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EMPLOYEE PERFORMANCE APPRAISAL FORM

By Rhonda Hudson,2014-06-18 09:18
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EMPLOYEE PERFORMANCE APPRAISAL FORM

    EMPLOYEE PERFORMANCE APPRAISAL FORM MPLOYEE ERFORMANCE PPRAISAL ORMEPAF

EMPLOYEE’S NAME: JOB TITLE:

    DEPARTMENT: SUPERVISOR:

    DATE OF HIRE: REVIEW DATE:

    DATE DUE TO PERSONNEL: Check One: ? Self-Review ? Supervisor’s Review ? Final Review

SECTION I: CORE VALUES AND OBJECTIVES

    The performance criteria in Section I apply to all City of Somerville non-represented employees.

    1.U Attendance:U

    Definition: Reports for work regularly with a minimum number of absences and ? EXCEEDS EXPECTATIONS tardiness. Gives notice when absence or tardiness is unavoidable. Receives

    authorization when time off is needed. Observes appropriate lunch and break ? MEETS EXPECTATIONS schedules. Submits justification for absences as required and/or requested. Standard: Be ready to work at the beginning of the workday or start time. ? IMPROVEMENT NEEDED Standard: Submit request for leave or vacation in writing at least 10 (ten)

    business days prior to time off being requested, for requests for time off longer ? UNACCEPTABLE than one day. Standard: Have no unexcused or unauthorized absences.

UCOMMENTS AND EXAMPLES:

2. Productivity and UUse of Time:U

    Definition: Manages own time and uses appropriate work methods, techniques, ? EXCEEDS EXPECTATIONS and equipment to achieve the most effective and efficient result in the time

    available. Is mutually respectful of time and schedule of others. Balances ? MEETS EXPECTATIONS multiple priorities and focused on desired outcome(s).

    Standard: Prioritize work assignments based on established guidelines. ? IMPROVEMENT NEEDED Standard: Complete all work assignments within designated deadline; notify

    appropriate staff in advance of inability to complete assignment within ? UNACCEPTABLE designated timeline.

    Standard: Use available technology to accomplish work expeditiously. Standard: Be considerate of meeting start times and other people’s time.

    Whenever possible, contact meeting organizer when you will be late or absent. Standard: When hosting meetings, have specific, identifiable outcomes. When

    coordinate meetings, inform participants of the beginning and ending time. Keep

    to schedule unless all participants agree to extend time. Develop and follow

    meeting agendas. Reserve meeting rooms in advance.

    UCOMMENTS AND EXAMPLES:

3. UTeamwork and Collaboration:U

    Definition: Makes and sustains effective and productive relationships with other ? EXCEEDS EXPECTATIONS members of the workplace and the public. Is respectful of differing viewpoints.

    Meets commitments to co-workers and employees in other departments. ? MEETS EXPECTATIONS Standard: Treat co-workers with respect and professionalism at all time. Allow

    for differing points of view. ? IMPROVEMENT NEEDED Standard: Contribute to the upkeep of shared department spaces. Standard: Meet commitments to coworkers and other employees at all time. ? UNACCEPTABLE Willingly contribute to time-sensitive group efforts as they arise. Standard: Know when to work collaboratively to ensure that workload for the

    work unit is completed and know when to work independently.

UCOMMENTS AND EXAMPLES:

    4. UCustomer Service and Communication:U Definition: Responds effectively and in a timely manner to the needs of a ? EXCEEDS EXPECTATIONS diverse set of internal and external customers such that customer service is

    accurate, courteous, and effective. Provides oral and written information and ? MEETS EXPECTATIONS services in a clear, concise, thorough, accurate, and timely fashion. Standard: Utilize telephone and email in accordance with Telecommunications ? IMPROVEMENT NEEDED Policy. Barring technical difficulties, do not allow your voicemail box or email

    inbox to become full. ? UNACCEPTABLE Standard: Provide rapid response to all community contacts. Generally, provide

    written response within seven (7) business days of correspondence and respond

    to messages within two (2) business days of receipt. When making referrals,

    ensure that community members are placed in direct contact with appropriate staff.

    Standard: If you are out of the office for more than one day, place an automatic

    “out-of-office” message on your voicemail and email that designates an alternate

    contact to which inquiries can be directed.

    Standard: Maintain a positive attitude when responding to constituent requests.

