Management Performance Appraisal FY16. Demographics. General Instructions. Rating Scale. Department:
|
|
|
- Dina Malone
- 5 years ago
- Views:
Transcription
1 Management Performance Appraisal FY16 Demographics Name: Job Title: Employee ID: Supervisor: Department: General Instructions The annual Performance Appraisal is intended to summarize employee performance over the past year and provide an opportunity to plan for next year. Use the rating scale definitions below to help accurately document performance. Use the comment boxes to provide specific examples that support the rating. A comment must be provided if a rating of or is given. Rating Scale Is a role model in the job. Exhibits mastery in all facets of the job. Puts the customer at the center of every activity. Steps outside of existing responsibilities to add value to the University. Identifies break through concepts. Is sought out by colleagues for advice on issues. Models the values of the University on a daily basis. Is in sync with the strategic direction of the University. Is universally regarded by others as a knowledgeable resource and true asset. Acts as a mentor, guide and teacher. Seeks new and improved ways to perform the job. Openly shares information and resources. Actively promotes cooperation, understanding and teambuilding. Performance consistently exceeds expectations in specified criteria. Sets and meets challenging professional goals and shows initiative in meeting them. Assumes extra responsibilities and participates in projects often. Proactive in planning, problem solving and initiating solutions within work group. An exceptional contributor to the success of the work group and organization. Performance consistently meets expectations in specified criteria. Requires minimal supervision and complies with work rules and regulatory requirements. Performance consistently meets the demands placed upon the position. Reliably completes routine assignments in an accurate and timely fashion. Assumes additional responsibilities when requested or assists in extra project work. Meets the University s high performance standards. Contributes positively to the success of the work group and organization. Performance meets some but not all expectations in specified criteria. Performance requires occasional supervisory intervention. Does not consistently complete job assignments in some areas in an accurate and timely fashion. Performance or behavior causes occasional problems for students, customers, department/unit and/or co-workers. Overall performance does not meet expectations in specified criteria. Often requires supervision, redirection and/or re-instruction. Does not consistently complete job assignments in an accurate and timely fashion. Performance or behavior causes problems for students, customers, department/unit and/or co-workers. MGMT, Feb. 2016
2 Success Factors Provide ratings for each of the seven Success Factors below. One additional, optional fill in the blank section also exists. It can be used to capture another competency, job duty, or as a summary of overall goal completion to name just a few options. Accountability Owns decisions, outcomes, work products, etc. that are within the scope of one s role. Ensures employees are aware of own responsibilities and those of others, while integrating all responsibilities to accomplish goals and objectives Measures and tracks performance of individual and/or team(s) against goals and objectives, ensuring each employee contributes to overall outcomes Conducts status updates with employees to manage work, including changes, delays and/or risks; ensures realistic and achievable results; coaches individuals on how to manage expectations Collaboration Works inclusively to build trust and accomplish tasks, goals, and initiatives. Offers information and support to team members, peers, and leaders and participates in cross-functional/departmental teams Communicates effectively within and across teams to streamline efficiency, ensure collaboration, and achieve team goals Collaborates with all team members, peers, and leaders to integrate various viewpoints; encourages and acknowledges others contributions Communication Provides information clearly and accurately in various settings, ensuring understanding and participation. Determines and delivers the appropriate messages effectively to any level ensuring clarity and understanding Understands various audiences and their nuances, adjusting style and content to appeal to their needs; coaches others on how to adjust tone and style when communicating Listens actively to determine unstated needs and concerns, verify messages, and clarify expectations; coaches and offers constructive feedback when appropriate
3 Customer Focus Understands, anticipates, and appropriately responds to internal and/or external customers needs. Anticipates customer needs and takes appropriate action and/or asks questions to uncover needs, developing a positive rapport with others; promotes an environment to maintain positive customer relationships Incorporates data and information from quality reviews to improve and/or enhance services and work products; ensures accuracy and completeness of other s work outputs Requests feedback to ensure service levels are being met/exceeded by team(s); responds appropriately based on feedback and best practices in customer service and/or university expectations Diversity & Inclusion Values differences by ensuring that all people are included, respected and can engage in their work to the best of their abilities. Encourages participation in and provides professional development opportunities for employees as it relates to diversity and inclusion; serves as an example to others by demonstrating appropriate diversity