Stephen F. Austin State University Nacogdoches, Texas. Performance Management Plan and Review
|
|
|
- Clyde Tate
- 6 years ago
- Views:
Transcription
1 Stephen F. Austin State University Nacogdoches, Texas Performance Management Plan and Review Name:
2 Review Period Page of From: To: Employee: Social Security Number: Job Title: Supervisor: Department: I. Job Performance Expectations (Should take place in January /February) Weight: (I = Important; C = Critical) Setting job expectations should include the employee and supervisor working together to identify key job responsibilities. These should include ongoing job responsibilities and special projects. Make sure you include a specific action, measurable result, and a completion date. Expectations (To be completed by the supervisor at the beginning of the review period) I C Accomplishments (To be completed by the employee when accomplishments occur or at the end of the review period) Supervisor Signature:
3 Expectations (Con't) I C Accomplishments (Con't) Additional Accomplishments Supervisor Signature:
4 II. Performance Values (Should take place in January /February) Performance values play an important role in determining a person s success in a job. They emphasize how the daily activities of a job are accomplished. During the planning session, the supervisor and the employee should review relevant values, discuss the examples, and arrive at any additional examples which relate to the employee s job. Initiative: The ability to originate or follow through with a task. (Consider employee's need for direct supervision, whether the employee starts assignments without prompting, and the employee's willingness to take on additional assignments and responsibilities.) Communication: The ability to effectively relate and exchange information, messages, and ideas with others. (Consider the employee's ability to listen to other's ideas, ask questions when in doubt, and share ideas, opinions, and facts readily.). Teamwork: The ability to work effectively and cooperatively with others, volunteers time and knowledge to assist co-workers, and accepts constructive advice and direction both within and outside of the department. (Does the employee maintain an awareness of the needs, rights, experience and backgrounds of others? Is the employee open to feedback? Does the employee try to build effective working relationships?) Focus on the Clients (a group of people for whom you provide services): The ability to meet the client's needs in a timely and appropriate manner. (Consider how the employee listens to clients to identify their needs, responds to the client's questions and problems, delivers to clients what has been agreed, and acts in an ethical manner.) Problem Solving: The ability to develop options to overcome problems or obstacles. (Consider the employee's anticipation of needs, problems, and deadlines. Does the employee identify and evaluate relevant information, plan and organize their work, and apply knowledge and expertise in performing job duties?) Flexibility: The ability to be responsive and adaptable to change. (Consider how easily the employee adapts to changing priorities and whether they respond to unscheduled requests in a timely manner.) Judgment: The ability to make timely and effective consistent decisions with department goals, and take necessary actions to effectively implement those decisions. (Consider the employee's use of common sense to take appropriate risks, their considerations of all the alternatives, and whether they solicit input from others, if appropriate.) Safety/Security: The actions of following the University's safety and security procedures. (Consider whether the employee operates equipment safely, properly maintains and safeguards the University's equipment, and identifies unsafe practices.) Attendance/Timeliness: The ability to arrive at work on time and on a regular and consistent basis. (Consider whether the employee arrives at work by the starting time on a regular basis. Consider whether the employee schedules their time off with the supervisor in advance.)
