asterisk any objectives which are considered critical to the
success of the unit and to the evaluation.
4) When the objectives have been established, the supervisor
and the employee sign the form.
5) The evaluation should be held in the supervisor's office until
the end of the evaluation cycle.
6) The employee and the supervisor should meet periodically to
review progress on the objectives. New objectives may be added;
others deleted or revised.
AT THE END OF THE EVALUATION YEAR
OPTIONAL: The employee may complete a self-evaluation
and/or submit a list of accomplishments.
1) At or near the end of the evaluation cycle, the supervisor
reviews the degree of attainment of each objective and assigns
one of the following ratings to each of the objective statements:
DISTINGUISHED: Objective completed beyond expectations and
in a manner bringing recognition to the unit, division and/or
institution.
COMMENDABLE: Objective completed in a manner worthy of
recognition.
COMPETENT: Objective completed satisfactorily.
NEEDS IMPROVEMENT: Objective minimally completed or the
result is below acceptable standards.
UNSATISFACTORY: Objective not completed satisfactorily or not
completed at all.
2) The supervisor evaluates "Other Performance Criteria" and,
after weighing the relative values of all performance factors,
assigns an overall rating. Distinguished ratings must be
accompanied by a justification. Evaluations must be reviewed by
the unit administrator. Additional review by the administrative
officer prior to the evaluation meeting with the employee is
optional and at the discretion of the administrative officer.
3) The supervisor reviews the evaluation with the employee and
both sign the evaluation form.
4) When merit increase decisions are announced, the
evaluation form, with a recommendation for a merit increase if
appropriate, is forwarded to the appropriate administrators for
review and approval. Supervisors should not share merit increase
recommendations with the employee until reviewed by the
appropriate administrators and by the Personnel Office. If no merit
increase is recommended, the form should be submitted to the
Personnel Office.
GALLAUDET UNIVERSITY
ANNUAL PERFORMANCE OBJECTIVES
Name
Title
Social
Security #
Department
Evaluation
Period
Current
Salary
Level
Note: This form is provided as a convenience and is not required. Other formal vehicles for documenting performance objectives, expectations,
and results may be used as long as the goals of the evaluation system are appropriately met. Refer to the Staff
Compensation Manual for
additional information.
BEGINNING OF YEAR
CATEGORY
Impact, Routine,
Behavioral or
Professional
Development
END OF YEAR**
OBJECTIVES
State what is to be accomplished or achieved, and by when the objective will be completed.
Routine objectives may be ongoing.
ANNUAL PERFORMANCE OBJECTIVES CONTINUED
Name
Title
Social
Security #
Department
*
D
C
M
C
P
N
I
U
S
Evaluation
Period
Current
Salary
Level
BEGINNING OF YEAR
CATEGORY
Impact, Routine,
Behavioral or
Professional
Development
END OF YEAR**
OBJECTIVES
State what is to be accomplished or achieved, and by when the objective will be completed.
Routine objectives may be ongoing.
*
D
C
M
C
P
N
I
*Critical Performance Factor
** Ratings:
DISTINGUISHED: Objective completed well beyond expectations. COMMENDABLE: Objective completed very effectively.
COMPETENT: Objective completed satisfactorily. NEEDS IMPROVEMENT: Objective minimally completed or the result is below acceptable standards.
UNSATISFACTORY: Objective not completed satisfactorily or not completed at all.
SIGN LANGUAGE SKILLS
Does the employee sign well enough to perform his/her job satisfactorily?
Level of Skills
Excellent
OTHER PERFORMANCE CRITERIA
Above Average
Average
Yes
Needs Improvement
Needs Improvement
No
Poor
U
S
INITIATIVE
Self-Starting Motivation
Self Direction
Methods Used
Excellent
Excellent
Excellent
Above Average
Above Average
Above Average
Average
Average
Average
Needs Improvement
Needs Improvement
Needs Improvement
Poor
Poor
Poor
INTERPERSONAL SKILLS AND COMMITMENT
Teamwork
Excellent
Attitude
Excellent
Cooperation
Excellent
Flexibility
Excellent
Use of Work Time
Excellent
Attendance
Excellent
Punctuality
Excellent
Above Average
Above Average
Above Average
Above Average
Above Average
Above Average
Above Average
Average
Average
Average
Average
Average
Average
Average
Needs Improvement
Needs Improvement
Needs Improvement
Needs Improvement
Needs Improvement
Needs Improvement
Needs Improvement
Poor
Poor
Poor
Poor
Poor
Poor
Poor
LEADERSHIP SKILLS
Decision-Making Ability
Problem-Solving Ability
Ability to Motivate
Knowledge of Work
Knowledge of Policies/Procedures
Above Average
Above Average
Above Average
Above Average
Above Average
Average
Average
Average
Average
Average
Needs Improvement
Needs Improvement
Needs Improvement
Needs Improvement
Needs Improvement
Poor
Poor
Poor
Poor
Poor
Excellent
Excellent
Excellent
Excellent
Excellent
TRAINING
List any training activities the employee should take to become more effective on the job.
SUPERVISOR COMMENTS
OVERALL PERFORMANCE RATING
Be sure to consider: (1) the ratings on each objective; (2) the category of the objectives (emphasis is placed on impact objectives); (3) ratings on critical
performance factors; (4) ratings on other performance criteria.
DISTINGUISHED: A distinguished performance rating is reserved for those who are recognized by their supervisors and administrators as clearly
superior to the majority of other employees. They are the innovators, the producers of significant and positive change or direction. They solve
problems, not create them. They efficiently and effectively meet all of the routine and critical performance expectations of the job and make
contributions which add value and bring recognition to the unit, division and/or institution. Evaluations on objectives and on other performance criteria
are clearly outstanding.
JUSTIFICATION:
COMMENDABLE: Commendable performers are those who are worthy of recognition. They are very effective in their job, contribute in positive and
meaningful ways to the unit, and produce results over and above what would normally be expected. Evaluations on other performance criteria are
above average or better.
COMPETENT: Competent performers meet the average expectations for the position and perform in a satisfactory manner.
NEEDS IMPROVEMENT: Employees who need improvement are only barely meeting performance expectations -- in some, all, or one key area.
Improvement is needed if the employee is to remain in the position.
UNSATISFACTORY: Unsatisfactory performers are not meeting performance expectations. If immediate and sustained improvement is not
forthcoming, employment may be terminated.
SIGNATURES
At the beginning of the evaluation year
____________________________________________
Employee
Date
At the end of the evaluation year
Employee
____________________________________________
Supervisor
Date
________________________________________________________
Date
Note: Signing this form does not mean that you agree with the evaluation.
It means that your performance has been discussed with you. Your
comments may be added below or you may write an addendum for the file.
________________________________________________________
Supervisor
Date
________________________________________________________
Unit Administrator
Date
________________________________________________________
Administrative Officer (if required)
Date
EMPLOYEE COMMENTS
_______________________________________________________
Personnel Office
Date
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