and inclusion behaviors behaviors Communicates the positive effects of diversity and inclusion among team(s); ensures that direct reports and peers are treated fairly in department processes and practices and understands their responsibility in creating a diverse and inclusive environment Seeks input from key leaders and/or stakeholders and takes appropriate action to ensure that department practices are inclusive Judgment Makes appropriate decisions and evaluates risk and uncertainty to create optimal outcomes. Evaluates the pros and cons of alternative solutions before making a decision by assessing all available information; leads team in doing the same Provides clear directions and expectations for others to follow when making decisions, ensuring alignment with university standards and improving where needed Weighs possible outcomes when making decisions; considers the broader impact and risks, especially when information is limited and/or decisions are difficult
4 Time Management Actively manages time to most effectively accomplish work, projects, objectives, and goals. Considers individuals work capacity when scheduling work, allocating the appropriate amount of time to each task; keeps others informed of overall progress Defines objectives and resources required to efficiently complete projects; manages the team to complete work within established timeframes Adapts to multiple and/or changing work demands by adjusting own and team priorities; positively exemplifies balance and adaptability/flexibility Fill in the blank (optional) Overall Rating Rating: Establish New Performance Goals Establish new Performance Goals in the boxes below by providing a title, description, and weight for each goal. Weight Goal 1
5 Goal 2 Goal 3 Goal 4 Goal 5 Supervisor Final Comments Employee Acknowledgment I have discussed my performance appraisal with my supervisor. My signature does not necessarily indicate agreement with the appraisal, but does acknowledge that I have received and reviewed this information. Employee Final Comments
Subject Matter Professional Performance Appraisal FY17. Demographics. General Instructions. Rating Scale. Department:
Subject Matter Professional Performance Appraisal FY17 Demographics Name: Employee ID: Job Title: Supervisor: Department: General Instructions The annual Performance Appraisal is intended to summarize
Demographics. General Instructions. Rating Scale. Department:
Leadership Performance Appraisal FY18 Demographics Name: Employee ID: Job Title: Supervisor: Department: General Instructions The annual Performance Appraisal is intended to summarize employee performance
Leadership Performance Appraisal FY17. Demographics. General Instructions. Rating Scale. Department:
Leadership Performance Appraisal FY17 Demographics Name: Employee ID: Job Title: Supervisor: Department: General Instructions The annual Performance Appraisal is intended to summarize employee performance
NEW IN 2019: Streamlined form and updated definitions of job elements/core competencies
PURPOSE The annual performance appraisal process is intended to promote communication between employees and their supervisors about work expectations and goals. It is an opportunity for the supervisor
Developing Frontline Supervisor Competencies Overview
Developing Frontline Supervisor Competencies Overview The City and County of Denver is a vibrant, dynamic city that requires strong leaders at every level of the organization. To ensure that we have strong
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
STATE OF SOUTH CAROLINA Employee Performance Management System
STATE OF SOUTH CAROLINA Employee Performance Management System Name Agency South Carolina Forestry Commission Employee ID Number Department Position Classification Assigned to Current Position Performance
UNCW Budget Analyst UNIVERSITY OF NORTH CAROLINA WILMINGTON
UNIVERSITY OF NORTH CAROLINA WILMINGTON Budget Analyst DESCRIPTION OF WORK: Positions in this banded class provide leadership, oversight, and support in the execution of the budget to agency head and/or
COMPLETING YOUR SUMMARY OF ACCOMPLISHMENTS PERFORMANCE MANAGEMENT EDUCATIONAL SESSION ONE WEBCHAT WITH ELAINE SCHILLING 26 APRIL 2016
COMPLETING YOUR SUMMARY OF ACCOMPLISHMENTS PERFORMANCE MANAGEMENT EDUCATIONAL SESSION ONE WEBCHAT WITH ELAINE SCHILLING 26 APRIL 2016 Completing Your Summary of Accomplishments (SOA) An overview of completing
STAFF PERFORMANCE APPRAISAL RATING SCALE AND KEY DESCRIPTORS
STAFF PERFORMANCE APPRAISAL RATING SCALE AND KEY DESCRIPTORS OUTSTANDING Demonstrated outstanding achievement in performance standard expectations and goals throughout the entire appraisal cycle Consistently
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
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
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
2018 Performance Evaluation Process LOUISVILLE.EDU
2018 Performance Evaluation Process Salary Increases At this time, no decision has been made regarding: Fiscal vs. calendar cycle Potential pay increases Purpose of the Performance Evaluation Candid performance
Limestone District School Board Performance Appraisal Professional Development & Learning Plan Support Staff
Limestone District School Board Performance Appraisal Professional Development & Learning Plan Support Staff Employee: Position: : Supervisor: Position: Evaluation Period: INSTRUCTIONS Performance Management
CAREER PERFORMANCE EVALUATION - Supervisor. Type of Evaluation: Probationary* (6 month evaluation)
CAREER PERFORMANCE EVALUATION - Supervisor Read Getting The Most out of Performance Appraisals before beginning work on this form. Employee Full Name: Empl ID: Job Title: Department: Campus: Reviewing
Key Competences Which behaviours should you be looking for?