5 Other Values (Accuracy, Meeting Deadlines etc.) (Please explain & give examples) Specific Strengths (Please example & give examples) Specific Areas for Improvements (Please example & give examples) Specific Results (Please example & give examples)
6 III. Employee Development (Should take place in January /February) Part A To be completed by supervisor at the beginning of review period 1. What development is needed by the employee to enhance current job skills? 2. Has the employee defined his/her career goals? If so, what are they? 3. What self-development steps is the employee taking to enhance current job skills or prepare for future advancement? Part B To be completed by supervisor at the end of the review period 4. What development was completed during this review period? 5. What development activities (in-house, external seminars, on-the-job, etc.) are planned for the next review period? Identify whether the development will enhance current job skills, build on strengths, or prepare the employee for future advancement. IV. Interim Progress Review (Should take place between May - July) Employee and supervisor should review Section I, II & III. At the completion of the interim progress review, the supervisor should note any changes to performance expectations, values, and employee development below. Date Interim Review Took Place: Supervisor Signature
7 V. Overall Performance Levels (Should be completed by supervisor at end of review period in December.) Circle only one performance level. Outstanding: Performance consistently exceeds expectations in all aspects of the job. This rating is reserved for those few individuals whose exceptional performance is obvious to all. Commendable: Performance is clearly and consistently above what is required in the job. Achievement is superior and consistently above expectations in most aspects of the job. Fully Acceptable: Performance meets all requirements and expectations of the job. The employee is doing everything that is called for in the job in a timely and effective manner. Most experienced employees should perform at this level. Needs Improvement: Performance is acceptable in some but not all aspects of the job. Performance does not consistently meet requirements and the need for further development is recognized. Unsatisfactory: A rating that may apply to inexperienced newcomers to the job or University. It applies to others whose performance falls far short of expectations. Employees performing at this level would be expected to improve or move out of the job in a reasonable length of time. VI. Comments and Signatures (All signatures should be obtained before forwarding to HR) Employee Comments: Supervisor Comments: Supervisor Signature: Reviewing Supervisor Comments: Reviewing Supervisor Signature:
Employee Performance Review
Employee Performance Review Employee Name: Employee Job Title: Department: Location of Hire: Last Reviewed: Supervisor s Signature Printed Name in Position: Employee Signature Review Period: to Printed
Employee Probationary Performance Review
Employee Probationary Performance Review Department: Supervisor: Period of Evaluation From: To: Part I Instructions The Employee Probationary Performance Review is designed for the employee to rate the
Performance Appraisal System
Performance Appraisal System 2017 University of New England Performance Appraisal System Purpose and Philosophy The purpose of the Performance Appraisal System at UNE is to ensure that managers and employees
Performance Management and Evaluation for Administrators and Technical Professionals
Performance Management and Evaluation for Administrators and Technical Professionals Employee Name Department Banner S#: Employee Job Title Evaluation Period From: To: Supervisor Name/S# Reason for Evaluation
WINTHROP UNIVERSITY EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM POLICY AND PROCEDURE
WINTHROP UNIVERSITY EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM POLICY AND PROCEDURE THIS DOCUMENT IS NOT A CONTRACT BETWEEN EMPLOYEES AND WINTHROP UNIVERSITY, EITHER EXPRESSED OR IMPLIED. THIS DOCUMENT DOES