UCOMMENTS AND EXAMPLES:

    UAccountability:U 5. Quality and

    Definition: Follows through on assigned tasks to ensure high quality work ? EXCEEDS EXPECTATIONS products that match the City and Department objectives. Makes responsible use

    of City resources (time and money). Follows City policies. ? MEETS EXPECTATIONS Standard: Work products are completed on time with little or no errors and in

    accordance with relevant policies. Require minimal supervision. ? IMPROVEMENT NEEDED Standard: If applicable: Keep projects within proposed budget at all times. Be

    resourceful with expenditures of City funds (“do more with less”). ? UNACCEPTABLE Standard: Demonstrate an understanding and support for established goals of the City and Department. Align and prioritize work products toward these goals.

    Standard: Accept and understand constructive criticism. Take appropriate

    action to correct and improve performance.

UCOMMENTS AND EXAMPLES:

    6. Adaptability, Initiative and Problem-Solving Definition: Adapts to organizational changes (e.g., technology, resources, and ? EXCEEDS EXPECTATIONS personnel). Takes initiative in identifying any problems and takes appropriate steps to resolve them. ? MEETS EXPECTATIONS Standard: Create solutions to problems by identifying issues, working

    collaboratively to develop strategies and implementing innovative solutions. ? IMPROVEMENT NEEDED Standard: Advise supervisor first and appropriate staff in a timely fashion about impending problems or issues related to work responsibilities.? UNACCEPTABLE UCOMMENTS AND EXAMPLES:

7. UPerformance Management and LeadershipU (for supervisory/managerial/Dept. Head positions only)

Definition: Sets clear expectations and communicates regularly with employees ? EXCEEDS EXPECTATIONS on performance issues. Communicates City goals and policies with staff.

    Provides appropriate coaching and feedback. Completes performance ? MEETS EXPECTATIONS appraisals on time and consistent with the City’s policy. Follows through on staff

    improvement action plans to enhance overall employee performance. Utilizes ? IMPROVEMENT NEEDED data in management and decision-making.

    Standard: Complete all Performance Appraisals within established timelines. ? UNACCEPTABLE Include all relevant information to support ratings.

    Standard: Maintain performance documentation on all staff members ? NOT APPLICABLE (accomplishments, areas for improvement, etc.) throughout the year. Standard: Take appropriate steps to ensure that all staff under your supervision

    is performing at Meets Expectations or higher level through regular feedback,

    coaching, and training.

    Standard: Host regular staff meetings to ensure all staff are aware of goals,

    policies, and major initiatives. Encourage employee input in improving

    departmental operations.

    Standard: Understand and utilize current and relevant data from available

    resources (including, but not limited to SomerStat) to improve service delivery

    and to inform management of staff and initiatives.

    Standard: Plan, organize, and delegate appropriately to achieve goals within

    scheduled time and fiscal limits.

UCOMMENTS AND EXAMPLES:

    ECTION II: POSITION-SPECIFIC PERFORMANCE CRITERIA S

    Performance criteria are to be filled in based on any primary tasks outlined in the employee’s job description that have not been addressed in Section I.

1. Criterion #1: Job Knowledge

    Definition: Demonstrates competency in required job knowledge and skills of… ? EXCEEDS EXPECTATIONS [FILL IN].

     ? MEETS EXPECTATIONS Standard: [FILL IN]

     ? IMPROVEMENT NEEDED Standard: [FILL IN]

    ? UNACCEPTABLE UCOMMENTS AND EXAMPLES:

    SECTION III: REVIEW OF GOALS SET DURING PREVIOUS REVIEW PERIOD

    Status of Goal Explanation of Status

    Review Goal #1: ? Completed ? In Progress ? Tabled

    Review Goal #2: ? Completed ? In Progress

    ? Tabled

    Review Goal #3: ? Completed ? In Progress

    ? Tabled

    SECTION IV: OVERALL EVALUATION

    Overall Comments, Commendations, and Recommendations Overall Rating Comments: ? EXCEEDS EXPECTATIONS

     ? MEETS EXPECTATIONS

     ? IMPROVEMENT NEEDED

    ? UNACCEPTABLE

    ECTION V: SETTING NEW GOALS WITH AN ACTION PLAN S

    You may wish to use an additional sheet of paper if more space is needed.