Key Competences Which behaviours should you be looking for? www.bucksandberks.co.uk Key competences: Which behaviours should you be looking for? When carrying out employee reviews, it can be hard to know
The below rating scale is used to determine UW-Stevens Point competency proficiency.
Performance Review Guide Competencies are comprised of defined knowledge, skills, and behaviors needed to be effective in one s role, department, and institution. A competency model provides a guide for
University of California, Los Angeles Employee Performance Evaluation Form
University of California, Los Angeles Employee Performance Evaluation Form Employee Name: Job Title: Reviewing Supervisor: Period Supervised by Performance Reviewer: Employee ID Number: Department: Review
MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES
MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection
STAFF ANNUAL PERFORMANCE EVALUATION
STAFF ANNUAL PERFORMANCE EVALUATION Employee Name: Position Title: Department: Supervisor: Performance Year: Manager: Performance Competencies JOB COMPETENCY Supervisor Instructions: Please rate the employee
UNIT 11 Performance Evaluation Graduate Assistants, Instructional Student Assistants, Teaching Associates
UNIT 11 Performance Evaluation Graduate Assistants, Instructional Student Assistants, Teaching Associates Employee s Name Evaluator s Name & Title Review Period Department Classification From: To: Section
CLASSIFIED STAFF PERFORMANCE APPRAISAL FORM FY
CLASSIFIED STAFF PERFORMANCE APPRAISAL FORM FY 2017-2018 Employee Last Name Employee First Name Employee ID Department Position Title Date Employed at STC Date Assigned Present Position Supervisor Name
OFFICE OF HUMAN RESOURCES ADMINISTRATIVE & SUPPORT STAFF PERFORMANCE APPRAISAL
OFFICE OF HUMAN RESOURCES ADMINISTRATIVE & SUPPORT STAFF PERFORMANCE APPRAISAL Purpose Statement: The purpose of the appraisal process is to allow each support and administrative employee, and his or her
Level 1 Frontline Staff
Level 1 Frontline Staff Clearly understands own job requirements and how they link to the roles of others Discusses and agrees on individual objectives in line with team goals Consistently behaves fairly
UNIT 11 Performance Evaluation Graduate Assistants, Instructional Student Assistants, Teaching Associates
UNIT 11 Performance Evaluation Graduate Assistants, Instructional Student Assistants, Teaching Associates Employee s Name Evaluator s Name & Title Review Period Department Classification From: To: Section
UC Davis Career Compass Core Competencies Model
UC Davis Career Compass Core Competencies Model Core Competencies (1 through 10 are listed in alphabetical order and 11 is an additional core competency specifically for managers and supervisors) 1. Communication
Developing Frontline Supervisor Competencies Overview
Developing Frontline Supervisor Competencies Overview The City and County of Denver is a vibrant, dynamic city that requires strong leaders at every level of the organization. To ensure that we have strong
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
COMPETENCY PROFILE FOR THE RESEARCH, ANALYSIS AND LIBRARY SPECIALISTS GROUP
COMPETENCY PROFILE FOR THE RESEARCH, ANALYSIS AND LIBRARY SPECIALISTS GROUP Introduction What is a competency profile? Competencies are specific behavioural manifestations of knowledge, skills and qualities
COMPETENCY FRAMEWORK
COMPETENCY FRAMEWORK Version Produced by Date 1.0 Claire Salter 15.02.2016 MESSAGE FROM THE BOARD The key to success within any organisation is how we recruit, retain and develop our staff. How each individual
FACILITY MAINTENANCE TECHNICIAN - MECHANICAL TRADES COMPETENCY PROFILE. Page 1 of 7
Description of Work: The Facility Maintenance Technician - Mechanical Trades concept provides career tracks included but not limited to Electrical, HVAC, Plumbing, and Welding that perform a variety of
Kenyon College Triennial Employee Performance Review For Review Period: to
Kenyon College Triennial Employee Performance Review For Review Period: to Employee: Title: Division/Department: Instructions: Employee and Supervisor should review the position description in preparation
PERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL Employee Job Title Appraisal Given By PREVIOUS KEY OBJECTIVES, GOALS, PERFORMANCE 1. Goal / Objectives Result / Performance 2. Goal / Objective s Result / Performance 3. Goal / Objective