Guide to Developing and Implementing a Successful Internship Program
Guide to Developing and Implementing a Successful Internship Program This guide will help organizations customize an internship program for high school students, undergraduate students or graduate students.
Performance Appraisal Review for Non-Exempt Employees. Instructions
Performance Appraisal Review for Non-Exempt Employees Employee Name Title Date of Review Department Date Started Current Position Current Supervisor Instructions Review employee s performance for the entire
LSUHSC-SCHOOL OF MEDICINE PERFORMANCE PLANNING AND REVIEW FORM
LSUHSC-SCHOOL OF MEDICINE PERFORMANCE PLANNING AND REVIEW FORM Employee Name: Employee ID #: Job Title: Does this employee supervise others? Yes No Anniversary Date: _ Rating Period: _ to PERFORMANCE PLANNING
Exempt Performance Reviews. Date: Approved June 23, 2008 Page: 1
Date: Approved June 23, 2008 Page: 1 Policy The performance review process is a formal communication which is an integral part of performance management and is tied to compensation. All exempt and management
PERFORMANCE APPRAISAL REVIEW
PERFORMANCE APPRAISAL REVIEW Objectives, Factors and Standards Format EMPLOYEE INFORMATION EMPLOYEE NAME JOB TITLE DEPARTMENT Employee ID # TYPE OF REVIEW Mid-probation End of Probation PERIOD COVERED
Central Kitchen Manager
Central Kitchen Manager Reports To: Director of Food Service Bargaining Unit: Food Service Managers Salary Schedule: Schedule A EEO Class: Level 9 FLSA Status: Hourly Revised Date: April 2011 POSITION
OUTSTANDING Rating 5
OUTSTANDING Rating 5 An employee at this level consistently meets expectations for a specific responsibility as defined under the Exceeding Expectations performance and significantly exceeds expectations
PERFORMANCE EVALUATION FORM INSTRUCTIONS
PERFORMANCE EVALUATION FORM INSTRUCTIONS 1) When you open the Evaluation in Adobe Reader, go to the menu and click File then Save As. Choose where you want to save the form. Save in following format: Type
EMPLOYEE PERFORMANCE REVIEW GUIDELINES
EMPLOYEE PERFORMANCE REVIEW GUIDELINES DEPARTMENT OF HUMAN RESOURCES SPRING 2009 Employee Performance Review Guidelines The performance review process helps individual employees and organizations throughout
Performance Evaluation Form: Goal Setting - Performance Management - Performance Feedback
Performance Evaluation Form: Goal Setting - Performance Management - Performance Feedback Performance Improvement Purpose: The performance improvement process at Loyola University Chicago features specific,
Dictionary of Functional Competencies for Career Banding
Dictionary of Functional Competencies for Career Banding NC Office of State Personnel Revised April 18, 2007 Advocacy: Skills and abilities in developing and presenting the client s, patient s, and/or
FY18 INTERIM PERFORMANCE FEEDBACK FORM FOR ADMINISTRATIVE STAFF (Grades 7-24) DISCUSSION AND REVIEW. Employee: Job Title:
FY18 INTERIM PERFORMANCE FEEDBACK FORM FOR ADMINISTRATIVE STAFF (Grades 7-24) DISCUSSION AND REVIEW Employee: Job Title: Department: Reviewer/Supervisor: Performance Feedback Period: July 2017 June 2018
Performance Evaluation. Review Period: / / to / / Section I INSTRUCTIONS
Performance Evaluation Employee Name: Title: Review Period: / / to / / Employee SSN: Department: Supervisor: Type Review: 90 Day Annual Performance Section I INSTRUCTIONS 1. Based on the rating system
Employee Performance Evaluation HR-500
Performance Factors While referring to pages 5-7, place an X in the box best describing performance for the entire period being evaluated. If a Performance Factor does not apply to the position, rate it
FY18 INTERIM PERFORMANCE FEEDBACK FORM FOR ADMINISTRATIVE STAFF (Grades 25-34) DISCUSSION AND REVIEW. Employee: Job Title:
FY18 INTERIM PERFORMANCE FEEDBACK FORM FOR ADMINISTRATIVE STAFF (Grades 25-34) DISCUSSION AND REVIEW Employee: Job Title: Department: Reviewer/Supervisor: Performance Feedback Period: July 2017 June 2018
