PERFORMANCE MANAGEMENT PROCESS PMP FORM
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1 PERFORMANCE MANAGEMENT PROCESS PMP FORM EMPLOYEE NAME ID # PERIOD COVERED DATE OF REVIEW JOB TITLE DIV./DEPT. SECTION/UNIT SUPERVISOR INSTRUCTIONS FOR COMPLET PMP FORM: Beginning of Review Period 1. Complete identification information above. 2. Identify major performance areas applicable for employee (Section 1). Sign and date form after discussing factors/objectives. 3. Identify the performance factors which are key to the position (Sections 2 and 3) by indicating the importance weighting (, ium, ). These will be the factors on which the employee will be evaluated. (Note: A weighting does not mean the factor is unimportant, only that it is less important than other factors.) 4. (Optional) Write operational objectives and standards (Section 4) and indicate importance weighting. 5. Employee and supervisor retain copy of PMP form. During Review Period 1. Update performance factors and operational objectives as necessary, and use form as basis for discussing performance and providing feedback and coaching. End of Review Period 1. Evaluate performance on key performance factors and operational objectives (if applicable), and document performance under Comments or Results. Consider performance during entire period. 2. Evaluate overall performance (Section 5) and note any overall comments on performance. 3. Discuss evaluation with next level supervisor or department designee. 4. Conduct performance review discussion and complete development plans (Section 6). 5. (Optional) Employee may add his/her comments (Section 7). 6. Sign and date form (Section 8). 7. Forward original signed form to Office of Human Resources Management. : OUTSTAND: STAND: STAND: STAND: UNSATISFAC: Performance consistently above standards and far exceeds normal expectations; exceptional achievement and contribution to institution. Performance above standards in many important aspects and exceeds normal expectations. Performance meets standards in all important aspects. Performance below standards in some important aspects, but meets standards in other aspects; improvement needed. Performance below standards in critical aspects; improvement required.
2 SECTION 1: MAJOR PERFORMANCE AREAS Check major performance areas applicable for employee: Individual Performance Factors (Section 2) Manager/Supervisor Performance Factors (Section 3 -- used only if employee is responsible for supervising others) Operational Objectives (Section 4 -- optional) Signatures below indicate performance factors and objectives have been identified and discussed with employee: Employee: Supervisor: Date: Date: SECTION 2: INDIVIDUAL PERFORMANCE FACTORS BASIC WORK FACTORS QUALITY OF WORK: Completing work thoroughly, accurately, neatly and according to specifications; producing output with minimal errors QUANTITY OF WORK: Consistently producing a high volume of acceptable work; producing services or output quickly and efficiently TIMELINESS: Completing tasks and assignments by scheduled time; allocating time to various tasks and assignments in accordance with priorities; informing supervisor when schedule problems occur USE OF RESOURCES: Making good use of resources, and not wasting time or material; looking for ways to reduce costs; staying within budgets allocated ATTENDANCE AND PUNCTUALITY: Coming to work regularly without excessive absences; maintaining assigned work schedules COMMUNICATIONS ORAL COMMUNICATIONS: Speaking clearly, concisely, and using words easily understood; exchanging ideas with others; making oral presentations at meetings; listening to understand meaning of oral material WRITTEN COMMUNICATIONS: Writing reports, memos, letters, etc. using appropriate style, format, spelling, and grammar; writing in a clear, concise manner
3 INTERACT WITH OTHERS COOPERATION AND TEAMWORK: Putting the group s success ahead of personal goals; sharing information and resources with others; giving timely response to requests made by others; promoting teamwork. INTERPERSONAL RELATIONSHIPS: Showing sensitivity to and concern for the interests and needs of others; working to reduce conflict and establishing smooth work relationships; negotiating with others. CUSTOMER SERVICE: Understanding the needs of internal and external customers; making special effort to be responsive in meeting their needs and in building customer satisfaction. PUBLIC RELATIONS: Representing the University in a positive way to members of the University community and external groups. CONCEPTUAL SKILLS PLANN: Developing strategies and w ork plans for accomplishing goals; organizing tasks in a logical sequence and identifying resources required. PROBLEM SOLV: Identifying problems and analyzing causes; taking or recommending actions after evaluating alternative solutions; following up to ensure problems are