Employee Appraisal Form Guide
PART
DIRECTIONS FOR SUPERVISOR
DIRECTIONS FOR EMPLOYEE
Results should address your performance of the main job duties on
your position description. Address any goals or actions with your
supervisor, specifically for the next year. Use as much space as
needed.
I
Duties should come directly off the main areas of responsibility from the
position description. Supervisor may initiate the process by sending the
performance appraisal to the employee asking for their self‐evaluation on
parts I and II. The duties may be filled in for the employee and should
remain consistent while they are in their current position unless there is a
change to their position description.
II
Employee and supervisor will separately evaluate the Employee Quality
standards and offer helpful comments and feedback. Supervisor should
choose their rankings based on the frequency demonstrated by the
employee’s behavior. Supervisor should discuss the reasons for the
scores chosen and provide examples of both desired behaviors and
places for improvement. Examples of ideal outputs are helpful.
III
Supervisor should choose an overall performance rating for the employee
that should line up with the rankings in Parts I and II and discuss this with
the employee.
Supervisor will share with you their overall rating for your
performance. Ask for clarification or specific examples if
necessary.
Supervisor should provide a summary about the employee’s overall
performance. This should line up with the rankings given in section III
and discuss with the employee.
Supervisor will share with you their summary in regards to your
performance. Ask for clarification or specific examples if
necessary.
Supervisor and employee should have a conversation and set goals for
professional development and growth. These should be goals for the
upcoming year and should address the campus strategic goals as well.
List some professional goals you have for the upcoming year. Feel
free to address any professional development that would be helpful,
or of interest to you in your current position.
Check for understanding and ask for questions, concerns etc. Make sure
you are "on the same page!"
Make sure you understand your supervisor's expectations; if
unsure, ask for clarification!
Check for employee signature and any additional comments and follow up
as needed. Submit to the Human Resources Office.
After your performance evaluation conference with your
supervisor, please sign and make any additional comments.
Submit back to supervisor by the designated deadline.
IV
V
VI
1
Feel free to make any helpful comments, or address any
strengths or areas for improvement.
Employee Appraisal Form Guide
Definitions for Performance Appraisal
Section II
Always:
This desired behavior is exhibited virtually at all times, and is considered exceptional
Consistently:
This desired behavior is seen on a regular basis, but not always and exceeds expectations on a regular basis.
Occasionally:
This desired behavior is seen once in a while, but not consistently or often enough and does not meet expectations
Never:
This desired behavior is not seen, except as an exception and does not meet expectations and is cause for concern.
Section III
Exceptional:
Consistently exceeds performance objectives. Makes significant contributions well beyond normal job responsibilities.
Minimal preventable/controllable errors. Individual requires little direction or supervision.
Exceeds Objectives:
Employee exceeds performance objectives on a regular basis. Employee is making a valuable contribution to the company.
Errors are infrequent and are typically detected and corrected by the employee.
Expected Performance:
Employee consistently meets performance objectives.
Employee is fully competent and is satisfactorily performing the job.
Marginal/Needs Improvement:
Employee does not adequately accomplish objectives nor fulfill all responsibilities; must improve performance within a
designated time period. A performance improvement plan should be in place.
Unsatisfactory:
Unacceptable performance; below expectations. Employee does not accomplish most or all position objectives. A
performance Improvement Plan (PIP) is required.
2