PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN

Transcription

1 2 PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN Employee's Name: Position Title: Supervisor: Position Title: Appraisal Period: July 1, (through) June 30, The purpose of the Performance Appraisal and development Plan are to provide feedback, as objectively as possible, on how the employee listed above is performing in the job (review what has been accomplished since the last evaluation and acknowledge areas of strength), to develop plans for addressing areas where improvement is needed, and to set goals for the upcoming year. NOTHING CONTAINED IN THE PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN SHALL CREATE A CONTRACT BETWEEN WOFFORD COLLEGE AND THE EMPLOYEE. THIS INFORMATION AND APPRAISAL IS NOT INTENDED TO BIND WOFFORD COLLEGE OR ANY EMPLOYEE TO ANY SPECIFIC BENEFITS, PRIVILEGES OR ANY OTHER ISSUES RELATED TO EMPLOYMENT. ALL EMPLOYEES ARE EMPLOYEES AT WILL. ORAL OR WRITTEN STATEMENTS, OR PROMISES TO THE CONTRARY, ARE HEREBY EXPRESSLY DISAVOWED AND SHOULD NOT BE RELIED UPON BY EMPLOYEES. A GOOD, EXCELLENT OR EXCEPTIONAL APPRAISAL IS NOT INTENDED TO BE A PROMISE OF CONTINUED EMPLOYMENT AND NOTHING HEREIN ALTERS THE EMPLOYEE AT WILL STATUS OF EMPLOYEES. RATING GUIDE Use the following guide when completing your ratings for the Employee Performance Factors and Summary Rating of Employee Performance. Circle the number that based upon your observation and all pertinent information, best describes the performance of the employee in his/her present position. The comments portion of each appraisal factor is to be used to describe examples, facts, and accomplishments (or lack thereof) to support your rating. Your comments with specific supporting examples are required for ratings 1,2, or 6. You may use additional paper if necessary and identify comments by the number assigned to the appraisal factor.

2 3 N/A-NOT APPLICABLE 1. UNSATISFACTORY/INADEQUATE Rarely meets expectations for goals/objectives and job performance factors. Performance at this level is patently unacceptable and cannot continue. A specific plan, including interim evaluations, for bringing performance to an acceptable level should be clearly outlined in the Employee Development Plan. Employees rated at this level are expected to improve to level three (Meets Requirements of Position) in a relatively short period of time to be determined by the supervisor and included in the development plan. 2. NEEDS IMPROVEMENT Partially meets expectations for goals/objectives and job performance factors. Performance at this level is below expectations and is not considered acceptable. Although several aspects of performance may meet expectations, the work in general is below the expected level. A specific plan, including interim evaluations, for bringing performance to an acceptable level should be clearly outlined in the Employee Development Plan. Employees rated at this level are expected to improve to level three (Meet Requirements of Position) in a relatively short period of time of to be determined by the supervisor and included in the development plan. 3. MEETS REQUIREMENTS OF POSITION Consistently meets expectations for goals/objectives and job performance factors. Performance at this level is fully satisfactory. 4. OCCASIONALLY EXCEEDS REQUIREMENTS OF POSITION Occasionally exceeds expectations for goals/objectives and job performance factors. 5. FREQUENTLY EXCEEDS REQUIREMENTS OF POSITION Frequently exceeds expectations for goals/objectives and job performance factors. 6. CONSISTENTLY EXCEEDS REQUIREMENTS OF POSITION Consistently and significantly exceeds expectations for goals/objectives and job performance factors, setting the example for others. Performance at this level is clearly unique and rarely attained. To complete this form, please circle the number, which, based upon your observation and all pertinent information, best describes the performance of the employee in his/her present position. Do not indicate a score between whole numbers. The comments portion of each category is to be used to describe examples, facts, and accomplishments (or lack thereof) to support your rating. Remember that your comments are required for ratings 1,2, or 6. Use additional paper if necessary and identify comments by the number assigned to the appraisal factor. 1. JOB KNOWLEDGE N/A The information concerning duties, which a staff member should know for satisfactory job performance. Does the employee know and understand the various responsibilities of his/her job and related work assignments? Is there a clear understanding of how the job relates to other departments within the college? Does the employee demonstrate job knowledge through performance?

3 4 2. ADAPTABILITY N/A The ability to adapt to changing conditions, timetables, etc. and do new or different tasks, which may be required. Consider willingness and ability to perform other work and the application of current job knowledge to new and unfamiliar work. Does the employee grasp instructions and learn quickly? Consider employee flexibility regarding change and his/her reaction to pressure/stress. 3. QUALITY/QUANTITY OF WORK N/A The ability to accomplish duties correctly and accurately within established time frames while maintaining consistently good work quality. Consider accuracy, neatness, thoroughness, attention to detail, and other factors related to quality. Is the employee careful to avoid errors? Does he/she repeat mistakes or learn from them? Also, consider the degree of difficulty of the employee's work responsibilities and other factors such as changes in schedules and interaction with other offices. Consider output under normal conditions. Does the employee utilize time effectively? Is he/she able to work on several assignments at the same time? 4. WORKING RELATIONSHIPS/CONTACT N/A WITH VARIOUS INTERNAL ASSOCIATES The ability to be positive and work cooperatively with others. The demonstrated ability to communicate effectively with others, both in writing and orally. Consider the employee's expressed attitude toward his/her work, cooperation shown in dealing with others, the spirit in which assignments are accepted, and the willingness to work toward achievement of a common objective. Is the employee cooperative when overruled? Is he/she tolerant of other expressed opinions and suggestions? Does he/she project a positive, professional attitude? Does he/she demonstrate ability to work effectively with other departments and individuals? If the employee is a supervisor, does he/she maintain an awareness of and sensitivity to the needs, rights, experience and background of others? Is interaction with others clear? Are written and oral messages from this employee understood by those receiving them? Comments