PRE-SCHOOL LEARNING ALLIANCE 50 FEATHERSTONE STREET LONDON EC1Y 8RT. Registered as an Educational Charity JOB DESCRIPTION
PRE-SCHOOL LEARNING ALLIANCE 50 FEATHERSTONE STREET LONDON EC1Y 8RT Registered as an Educational Charity JOB DESCRIPTION JOB TITLE: SENIOR NURSERY WORKER (MATERNITY COVER UNTIL JULY 2018) BASED: NATIONAL
Role Profile. Senior Project Support Officer. Second Step. 9 Brunswick Square BS2 8PE
Role Profile Senior Project Support Officer Second Step 9 Brunswick Square BS2 8PE 1.0 JOB DESCRIPTION This job description does not describe a comprehensive list of duties, rather a broader range of accountabilities
Performance Review Pre-work Materials for Employee
Performance Review Pre-work Materials for Employee Performance & Progress Conversation Pre-work for Employee What are Performance Reviews? Performance Reviews are structured discussions between employees
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
I have no objections to share my contact information with the candidate/donor I agree X I
United Nations Associate Experts Programme Code#: Submitted by: Name: Roberto RICCI Title: Chief, Emergency Response Section Duty Station: Geneva Agency/Unit: OHCHR Email: rricci@ohchr.org I have no objections
Managerial Competency Guide
Managerial Performance Evaluation and Reappointment Recommendation Managerial Competency Guide Division of Human Resources Competency List: I. Accountability II. III. IV. Communication Skills Customer
Managerial Competency Guide
Managerial Performance Evaluation and Reappointment Recommendation Managerial Competency Guide Division of Human Resources Competency List: I. Accountability II. III. IV. Communication Skills Customer
THE UNIVERSITY OF ALABAMA ANNUAL EMPLOYEE PERFORMANCE EVALUATION Comprehensive Form
Revised 4/1/2017 THE UNIVERSITY OF ALABAMA ANNUAL EMPLOYEE PERFORMANCE EVALUATION Comprehensive Form EMPLOYEE NAME (FIRST, MI, LAST): CWID : JOB TITLE: DEPARTMENT: DIVISION: PERIOD OF EVALUATION: From:
2 Collaborate to increase immediate safety. 3 Facilitate links to further support. 4 Review and report on support provided
CHC52015 Diploma of Community Services CHCCCS003 Increase the safety of individuals at risk of suicide 1 Identify and assess the person s current suicide risk 2 Collaborate to increase immediate safety
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
Marathon County Employee Performance Appraisal Form
Employee Name: Last First Job Title: Employee #: Department: Supervisor: Division: Evaluation Period: 6/01/20 5/31/20 Evaluation Type Mid Year Comment & Signatures Only No Ratings Annual New Employee Initial
EIS Staff Performance Appraisal
Employee Name: Employee #: Job Title: Date of Hire: Department Name: Reports to: Appraisal Period FROM: TO: The Cedars-Sinai Health System Performance Appraisal System is meant to promote individual and
HarbisonWalker International. Core Competencies
HarbisonWalker International Core Competencies HWI Core Competency Model 1 TABLE OF CONTENTS Core Competencies Accountability/Drive 3 Innovation 4 Collaboration 5 Customer Focus 6 Adapting to Change 7
The practice of constantly assessing personal knowledge and skills and following paths for improvement. have been done by
Selection Process Rubric PERSONAL DOMAIN Personal competencies refer to the qualities, characteristics and attitudes necessary to achieve personal and system goals Continuous Growth The practice of constantly
BC Assessment - Competencies
BC Assessment - Competencies This document provides a list and description of all of BC Assessment s core competencies, as well as the level of competency required for a given position, as defined in each
JOB PLACEMENT MANUAL CUPE 1975
JOB PLACEMENT MANUAL CUPE 1975 Human Resources Document March 1, 2006 1 of 75 DEFINITIONS OF FAMILIES Ancillary Services The Ancillary Services job family encompasses positions which primarily perform
Competency Model. Level B. Level C Applies to: Manager Coordinator. Applies to: Assistant Vice President Assistant Dean Director
Job Knowledge a. Demonstrates detailed knowledge of FIT programs, products and services in independently carrying out varied professional duties. a. Uses thorough knowledge of the range of FIT products,
