Stanford University
GOALS
COMPETENCIES
DEVELOPMENT
Office of Development
Performance Evaluation Form
EMPLOYEE NAME
DATE STARTED IN THIS POSITION
DEPARTMENT
MANAGER
REVIEW PERIOD
EVALUATION
RATINGS
SCALE
Type Employee Name Here
Type Date Here
Type Department Name Here
Type Manager Name Here
Month Day Year – Month Day Year
EXCEPTIONAL • Performance consistently exceeds most or all objectives and expectations.
Notable, visible and excellent contributions are widely recognized in the organization. Produces
high impact results and demonstrates desirable behaviors.
EFFECTIVE • Performance consistently meets and/or sometimes exceeds all objectives and
expectations. Produces or exceeds expected results while demonstrating expected behaviors.
Solid contributions are recognized in the organization.
SOMEWHAT EFFECTIVE • Performance meets many but is inconsistent in meeting all
performance objectives and behavioral expectations. Improvement and/or growth is needed.
DOES NOT MEET PERFORMANCE STANDARDS • May have met some performance objectives
but overall failed to meet performance and behavioral expectations. Immediate action is
required to improve performance and/or behavior.
TOO NEW TO RATE • Employee has not been in this position long enough to rate.
©Copyright Stanford University 2011
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GOALS
COMPETENCIES
DEVELOPMENT
ORGANIZATIONAL GOALS, MISSION, OR GUIDING PRINCIPLES
The Office of Development staff members, working in concert with academic leadership and volunteers, strive to enhance, over the long-term,
useful gift support to Stanford. In the process, development staff establish and nurture relationships with students, alumni, parents, friends,
corporations, foundations and associations. The objective is to create life-long relationships that enable the university to convey its aspirations
and needs to constituents who can help Stanford achieve its goals.
 Manager writes department goals here.
EMPLOYEE S.M.A.R.T. GOALS (maximum of 6)
GOAL 1
SUGGESTED ACTION
MID-YEAR CHECK-IN
YEAR-END ACCOMPLISHMENTS
Write goal one here
 Write suggested action here
 Employee updates at mid-
 Employee updates at year-
year
end
MANAGER COMMENTS
YEAR-END RESULTS RATING
Manager comments here at mid-year and year-end
SELECT ONE
GOAL 2
SUGGESTED ACTION
MID-YEAR CHECK-IN
YEAR-END ACCOMPLISHMENTS



MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
GOAL 3
SUGGESTED ACTION
MID-YEAR CHECK-IN
YEAR-END ACCOMPLISHMENTS



MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
GOAL 4
SUGGESTED ACTION
MID-YEAR CHECK-IN
YEAR-END ACCOMPLISHMENTS



MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
GOAL 5
SUGGESTED ACTION
MID-YEAR CHECK-IN
YEAR-END ACCOMPLISHMENTS



MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
GOAL 6
SUGGESTED ACTION
MID-YEAR CHECK-IN
YEAR-END ACCOMPLISHMENTS



MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
OVERALL GOALS RATING (YEAR-END ONLY):
©Copyright Stanford University 2011
SELECT ONE
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GOALS
COMPETENCIES
DEVELOPMENT
EMPLOYEE COMPETENCIES (maximum of 8)
COMPETENCY 1
MID-YEAR CHECK-IN / BEHAVIORAL EXAMPLES
YEAR-END REVIEW / BEHAVIORAL EXAMPLES
Collaborates Effectively
 Employee updates at mid-year
 Employee updates at year-end
MANAGER COMMENTS
YEAR-END RESULTS RATING
Manager comments here at mid-year and year-end
SELECT ONE
COMPETENCY 2
MID-YEAR CHECK-IN / BEHAVIORAL EXAMPLES
YEAR-END REVIEW / BEHAVIORAL EXAMPLES
Models Stanford Values and Ethics


MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
COMPETENCY 3
MID-YEAR CHECK-IN / BEHAVIORAL EXAMPLES
YEAR-END REVIEW / BEHAVIORAL EXAMPLES
Drives Quality and Excellence


MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
COMPETENCY 4
MID-YEAR CHECK-IN / BEHAVIORAL EXAMPLES
YEAR-END REVIEW / BEHAVIORAL EXAMPLES
Acts in the Best Interest of the
University/Stewards University Resources


MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
COMPETENCY 5
MID-YEAR CHECK-IN / BEHAVIORAL EXAMPLES
YEAR-END REVIEW / BEHAVIORAL EXAMPLES
Focuses on the Customer and Client


MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
COMPETENCY 6
MID-YEAR CHECK-IN / BEHAVIORAL EXAMPLES
YEAR-END REVIEW / BEHAVIORAL EXAMPLES
SELECT ONE


MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
COMPETENCY 7
MID-YEAR CHECK-IN / BEHAVIORAL EXAMPLES
YEAR-END REVIEW / BEHAVIORAL EXAMPLES
SELECT ONE


MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
COMPETENCY 8
MID-YEAR CHECK-IN / BEHAVIORAL EXAMPLES
YEAR-END REVIEW / BEHAVIORAL EXAMPLES
SELECT ONE


MANAGER COMMENTS
YEAR-END RESULTS RATING
SELECT ONE
OVERALL COMPETENCIES RATING (YEAR-END ONLY):
©Copyright Stanford University 2011
SELECT ONE
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GOALS
COMPETENCIES/
SKILLS/
BEHAVIORS
COMPETENCIES
ACTION TYPE
DEVELOPMENT
WHAT SUPPORT AND/OR RESOURCES
DOES EMPLOYEE NEED
TO BE SUCCESSFUL?
ACTION PLAN
SELECT ONE
SELECT ONE

SELECT ONE
SELECT ONE


SELECT ONE
SELECT ONE


Text here
Text here


Text here

Text here
EMPLOYEE GROWTH ASPIRATIONS
WHAT ARE YOUR GREATEST STRENGTHS?
 Employee writes here
WHAT ARE YOUR SHORT-TERM AND LONG-TERM GROWTH ASPIRATIONS?
 Employee writes here
WHAT SUPPORT WOULD YOU LIKE FROM YOUR MANAGER TO HELP YOU ACHIEVE YOUR GROWTH ASPIRATIONS?
 Employee writes here
MANAGER COMMENTS ON THE EMPLOYEE’S GROWTH ASPIRATIONS
Manager comments here
DEVELOPMENT PLAN ACCOMPLISHMENTS MID-YEAR:

Employee writes here

Manager writes here
DEVELOPMENT PLAN ACCOMPLISHMENTS YEAR-END

Employee writes here

Manager writes here
©Copyright Stanford University 2011
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ADDITIONAL COMMENTS, FINAL RATINGS, AND SIGNATURES
EMPLOYEE COMMENTS (ADDITIONAL COMMENTS NOT CAPTURED IN PREVIOUS SECTIONS)
Employee writes here
MANAGER COMMENTS (ADDITIONAL COMMENTS NOT CAPTURED IN PREVIOUS SECTIONS)
Manager writes here
OVERALL YEAR-END RATING
SELECT ONE
SIGNATURES
GOALS AND DEVELOPMENT
Employee*
//Signature//
date
Manager
//Signature//
date
MID-YEAR CHECK-IN
Employee*
//Signature//
date
Manager
//Signature//
date
YEAR-END REVIEW
Employee*
//Signature//
date
Manager
//Signature//
date
Second-level
Manager
//Signature//
date
* I have reviewed this document, discussed the contents with my Manager and acknowledge this with my signature. My signature does not
indicate that I agree with my Manager’s assessment of my performance.
©Copyright Stanford University 2011
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