View Point Health Basics of Supervision Module 5: Performance Management
View Point Health Basics of Supervision Module 5: Performance Management 1. Basics of Performance Management 2. The Initial Performance Plan 3. The Performance Management Cycle 4. The Position Description
TALENT REVIEW INSTRUCTIONS
OFFICE OF HUMAN RESOURCES TALENT REVIEW INSTRUCTIONS SUMMARY The Talent Review process is a means to gain a better understanding of what is expected of the employee and how the employee can improve his/her
ANNUAL APPRAISAL FORM
ANNUAL APPRAISAL FORM EMPLOYEE INFORMATION EMPLOYEE NAME POSITION TITLE PERFORMANCE PERIOD FROM TO DEPARTMENT TYPE OF APPRAISAL ANNUAL END OF PROBATION EMPLOYEES ON PROBATION ARE NOT ELIGIBLE FOR THE PAY
Managers and Supervisors Performance Appraisal
Employee Information Managers and Supervisors Performance Appraisal Employee Name: Job Title: Current Appt Date: Department: Supervisor Name: Employee ID: Employment Status: Original Hire Date: Division:
Job Description. Housing Coordinator Housing Choice Voucher Program (HCVP)
Job Description Housing Coordinator Housing Choice Voucher Program (HCVP) SUPERVISION RECEIVED: The HCVP Housing Coordinator shall work under the direct supervision of the HCV Director and the indirect
Completing the Dialogue for Direction Form Review for Non-Exempt Employees
Completing the Dialogue for Direction Form Review for Non-Exempt Employees The Dialogue for Direction form is a standard Microsoft Word document that can be completed on-line. Please review these helpful
Classified Employee Performance Rubric
Classified Employee Performance Rubric Revised: July 16, 2013 This rubric is to be used as a guide to determine performance levels. If comments are used from this rubric on the evaluation form then you
COMPETENCY PROFILE FOR THE PROFESSIONALS AND TECHNICAL SPECIALISTS GROUP
COMPETENCY PROFILE FOR THE PROFESSIONALS AND TECHNICAL SPECIALISTS GROUP Introduction What is a competency profile? Competencies are specific behavioural manifestations of knowledge, skills and qualities
Performance and Professional Growth Systems
Performance and Professional Growth Systems Non-Instructional Staff For use by Supervisors, Managers, Directors, Principals, and Superintendents Who Supervise Non-Instructional Employees (both salaried
NON - EXEMPT EMPLOYEE SELF APPRAISAL
EMPLOYEE NAME: DEPARTMENT: POSITION TITLE: SUPERVISOR: GOAL SETTING: Review Prior Year Goals APPRAISAL PERIOD: March 1, 2012 February 28, 2013 NON - EXEMPT EMPLOYEE SELF APPRAISAL Take time to re-visit
Wake Forest University Department of Counseling HELPING PROFESSIONAL-IN-TRAINING CHECKLIST SITE SUPERVISOR/SITE MENTOR EVALUATION
Wake Forest University Department of Counseling HELPING PROFESSIONAL-IN-TRAINING CHECKLIST SITE SUPERVISOR/SITE MENTOR EVALUATION Student's Name: Date: School (or) Clinical Mental Health (or) Human Services
Commendable Satisfactory Needs Improvement
PERFORMANCE EVALUATION & DEVELOPMENT GUIDE LEVEL 1 EMPLOYEES Name: Position: of Hire: Department: Evaluator: Evaluation : Evaluation Period: Listed below are nine areas of job performance to be rated for
ADMINISTRATIVE PERFORMANCE EVALUATION
ADMINISTRATIVE PERFORMANCE EVALUATION Employee s Name: Position Title: Hire Date: Date Assigned to this Position: Rate Period: to Name of Evaluator: How Long Have you been the Supervisor: OUTSTANDING Contribution
Administrative and Professional Staff (Unclassified) Performance Evaluation Model A
Administrative and Professional Staff (Unclassified) Performance Evaluation Model A (Previously Model II) Employee Name: Position: Date of Last Performance Evaluation: Date of Current Performance Evaluation:
Duke University PERFORMANCE PLANNING AND REVIEW MANAGEMENT FORM
Duke University PERFORMANCE PLANNING AND REVIEW MANAGEMENT FORM Staff member Duke Unique ID # Supervisor/Manager: Duke Unique ID # Planning Date Mid-Year Review Date Evaluation Date PERFORMANCE PLANNING
Informal observations may occur anytime, formal observations will be scheduled in advance.