Business Support Clerical Grade 5 Competencies. Introduction
Business Support Clerical Grade 5 Competencies Introduction Competencies are the skills, knowledge, practical behaviours and attitudes which inform the way you operate in working life. Ulster s competency
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
Develop and support our staff to enhance productivity: Leadership can be demonstrated at any level. Value: Competency: Fundamental Competencies
2 Develop and support our staff to enhance productivity: Our success depends on our greatest asset, our staff, and ensuring they work in a nurturing and productive environment where they can acquire and
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
UC San Diego Core Competency Model Behavioral Indicators
UC San Diego Core Competency Model Behavioral Indicators Rev. 08/21/2014 COM M UNI C AT I O N Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral
CURRENT EFFECTIVE DATE. POSITION NUMBER (Agency Unit Class Serial) Benefits & Services
X PROPOSED CURRENT DUTY STATEMENT EFFECTIVE DATE BRANCH POSITION NUMBER (Agency Unit Class Serial) Benefits & Services 815-642 - 4865-907 DIVISION/UNIT CLASS TITLE Disability and Survivor Benefits (DaSB)/
ADMINISTRATIVE STAFF PERFORMANCE EVALUATION
ADMINISTRATIVE STAFF PERFORMANCE EVALUATION SECTION I - EMPLOYEE INFORMATION EMPLOYEE NAME JOB TITLE EMPLOYEE A# SUPERVISOR NAME VICE PRESIDENT'S NAME DIVISION DEPARTMENT RATING PERIOD FROM TO GENERAL
UNCLASSIFIED EMPLOYEE PERFORMANCE APPRAISAL POLICY AND PROCEDURE
Revised: 10/1/13 UNCLASSIFIED EMPLOYEE PERFORMANCE APPRAISAL POLICY AND PROCEDURE Purpose: The Unclassified Performance Appraisal is a tool used to measure individual performance and to develop employees
You play the pivotal role, but Clemson will provide opportunities to develop skills essential to your success.
Clemson wants to empower you to achieve your educational and professional goals. To be successful in life after Clemson, you ll need to polish skills you already have, develop skills you don t, and apply
CORE SUPERVISOR/MANAGER COMPETENCIES Table of Contents
CORE SUPERVISOR/MANAGER COMPETENCIES Table of Contents Clicking on an item in the Table of Contents jumps you to that page Note: You can click on Return to Table of Contents at the top of any page Topic
ILM Level 5 Certificate in Coaching & Mentoring Programme
ILM Level 5 Certificate in Coaching & Mentoring Programme 5 day programme plus an induction, tutorial time, supervision, 12 hours of workplace coaching and a review session. Induction To include: An outline
NON - EXEMPT EMPLOYEE
EMPLOYEE NAME: DEPARTMENT: POSITION TITLE: SUPERVISOR: APPRAISAL PERIOD: March 1, 2012 February 28, 2013 GOAL SETTING: Review Prior Year Goals NON - EXEMPT EMPLOYEE Take time to re-visit the goals that
EMPLOYEE INTRODUCTORY PERIOD PERFORMANCE EVALUATION
EMPLOYEE INTRODUCTORY PERIOD PERFORMANCE EVALUATION EMPLOYEE INFORMATION NAME: SUPERVISOR: PARISH, SCHOOL OR AGENCY: JOB TITLE: PERIOD OF REVIEW: REVIEW DATE: Meets Expectations: Needs Improvement: Unsatisfactory:
The Path to Leadership for Aspiring Service Leaders Self- Assessment Questionnaire. HWDSB Aspiring Leaders Self-Assessment: September
The Path to Leadership for Aspiring Service Leaders Self- Assessment Questionnaire HWDSB Aspiring Leaders Self-Assessment: September 0 How to Use This Self-Assessment Thisself-assessment questionnaire
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
UC Core Competency Model
UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication
State Employees PERFORMANCE PLANNING AND REVIEW (PPR) Form INSTRUCTIONS SHEET
State Employees PERFORMANCE PLANNING AND REVIEW (PPR) Form INSTRUCTIONS SHEET These instructions are provided for use as a checklist by Rating Supervisors. This page can be separated from the rest of the
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
Team Leader / Supervisor Programme
Programme Summary Team Leader / Supervisor Programme Apprenticeship Standard (L3) Introduction The Operations/Departmental Manager management development programme is supported by 10 workbooks which have
Our purpose, values and competencies
Our purpose, values and competencies Last updated October 2013 The work we do and how we behave and carry out our work at The Pensions Regulator are driven by our purpose, values and competency framework.
