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 selfâevaluation 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