4 5 5. WORKING RELATIONSHIPS/CONTACT N/A WITH VARIOUS EXTERNAL PUBLICS The ability to be positive and work cooperatively with others. The demonstrated ability to communicate effectively with others, both in writing and orally. Consider the employee's expressed attitude toward his/her work, cooperation shown in dealing with others, the spirit in which assignments are accepted, and the willingness to work toward achievements of a common objective. Does he/she project a positive, professional attitude? Does he/she demonstrate ability to work effectively with students, alumni, trustees, vendors, service providers, and other external groups and individuals? If the employee is a supervisor, does he/she maintain an awareness of and sensitivity to the needs, rights, experience and background of others? Is interaction with others clear? Are written and oral messages from this employee understood by those receiving them? Comments 6. INITIATIVE AND INNOVATION N/A The expressed desire to learn new things or attain established goals. Consider the degree to which an employee is a self-starter, goes ahead on jobs, takes advantage of professional job opportunities (within the limitations of the position) without having to be told and carries them through to completion. Consider the amount of supervision required and the employee's interest in taking on additional assignments and responsibilities. Is the employee creative in handling difficult assignments? Does he/she offer suggestions? 7. ATTENDANCE / PUNCTUALITY N/A / DEPENDABILITY The ability to be present on the job on time, accomplish required jobs properly and accurately with appropriate supervision. Does the employee recognize the need and importance of observing scheduled work hours? Consider whether the employee is aware of departmental workload and always gives sufficient notice of intent to be absent. Consider how well the employee can be depended upon to carry out instructions and complete assignments on schedule. Consider the employee's performance on difficult tasks. Does he/she know when to seek guidance and does he/she keep the supervisor advised on important developments?

5 6 8. PLANNING AND ORGANIZATION N/A Effectiveness in planning, organizing and performing work duties. Consider the employee's ability to develop objectives or goals, organize work, delegate responsibility when appropriate and follows through to achieve results. Does the employee adhere to college policies and to procedures to accomplish his/her work; does he/she maintain flexibility to address unforeseen tasks or situations? 9. LEADERSHIP N/A The ability to provide an example for others to follow. Consider the ability to lead and train others and get results through teamwork; the ability to inspire confidence; the ability to motivate others. 10. SAFETY PRACTICES N/A Observes safety rules and practices. Knows the hazards and doesn t take chances when personal safety is involved. Does he/she create and maintain work and living environment that promotes a good attitude toward safety with co-workers 11. JUDGMENT N/A The ability to make responsible decisions and take the action necessary to effectively implement those decisions. Consider the degree to which the employee obtains the proper number of facts commensurate with the problem before making a decision, how well he/she weighs the facts and options available, his/her ability to differentiate between major and minor factors, and the speed of the decision once all the facts are known. Does he/she exercise sound reasoning and good common sense? Does the employee accept responsibility for his/her decisions?

6 7 12. EMPLOYEE DEVELOPMENT N/A The demonstrated ability to counsel, coach, guide, train, and provide development opportunities to improve other staff members performance and the acceptance of increased responsibilities. Does the employee let other staff who report to him/her know what is expected of them in a clear and understandable way, how their performance will be monitored and measured, and then follow through on the appraisal of their performance on an ongoing basis? Does he/she encourage and inspire those who report to him/her to do their best? SUMMARY OF PERFORMANCE APPRAISAL What are the employee s strongest performance strengths? List specific accomplishments and progress since the last review (or date of employment, if new staff member). DEVELOPMENT PLAN What areas have been identified as needing improvement and what is the plan to improve them? Identify performance objectives for the employee for the next twelve months (to be completed by the supervisor and person being evaluated). The actual number of objectives is to be decided by the supervisor and the employee

7 8 OVERALL RATING OF EMPLOYEE PERFORMANCE The overall rating should be completed after the rest of the performance appraisal. It should be consistent with your ratings and comments on the other performance appraisal factor. (Circle one) 1. Deficient performance 2. Needs improvement 3. Meets requirements of position 4. Occasionally exceeds requirements of position 5. Frequently exceeds requirements of position 6. Consistently exceeds requirements of position Supervisor s Comments Employee Signature Supervisor Vice President NOTHING CONTAINED IN THE PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN SHALL CREATE A CONTRACT BETWEEN WOFFORD COLLEGE AND THE EMPLOYEE. THIS INFORMATION AND APPRAISAL IS NOT INTENDED TO BIND WOFFORD COLLEGE OR ANY EMPLOYEE TO ANY SPECIFIC BENEFITS, PRIVILEGES OR ANY OTHER ISSUES RELATED TO EMPLOYMENT. ALL EMPLOYEES ARE EMPLOYEES AT WILL. ORAL OR WRITTEN STATEMENTS, OR PROMISES TO THE CONTRARY, ARE HEREBY EXPRESSLY DISAVOWED AND SHOULD NOT BE RELIED UPON BY EMPLOYEES. A GOOD, EXCELLENT OR EXCEPTIONAL APPRAISAL IS NOT INTENDED TO BE A PROMISE OF CONTINUED EMPLOYMENT AND NOTHING HEREIN ALTERS THE EMPLOYEE AT WILL STATUS OF EMPLOYEES. THIS SECTION TO BE COMPLETED BY EMPLOYEE I have reviewed my performance appraisal and development plan and have had an opportunity to discuss it with my supervisor. Signature below does not necessarily indicate that I agree with all aspects of my performance appraisal. I understand that I may appeal my performance appraisal (in accordance with appeal process) to my next immediate supervisor and further based on the organizational chart of the College. This request must be in writing and submitted to the office of the Treasurer. Employee Comments Employee Signature