Highways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
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
STAFF PERFORMANCE EVALUATION. 02/28/2018 Type of Evaluation
STAFF PERFORMANCE EVALUATION Position 02/28/2018 Type of Evaluation End of 6 month provisional period RATING CRITERIA Please consider the employee's performance which is most often demonstrated and mark
Competency Framework
Competency Framework Revised June 2014 Page 2 of 12 Introduction What are Competencies and how are they used? A competency is an ability, skill, knowledge or trait that is needed for the successful performance
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
Schedule 7: Employee Performance Appraisal
Schedule 7: Employee Performance Appraisal Employee Name: Department: Supervisor: Position: Period of Evaluation: From: To: Part I Job Criteria Abilities, Knowledge, and Skills The degree to which the
RE-CLASSIFICATION QUESTIONNAIRE
RE-CLASSIFICATION QUESTIONNAIRE Employee: Please review the questionnaire carefully before you begin. Answer each question as accurately and completely as possible. If a question does not apply to your
Guide to Defining Performance Levels
Guide to Defining Performance Levels This guide lists the performance factors and performance levels in the College s Goals and Performance Evaluation for Staff. It is a reference tool to help you write
POSITION DESCRIPTION KEY RESULT AREAS
POSITION DESCRIPTION Position Title: Human Resources Business Partner Date: Sept 2012 Department: Human Resources Sub department: HR ANZ Location: Wellington Reports to: Human Resources Manager ANZ Direct
Classified Performance Planning, Progress Review, and Evaluation Form FY20
Classified Performance Planning, Progress Review, and Evaluation Form FY20 Employee Name S Number Position Number Employee Job Title Evaluation Period From: 4/1/2019 To: 3/31/2020 College Name Department
Staff PERFORMANCE ASSESSMENT FORM
Staff PERFORMANCE ASSESSMENT FORM Employee Name Position Title Supervisor Evaluation Period The purpose of this annual assessment is to increase employee effectiveness and engagement throughout the University.
Staff PERFORMANCE ASSESSMENT FORM
Staff PERFORMANCE ASSESSMENT FORM Employee Name Position Title Supervisor Evaluation Period The purpose of this annual assessment is to increase employee effectiveness and engagement throughout the University.
Staff PERFORMANCE ASSESSMENT FORM
Staff PERFORMANCE ASSESSMENT FORM Employee Name Position Title Supervisor Evaluation Period The purpose of this annual assessment is to increase employee effectiveness and engagement throughout the University.
Page 1 of 20 Regents of the University of California Office of the General Counsel 2017/2018 Performance Appraisal Counsel Job Family Name: Job Title: Hire Date: Name: Division: Department: Last Review
Position Title: COMMUNICATIONS DIRECTOR Position Status: Exempt Reports To: Chief Administrative Officer Effective Date: 01/01/2018 Revised Date:
Position Title: COMMUNICATIONS DIRECTOR Position Status: Exempt Reports To: Chief Administrative Officer Effective Date: 01/01/2018 Revised Date: SUMMARY DESCRIPTION: Under general direction, this position:
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
Staff PERFORMANCE ASSESSMENT FORM
Staff PERFORMANCE ASSESSMENT FORM Employee Name Position Title Supervisor Evaluation Period The purpose of this annual assessment is to increase employee effectiveness and engagement throughout the University.
PAR Performance Factor Compendium Written Descriptors
Communication, Oral Effective expression of ideas, concepts, or directions in individual or group situations, using supporting gestures, voice level, voice tone, and organization of materials. Informal
Knowledge frequently exceeds what is required to perform well.
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
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
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
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?
Role Profile. Management Accountant. Second Step
Role Profile Management Accountant Second Step 9 Brunswick Square Bristol BS2 8PE November 2017 1. JOB DESCRIPTION The job description does not describe a comprehensive list of duties, rather a broader
Career Ladder Editable Template
Career Ladder Editable Template This template is meant to be a guideline only, and can be edited to fit your organizational requirements or limitations. Job Classification: Laboratory Managerial Series
Performance Planning and Appraisal Document
Performance Planning and Appraisal Document DEPARTMENT HEADS/SUPERVISORS Name: Job Title: Department: Performance Period: From / / To / / PURPOSE OF PERFORMANCE SYSTEM Enable joint planning and communication