LUTHERAN CHURCH OF HOPE PERFORMANCE & DEVELOPMENT PLANNING ANNUAL PERFORMANCE APPRAISAL FORM

Size: px

Start display at page:

Download "LUTHERAN CHURCH OF HOPE PERFORMANCE & DEVELOPMENT PLANNING ANNUAL PERFORMANCE APPRAISAL FORM"

Magnus Hampton
5 years ago
Views:

Staff Member Name: : Title: Department: Location: Hire Date: Performance Period: LUTHERAN CHURCH OF HOPE PERFORMANCE & DEVELOPMENT PLANNING ANNUAL PERFORMANCE APPRAISAL FORM Rating Codes: FE EE ME PM

1 Staff Member Name: : Title: Department: Location: Hire Date: Performance Period: LUTHERAN CHURCH OF HOPE PERFORMANCE & DEVELOPMENT PLANNING ANNUAL PERFORMANCE APPRAISAL FORM Rating Codes: FE EE ME PM FM Far Exceeds Expectations. These employees far exceed their goals. They are truly exceptions to the rule. Exceeds Expectations. These employees do their jobs with excellence and go far above the job expectations. Meets Expectations. These employees do their jobs very well - this is what is expected. Partially Meets Expectations. These employees have demonstrated consistent performance shortcomings and need to complete an action plan for immediate performance improvement. Fails to Meet Expectations. These employees have not met any of their job expectations. Performance Evaluation Summary: Section Section Description % of Total Rating Rating I Overall Accountability / Goal Rating 50% II Overall Competencies Rating 30% III Overall Staff Covenant Rating 20% TOTAL PERFORMANCE RATING 100% S.M.A.R.T. Goals: S Specific. M Measurable. A Attainable. R Realistic. T Timebound. Page 1

2 Section I: Accountabilities / Goals Identify major results achieved or not achieved during the evaluation period. Professional Development Accomplishments Performance Goal #1 # % Goal / Objective & Critical Success Factors (CSFs) Wt 1 Hope Strategic Priority Alignment Professional Development Accomplishments Performance Goal #2 # % Goal / Objective & Critical Success Factors (CSFs) Wt 2 Hope Strategic Priority Alignment Professional Development Accomplishments Performance Goal #3 # % Goal / Objective & Critical Success Factors (CSFs) Wt 3 Hope Strategic Priority Alignment Professional Development Accomplishments Performance Goal #4 # % Goal / Objective & Critical Success Factors (CSFs) Wt 4 Hope Strategic Priority Alignment Page 2

3 Professional Development Accomplishments Performance Goal #5 # % Goal / Objective & Critical Success Factors (CSFs) Wt 5 Hope Strategic Priority Alignment Personal Development Goals & Accomplishments Weight Personal Development Goal(s) 10% s Overall Comments on Accountabilities / Goals: Overall Accountability / Goal Identify Significant revisions or Additions to Accountabilities / Goals: Page 3

Section II: Key Competencies Evaluate the employee s performance in each of the following competencies that are applicable to their position at Hope.

4 Section II: Key Competencies Evaluate the employee s performance in each of the following competencies that are applicable to their position at Hope. (If a competency is not applicable, please put N/A in the rating field.) Support comments are strongly encouraged and may be indicated for each factor. ship Consistently articulates and embodies Biblical values Accountability throughout his/her personal and ministry life. Creates a Christ-like ministry environment that motivates, inspires, respects and values others. Takes full responsibility for the effectiveness of his/her ministry area. Personal Growth Takes responsibility for his/her own spiritual and leadership growth by formulating growth goals and carrying out appropriate action steps. Regularly and honestly assesses personal strengths and development areas and takes appropriate actions. Intentionally and regularly seeks input on personal performance and opportunities for improvement. Learning Makes effective decisions and remains effective during Agility stressful situations. Demonstrates a positive, proactive attitude -- rather than reactive -- towards change. Responds effectively to new information, situations and individuals and models the way for others. Page 4

Section II: Key Competencies (continued) Demonstrating Teaches Christ-like values and behaviors and models those Christ-Like values at all times.

5 Section II: Key Competencies (continued) Demonstrating Teaches Christ-like values and behaviors and models those Christ-Like values at all times. Character Encourages input and ideas from others, shares all relevant information, and respects the contribution of others. Rewards the right behaviors and attitudes and holds others accountable for behaviors and attitudes inconsistent with the character of Christ. Coaching & Provides ministry team members, peers and volunteers with Mentoring specific, timely, grace-filled and straightforward behavioral feedback. Facilitates understanding by asking questions that expand awareness. Seeks commitment to taking action or making behavioral changes. People Sets clear expectations and challenging goals -- holds others Selection and accountable for their performance. Development Accurately assesses strengths and development areas of ministry team members. Actively encourages, supports and facilitates spiritual and leadership growth & development of others. Page 5

Section II: Key Competencies (continued) Interpersonal Establishes rapport and builds trust with others. Skills Empathically listens for understanding.