CLASSIFIED EMPLOYEE PERFORMANCE EVALUATION HANDBOOK ===================================================================== I II III IV V Evaluation Overview Definitions and Key Terms Responsibilities Performance
EMPLOYEE ANNUAL PERFORMANCE EVALUATION
Employee Information Name Job Title Department January 1 - December 31, 2016 Evaluation Period Total Years In Current Position Supervisor Instructions This form must be completed on all full-time employees
CUNY Evaluation Memorandum - HEO Series
Supervisors Instructions Preferably once each semester, but at least once each year, employees in the HEO series are required to have an evaluation conference with the chairperson or supervisor to be designated
Employee Name: Employee Position Title, Department:
Definition of Performance Performance evaluation is defined as the periodic and regular evaluation of an employee s ability to carry out assigned duties and responsibilities. A valuable talent management
STAFF PERFORMANCE RATING GUIDE
Job Knowledge: Demonstrates sufficient knowledge, competency, and understanding to perform all aspects of the job efficiently, effectively, and safely. Subject matter expert in all job facets. Has skills
CAMPUS ADVANTAGE INC. Job Description. JOB TITLE: Corporate Intern
CAMPUS ADVANTAGE INC. Job Description JOB TITLE: Corporate Intern Reports To: Director of Employee Engagement & Training Prepared by: ADP TotalSource January 30, 2016 SUMMARY This position is primarily
ADA Accommodation Guide to the Interactive Process
ADA Accommodation Guide to the Interactive Process Employee name: Employee position: Process supervised by: Employee Location: Employee ID No.: Position: Participants: NOTES: A. Document every step in
Annual Self Performance Review
Annual Self Performance Review Employee Information Name: Review Date: Title: Department: Evaluation Period: Completed By: Principles and Practices Principles and Practices is a statement of the values
Technology Deployment and Operations Technician
LIT Job Description Job Family: Job Title: Department Name: Level: Deployment and Operations Technology Deployment and Operations Technician Learning and Information Technology (LIT) ITB Revised: May 20,
EvalS. Performance Evaluation Management System. Classified NON-IT Supervisor Guide to EvalS
EvalS Performance Evaluation Management System Classified NON-IT Supervisor Guide to EvalS Supervisor User Guide to EvalS Logging on to the EvalS System You will receive an email when you need to complete
PERFORMANCE MANAGEMENT SYSTEM (PMS)
GENERAL INSTRUCTIONS: Please read the instructions carefully before proceeding with your evaluation. For further clarifications, kindly get in touch with Human Resource Management Services (HRMS) personnel.
MANAGER PERFORMANCE MANAGEMENT AND DEVELOPMENT INSTRUMENT
MANAGER PERFORMANCE MANAGEMENT AND DEVELOPMENT INSTRUMENT Name: University ID #: (HR Use) Position Title/Department: Position #: (HR Use) Division: Period Covered From: GENERAL INSTRUCTIONS To: Reviewer/Title:
2016 Annual Performance Review Form. Type:
2016 Annual Performance Review Form Employee Name: Job Title: Employee ID: Supervisor Name: Last Appraisal Date: Department: Evaluation Type: Annual Other RATING SCALE: Outstanding Consistently delivered
Performance Management Faculty Briefing
Performance Management Faculty Briefing Revised February 2017 Mission Vision We provide HR leadership and expertise to create and support a high-performing, inclusive workplace which advances UCR s mission
Millard School District Classified Employee Evaluation and Improvement Report
Millard School District Classified Employee Evaluation and Improvement Report Millard School District has developed this performance evaluation process as a way to encourage workers and their supervisors
PERFORMANCE EVALUATION CLASSIFIED EMPLOYEES
Print Form PERFORMANCE EVALUATION M #: Position & Title: Department: ML: Date of Evaluation: Select Appropriate Box: Annual Midpoint Probationary Final Probationary Other (specify): Chapter 123: 1-29-01
Managing and Evaluating Employee Performance. January 2018
Managing and Evaluating Employee Performance January 2018 Timelines Non-Instructional Academic Staff and Limited Fiscal year Processes begin in July for prior year (July 1 June 30) Due by end of August
Supervisor Review Date Review Period