actually corrected. CREATIVITY: Discovering and implementing new and improved ways of doing things; breaking out of the status quo to find better ways to accomplish goals. JOB SKILLS JOB KNOWLEDGE: Understanding job procedures, policies and responsibilities; keeping up-to-date technically; acting as a resource person on whom others rely for assistance. HANDL CHALLENGES: Maintaining high performance under conditions of pressure or uncertainty; dealing with varying workload requirements; remaining composed when decisions have to be made quickly. INITIATIVE: Anticipating problems and voluntarily taking appropriate actions; assuming responsibility for work without being told; seeking out or willingly accepting tough assignments. ADMINISTRATION: Keeping accurate records and documenting actions; processing paperwork; organizing information for follow -up and retrieval later. OTHER FACTORS (OPTIONAL)
4 SECTION 3: MANAGER/SUPERVISOR PERFORMANCE FACTORS EMPLOYEE NAME ID # Note: Complete this Section only if employee is responsible for supervising others. PLANN AND ORGANIZ SETT OBJECTIVES: Establishing appropriate objectives and priorities for the unit based on strategic goals of the University; communicating objectives and priorities to others; updating objectives as needed. BUDGET: Developing budgets for the unit based on strategic goals to be accomplished; monitoring status during the year; recommending changes to budget when appropriate. ORGANIZATION AND WORK ALLOCATION: Organizing the work flow and relationships among people and functions in the unit; delegating work to make efficient use of resources and to develop peoples capabilities. COORDINATON/INTEGRATION: Interacting with others to achieve common goals; facilitating the flow of information among individuals and groups; seeking support from other functions when appropriate. MONITOR GROUP RESULTS: Tracking performance to ensure the unit is meeting its objectives; initiating timely action when required by internal or external change. MANAG/SUPERVIS EMPLOYEES STAFF: Planning and staffing the unit with the appropriate number and skills mix of employees; selecting highly qualified persons for the unit; using staff creatively to solve staffing shortages. DEFIN EXPECTATIONS: Reaching agreement with employees on their objectives, priorities and measures; ensuring objectives and work plans are updated when required. FEEDBACK AND COACH: Providing employees with frequent performance feedback and coaching; providing recognition for areas of high or improved performance; working with people to correct performance problems. PERFORMANCE REVIEWS: Evaluating performance and conducting performance review discussions when appropriate. HUMAN RESOURCES DEVELOPMENT: Supporting employees in increasing their capabilities to contribute more on their present jobs and to prepare them for future jobs; identifying training needs and suggesting training programs. LEADERSHIP AND MOTIVATION: Creating a productive, creative environment where people strive for quality of service; fostering a commitment for achieveing University goals; setting an example for others to follow. COMMUNICATION LINK: Acting as a communications link between employees and higher management; keeping people in unit informed about things important to them. OTHER FACTORS (OPTIONAL)
5 SECTION 4: OPERATIONAL OBJECTIVES (OPTIONAL) EMPLOYEE NAME ID # OBJECTIVES/STAND RESULTS
6 SECTION 5: SUMMARY OF OVERALL PERFORMANCE OVERALL PERFORMANCE RAT STAND Note: Structured process, using PMP rating worksheet, will be used to determine overall rating. Overall Comments: SECTION 6: EMPLOYEE PERFORMANCE DEVELOPMENT PLANS SPECIFIC PLANS FOR DEVELOPMENT TIM SECTION 7: EMPLOYEE Employee Comments (optional) SECTION 8: SIGNATURES Supervisor: (Signature) (Title) Date Next Level Supervisor or Dept Designee: (Signature) (Title) Date Employee: (Signature) (Title) Date
7 PMP RATS WORKSHEET Employee: Individual Performance Factors Mgr./Sup. Performance Factors Factor Wgt Rating Wgt x Rating Factor Wgt Rating Wgt x Rating Quality of Work Setting objectives Quantity of Work Budgeting Timeliness Org. & wk. allocation Use of resources Coordi./Integ. Attend. & punct. Monitor. grp. results Oral comm. Staffing Written comm. Def. expectations Coop. & teamwk. Feedback & coach. Inter. relat. Perf. reviews Customer service Hum. res. devel. Public relations Leader. & motiva. Planning Comm. link Problem solving Other Creativity Other Job knowledge Sub-Total Handling challenges Initiative Administration Other Overall Score Other Wgt Wgt x Rating Sub-Total Ind. Perf Fact. Mgr/Sup Fact. Op. Objectives Operational Objectives Total (A) (B) Overall score = (B) / (A) = Objective Wgt Rating Wgt x Rating Sub-Total Overall Performance Rating Above Standards Meets Standards Below Standards Outstanding Unsatisfactory
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