6 Section II: Key Competencies (continued) Interpersonal Establishes rapport and builds trust with others. Skills Empathically listens for understanding. Adapts where necessary and interacts positively with differing styles and personalities. High Impact Listens without interruption, asks probing questions to gather Communication additional information and follows up to ensure understanding. Speaks persuasively to influence and energize others -- expresses ideas/information clearly and concisely. Adjusts personal communication style by monitoring and responding to verbal and nonverbal cues. Team Takes clear steps to build and maintain strong, positive working Approach relationships with others. Demonstrates a servant attitude by looking for opportunities to participate or pitch-in and help the team. Champions teamwork by reinforcing cooperation within the team, builds positive energy/attitude in the group. Page 6

Section II: Key Competencies (continued) Shaping and Executing Identifies critical short-term and long-term goals and effectiveness factors in different ministry situations.

7 Section II: Key Competencies (continued) Shaping and Executing Identifies critical short-term and long-term goals and effectiveness factors in different ministry situations. Strategy Develops distinctive approaches to executing and achieving ministry goals. Aligns (focuses) congregational/ministry area efforts and allocates key resources according to strategic priorities. Kingdom- Critically analyzes problem / opportunity areas and puts into Perspective place solutions that provide maximum and holistic Kingdom Decision impact. Making Considers the impact of decisions, plans and initiatives on guests, members, other ministry areas and the congregation as a whole. Demonstrates a clear grasp of key performance indicators (ministry context, ministry team effectiveness, internal and external best practices, trends, etc.) and identifies trends and implications in the data. Leading Actively seeks out information about his/her ministry field and Change continually refines/upgrades leadership ministry-specific skills. Operationalizes Hope s mission, vision & values while continuously looking for higher impact approaches to driving ministry effectiveness. Continually acquires & develops knowledge about effective congregations/ministries and how Hope can best make Heaven more crowded. Page 7

Section II: Key Competencies (continued) Social Values the diversity of cultural, gender, and life-stage Responsibility perspectives and seeks to incorporate them in all planning processes.

8 Section II: Key Competencies (continued) Social Values the diversity of cultural, gender, and life-stage Responsibility perspectives and seeks to incorporate them in all planning processes. Works diligently to prevent the inappropriate exclusion of others in all ministry-related activities. Considers impact upon Creation, the surrounding community, and the wider Body of Christ in all ministry decisions. Organizing and Plans activities according to strategic priorities and Planning continuously reevaluates the needs of the ministry/congregation to maximize Kingdom impact. Establishes plans that have clear action steps, milestones and time frames for completion. Anticipates change and the impact on plans and processes. Attracting Demonstrates passion and excitement for serving guests and Guests and Sustaining members alike as well as the broader community beyond the church walls. Members Challenges others to adopt the perspective of both guests and members. Takes ownership for solving problems, answering questions and providing hospitality for guests and members. Overall Competency Page 8

9 Section III: Staff Covenant Rating Jesus said, I am giving you a new commandment: Love each other. Just as I have loved you, you should love each other. Your love for one another will prove to the world that you are my disciples. John 13:34-35 Rating Relationship Behavioral Characteristics RELATIONSHIP We trust God with all our heart, and seek his with GOD Kingdom first. We put our faith in Jesus alone for spiritual and physical salvation. We remain open to and embrace change through the Holy Spirit. We believe the Bible is God s inspired Word, and our authority for daily life. We worship at Hope on weekends, in fellowship with our church family. We take a day of rest weekly, and find quiet time with God daily. We seek to be good stewards of God s gifts: time, talent, money, heart, mind, soul and body. Rating Relationship Behavioral Characteristics RELATIONSHIP We pray for each other. with STAFF We cheer for each other, rather than compete. We support each other publicly, and resolve conflicts privately. We choose love for each other, and always assume positive intent. Page 9

10 Section III: Staff Covenant Rating (continued) Rating Relationship Behavioral Characteristics RELATIONSHIP We pray for Hope, and those who are a part of this with CHURCH / church family. COMMUNITY We embrace Hope s growth, both deep and wide. We make decisions based on what s best for the church s mission, not us. We engage, equip, and encourage volunteers to serve in teams based on spiritual gifts. We treat volunteers as fellow ministers, not subordinates. We lead by example, consistently demonstrating an attitude of gratitude, teamwork, joy, humility, and harmony. We remain conscious representatives and ambassadors for Hope in our behavior and decisions whenever we are away from the church. We offer love in Christ for the church, community, and world around us. Overall Staff Covenant Section IV: Performance Evaluation Summary Section Section Description % of Total Rating Rating I Overall Accountability / Goal Rating 50% II Overall Competencies Rating 30% III Overall Staff Covenant Rating 20% TOTAL PERFORMANCE RATING 100% Strengths: Section V: Summary of Strengths & Development Needs Development Needs: Page 10

11 Action Plan(s) for Improvement: Employee Comments: (The staff member may comment on any part of this evaluation.) I have received this completed performance evaluation form and have discussed it with my immediate supervisor. Employee Signature: Date: Supervisor Signature: Date: 2 nd Level Supervisor Signature: Date: Page 11

The practice of constantly assessing personal knowledge and skills and following paths for improvement. have been done by

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