CORNELL UNIVERSITY STAFF PERFORMANCE DIALOGUE FORM STANDARD FORMAT Name Position/Title Supervisor Review Date Review Period Department College/Unit PERFORMANCE LEVELS Instructions: Select from the following
Caritas of Austin Values
Job Description Job Title: Department: Program: Reports To: FLSA Status: Supportive Housing ACT Clinical Case Manager Housing Services Supportive Housing-ACT Supportive Housing ACT Program Manager Nonexempt/Hourly
New Employee Evaluation Form
: Employee: Employee UTD-ID: Admin Area: Position: Interviewing Supervisor: Evaluation Period: to In accordance with the University Probationary Period policy (D2-120.4) this form is designed to assist
Elmhurst CUSD 205 Assistant Secretary - Elementary School
Elmhurst CUSD 205 Assistant Secretary - Elementary School Date Prepared: February 20, 2016 Prepared By: Jim Woell Supervisor: Building Principal FLSA Status: Non-Exempt Position Type: PSRP Current Classification:
PROFESSIONAL ETHICS IN VOLUNTEER ADMINISTRATION
PROFESSIONAL ETHICS IN VOLUNTEER ADMINISTRATION Developed by the Association for Volunteer Administration (2005) Council for Certification in Volunteer Administration P.O. Box 467 Midlothian, VA 23113
PEI ECONOMIC DEVELOPMENT AND TOURISM MINISTRY EMPLOYEE PERFORMANCE REVIEW & PROFESSIONAL DEVELOPMENT PLAN
PEI ECONOMIC DEVELOPMENT AND TOURISM MINISTRY EMPLOYEE PERFORMANCE REVIEW & PROFESSIONAL DEVELOPMENT PLAN PURPOSE: The Employee Performance Review & Professional Development Plan is a participatory process
Tennessee State University Employee Performance Evaluation
Employee Name (Last, First, MI): Job Title: Division: Department: Period of Evaluation: From: To: Probationary Annual Other INSTRUCTIONS TO EVALUATOR Tennessee State University Employee Performance Evaluation
California State University San Marcos. MPP Performance Planning and Review Program Handbook
California State University San Marcos MPP Performance Planning and Review Program Handbook Updated May, 2008 Table of Contents Section I Introduction...................................... Page 2 Section
Job Description: Operations Manager September 2017
Job Description: Operations Manager September 2017 Title: Operations Manager Reporting to: Executive Director Purpose As a senior member of the Management Team, the Operations Manager is responsible for
BUDGET ANALYST COMPETENCY PROFILE
Description of Work: The Budget Analyst provides leadership, oversight, and support in the execution of the budget to agency head and/or division management. Analysts examine budgets and expenditures for
ANNUAL PERFORMANCE REVIEW
Name: Division: : Title: Department: Fiscal Year: Performance Rating Scale 1 = Need for Development 2 = Competent 3 = Exemplary Performance does not meet many job requirements on a consistent basis. Critical
BLOOMSBURG UNIVERSITY Bloomsburg, Pennsylvania DEPARTMENT OF MANAGEMENT COLLEGE OF BUSINESS - INTERNSHIP GUIDELINES
1 STATEMENT OF OBJECTIVE The University's definition is: BLOOMSBURG UNIVERSITY Bloomsburg, Pennsylvania 17815 DEPARTMENT OF MANAGEMENT COLLEGE OF BUSINESS - INTERNSHIP GUIDELINES "An internship is an educational
Signet s FY 2016/2017 Performance Appraisal Guide. Dallas Field
Signet s FY 2016/2017 Performance Appraisal Guide Dallas Field 2/22/2017 Table of Contents Getting Started Overview 1 Important Dates & Information 1 Completing the Performance Appraisal 2 Tips for Comments
ADMINISTRATIVE STAFF PERFORMANCE APPRAISAL FORM FY
ADMINISTRATIVE STAFF PERFORMANCE APPRAISAL FORM FY 2016-2017 Employee Last Name Employee First Name Employee ID Department Position Title Supervisor Name Review Date Self-Evaluation Supervisor Evaluation
INFORMATION CIRCULAR OPCW-S/IC/105 SUBJECT: GUIDE TO OPCW CORE VALUES AND COMPETENCIES
19 October 2011 INFORMATION CIRCULAR OPCW-S/IC/105 SUBJECT: GUIDE TO OPCW CORE VALUES AND COMPETENCIES This guide should be read in conjunction with the Administrative Directive on Performance Management
Lesson 6: Evaluating Performance
Lesson 6: Evaluating Performance (2) Learning Objectives Upon completion of this lesson, you will be able to: Recognize important facets of the Evaluating Phase. Describe how employees inputs benefit the
A Firm s System of Quality Control
A Firm s System of Quality Control 2759 QC Section 10 A Firm s System of Quality Control (Supersedes SQCS No. 7.) Source: SQCS No. 8; SAS No. 122; SAS No. 128. Effective date: Applicable to a CPA firm's