    Goals Action Steps Time Required Resources How does this goal

    Needed support the

    Dept.’s/Mayor’s goals? Goal #1:

Goal #2:

Goal #3:

    SECTION VI: EMPLOYEE COMMENTS (OPTIONAL)

    The employee may choose to provide additional comments about his/her performance.

    SECTION VII: SIGNATURES

    The signature of the employee signifies the employee has had a review meeting with his/her supervisor and

    has read and received a copy of his/her appraisal. It does not necessarily signify agreement.

    EMPLOYEE SIGNATURE: DATE:

     ST1 REVIEWER SIGNATURE (I.e., Direct Supervisor): DATE:

     ND2 REVIEWER SIGNATURE: DATE:

    INSTRUCTIONS FOR COMPLETING THE PERFORMANCE APPRAISAL FORM

Overall Instructions: At this time, only employees who are not represented by a collective bargaining

    unit are subject to the Performance Appraisal Process. This form is to be completed by the supervisor

    upon meeting with his/her subordinate employee. The reviewing structure should follow the reporting

    structure of the Department’s Organizational Chart, unless otherwise discussed with the Personnel Dept. stIn other words, supervisors will be in charge of reviewing their direct subordinates (“1 Reviewer”), with all ndappraisals in that Dept. read and signed by the Dept. Head (2 Reviewer). Dept. Heads will be reviewed stby the Mayor or Mayor’s Executive Office Designee (“1 Reviewer”), with all Dept. Heads’ appraisals read ndand signed by the Mayor (“2 Reviewer”). These signatures are required in Section VII.

    Section I: The performance criteria in Section I apply to all City of Somerville non-bargaining-unit-

    represented employees, including Department Heads and other managers. Certain criteria, namely “#7

    Performance Management and Leadership” or which are otherwise noted, may only apply to Dept. Heads

    and other managers. For each criterion, the reviewing supervisor should provide a rating as well as

    evidence by way of Comments and Examples that support that rating. Comments and Examples are an

    important and required part of completing the form.

Section II: Section II performance criteria are to be filled in based on any primary tasks outlined in the

    employee’s job description that have not been addressed in Section I. Based on the job description, the

    supervisor, in conjunction with the employee must determine what the appropriate criteria, definitions, and

    standards are prior to completing the appraisal. As in Section I, a rating and supportive Comments and

    Examples need to be supplied for each criterion. Whereas Section I criteria apply to all City employees,

    Section II criteria are specific to the job description for the position being reviewed.

Section III: Section III provides an opportunity to review progress in meeting goals set during the

    previous review. For each goal, note the status of the goal as either “Completed,” “In Progress,” or

    “Tabled.” In addition, provide an explanation for the progress status for each goal. If significant progress

    is still needed toward a particular goal, it is recommended that this goal be included in Section V.

Section IV: Based on the performance ratings and evidence provided in Sections I and II, and with

    consideration of progress made toward goals as described in Section III, an overall performance

    evaluation will be provided in Section IV to summarize the employee’s performance. A rating and

    supportive comments are required.

Section V: Section V is to be used to set new goals for the upcoming review period. For each goal, the

    following information needs to be provided: Action Steps (what the employee needs to do to reach the

    goal); Time Required (approximately how long it should take to reach the goal); Resources Needed (e.g.,

    training or other resources recommended); and Link to Dept/Mayor’s Goals (how the employee’s goals

    supports the Dept. or Mayor’s goals). These goals will be formally reviewed at the next review period (in

    Section III). This goal-setting section should be referenced regularly throughout the year and treated as a

    fluid, “living document.”

Section VI: The Employee may provide any additional performance-related comments that s/he wishes to

    become part of her/his permanent record. This section is optional.

Section VII: Appropriate signatures are required in this section.

    RATINGS KEY

    Exceeds Expectations The performance of an employee at this level consistently exceeds all of the job standards and performance expectations. The employee is performing at a level well beyond what is normally expected of the majority

    of employees with similar duties.

Meets Expectations

    An employee at this level consistently meets the established job standards and performance expectations.

    The results consistently achieved are those the City would expect of employees in this position level.

Improvement Needed

    Performance does not consistently meet the essential job standards and performance expectations of the

    position, or is marginally acceptable. Development, coaching, or training is needed to reach full

    effectiveness.

Unacceptable

    Performance demonstrates an inability or unwillingness to meet job standards and performance expectations of the position. Immediate and sustained improvement is required.

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