Quick Reference: Staff Performance Management Preparing the Planning Stage
Note: This quick reference is for use with the NEW 2018 2019 Staff Performance Management Planning and Evaluation Form. General Information: The planning stage should occur 4-6 weeks after the previous
PRACTICUM HANDBOOK REC 493
PRACTICUM HANDBOOK REC 493 Recreation Administration Diddle Arena 2037 Western Kentucky University Bowling Green, KY 42101 Phone: (270) 745-3591 Fax: (270) 745-3592 Email: recreation@wku.edu Web Address:
General Staff Performance Review
General Staff Performance Review Approving authority Executive Group Approval date 16 March 2016 Advisor Next scheduled review 2021 Document URL TRIM document 2016/0000253 Description Related documents
EvalS. Performance Evaluation Management System. Professional Faculty Supervisor Guide to EvalS
EvalS Performance Evaluation Management System Professional Faculty Supervisor Guide to EvalS Professional Faculty Supervisor User s Guide to EvalS Logging on to the EvalS System You will receive an email
SHRA Performance Appraisal Policy Frequently Asked Questions
GENERAL POLICY QUESTIONS What are the most significant changes to the policy? Annual Cycle: The start date of the annual SHRA performance cycle has moved to April 1 through March 31. This will be the same
5 Days Monday to Friday with some evening and weekend cover
Job Description Job Title: - Location: - Salary: - Hours per week: Type of contract: dvice Service Manager Harrow 31,496 Full-time 5 Days Monday to Friday with some evening and weekend cover Permanent
Lesson 5: Monitoring Performance
Lesson 5: Monitoring Performance IT S NOT ABOUT THE 365 TH DAY IT S NOT ABOUT THE 365 TH DAY (2) Learning Objectives Upon completion of this lesson, you will be able to: 1. Identify key aspects of the
ELECTORAL COMMISSION. Staff Appraisal Form for Officers
ELECTORAL COMMISSION Staff Appraisal Form for Officers ANNUAL/HALF YEARLY PERFORMANCE REPORT FOR THE PERIOD FROM TO 1.0 PURPOSE The Electoral Commission strives to ensure that there are regular, free and
For More Information: Recruitment
Human Resources Assistant Temporary (8 months) / Full-Time Competition Number 201743 BC Oil & Gas Commission, Fort St John Excluded Grid 15, Schedule A - $48,207.88 - $54,655.95* * Posted salary includes
Town of Sunapee Supervisory Performance Evaluation. Employee Last First Middle. Probationary progress Conclusion of probation
Town of Sunapee Supervisory Performance Evaluation Date of Evaluation Evaluation Period: From to Employee Department Last First Middle Job Title Anniversary (hire) date Date of appt. to current position
Food Service Employee Evaluation
Food Service Employee Evaluation Employee Name: School Site: Job Title: Reporting Period: INSTRUCTIONS: Circle the rating that best describes the employee s performance using the standards listed within
Competencies Rating Guide
Competencies Rating Guide Rating Drive for Results Makes a significant contribution to business practice/policy/procedure resulting in improved best practices. Proactively works to exceed performance expectations,
Library Technician - University COMPETENCY PROFILE
Description of Work: Positions in this banded class are characterized by the performance of a variety of duties in the field of information science and knowledge management, typically provided in a library
Catering Assistant Headingley Hall Person Specification and Competencies
Competency Profile GROUP COMPETENCY CORE LEVEL OF COMPETENCY A B C D RESULT 1. Customer Focus CUSTOMER ORIENTATION 2. Taking Responsibility 3. Interpersonal Sensitivity 4. Teamwork ALL JOBS 5. Motivation
A Guide to Competencies and Behavior Based Interviewing
A Guide to Competencies and Behavior Based Interviewing 9.14.2015 HR Toolkit http://www.unitedwayofcolliercounty.org/maphr 2015 Competence is the ability of an individual to do a job properly. Job competencies
Systems Analyst Position Description
Position Description October 5, 2015 Analysis Position Description October 5, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
Performance Appraisal
Performance Appraisal Including Plans for the Next Review Period Period Rated: Summer 0 to Spring 0 Today s : If shorter rating period, show dates below: From: To: Employee Name: Title: Is employee a supervisor?
Targeted group of students (or is it open to all Purdue students?). Intramural Sports Student Employees
Co-curricular Program Based Learning Outcomes Nomination Form Criteria to include when nominating a co-curricular program with embedded learning outcomes: Program name and Department. Participant capacity
Performance Review and Development Guide
Performance Review and Development Guide Performance Review & Development Program Community Action Partnership of Madera County strongly believes in the ongoing development of our most valuable asset our
UNIVERSITY OF TEXAS AT AUSTIN EMPLOYEE ENGAGEMENT GUIDE
UNIVERSITY OF TEXAS AT AUSTIN EMPLOYEE ENGAGEMENT GUIDE WHAT IS THE SURVEY OF EMPLOYEE ENGAGEMENT? The Survey of Employee Engagement facilitated by the UT Austin Institute for Organizational Excellence,
OFFICE OF LEGAL AFFAIRS CLIENT SATISFACTION SURVEY SPRING 2003
OFFICE OF LEGAL AFFAIRS CLIENT SATISFACTION SURVEY SPRING 2003 Part One: Who are our clients? 1.01 Which of the following best describes the role in which you interact with the Office of Legal Affairs?
Hafan Cymru Job Description
Job title Grade / Salary Scale Location Contract hours Working Pattern Responsible to Responsible for (staff / finance / Service Users /Customers Job Purpose Competency and Level required Project Manager
Employee Performance Log
Employee Performance Log Employee Name Supervisor Name Date Situation (Positive, Negative or Neutral) Outcome/Result/Action Taken Performance Interview Planning Checklist Preparation Interview Planning
Implementation Guides
Implementation Guides Implementation Guides assist internal auditors in applying the Definition of Internal Auditing, the Code of Ethics, and the Standards and promoting good practices. Implementation
Job Description. Retail Channel Marketing Manager (SP) Head of Marketing - UK & Ireland. Channel Marketing Associate (Intern) Purpose of Job
Job Description Job Title: Reporting to: Direct Reports: Division: Retail Channel Marketing Manager (SP) Head of Marketing - UK & Ireland Channel Marketing Associate (Intern) Marketing Purpose of Job Develop
Performance Planning and Development Annual Review Form
Use the tab key to move the cursor to gray areas and tables will automatically expand as information is entered. To access this form electronically, go to: http://www.hr.wayne.edu/appraisals/. Employee
SECTION 1- JOB EXPECTATIONS
SECTION 1- JOB EXPECTATIONS Major Goals of the Unit/Work Group Please Make Copies and Distribute to Ratee, Reviewer and PAR Coordinator 1 SECTION 1- JOB EXPECTATIONS Major Goals of the Ratee I have reviewed
LOUISIANA COMMUNITY AND TECHNICAL COLLEGE SYSTEM PROFESSIONAL/ADMINISTRATIVE EVALUATION AND PLANNING FORM FOR UNCLASSIFIED EMPLOYEES
LCTCS Prodessional/Administrative Evaluation LOUISIANA COMMUNITY AND TECHNICAL COLLEGE SYSTEM PROFESSIONAL/ADMINISTRATIVE EVALUATION AND PLANNING FORM FOR UNCLASSIFIED EMPLOYEES Name Position Period Covered
Stanislaus County Workforce Planning
Stanislaus County Workforce Planning Fostering knowledge transfer Table of Contents INTRODUCTION...3 Why Workforce Planning?...3 Core Competencies...3 Technical Competencies...4 Voluntary Participation...4
Youth Services Case Worker Monthly Supervision Form
Youth Services Case Worker Monthly Supervision Form Name: Employee: Classification: Case Worker Work Unit: Supervisor's Name: I certify that I have reviewed the competencies/ policies/performance objectives
Performance Appraisals. Time to educate and communicate as well as evaluate. -Brayton Bowen
Chapter Performance Appraisals Time to educate and communicate as well as evaluate. -Brayton Bowen What is a Performance Appraisal? Formal feedback on how well an employee is performing his or her job.