HUMAN RESOURCES - ADMINISTRATION PERFORMANCE RATING GUIDE

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Albert Norman
5 years ago
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1 Analytical Skills: Uses a variety of techniques to analyze Recognizes typical as well as complex and unusual issues. Consistently demonstrates ability to gather information Does not look at all sides of a situation. Needs to exhibit situations most Recognizes actions critical to assessing more care in efficiently; assesses risk needed to advance the elements of obtaining facts, data or return on investment decision making situations/issues. and information to and makes appropriate process. Recommends make better possible solutions. Analyzes information informed Follows up to ensure to identify best resolution. practices. Always considers the possible positive and negative impacts of decisions and actions, makes decisions based on risk analysis. Generates innovative solutions that are aligned with the University s mission and vision. Sees beyond the immediate solution to potential process improvements. Frequently identifies issues with a possible negative impact on University (risk management, budget issues, etc.) and suggests possible scenarios to alleviate or reduce impact. Recognizes issues and determines actions needed to advance the decision making process. Employs sophisticated techniques to identify and assess data for informed decision making. Utilizes information that is relevant, current and clear. Consistently makes sound decisions based on criteria that can be demonstrated. Breaks down issues into fundamental parts that are easy to communicate. Understand and define needs that require a solution. Fails at times to recognize issues that require a solution. Overlooks actions needed to advance the decision making process. Becomes discouraged by ambiguous situations. Does not always adjust approach to achieve results. Does not analyze situations, is reactive and makes decisions in haste without considering impact or consequences. Unable to provide clear and documentable rationale for Inability to effectively utilize available tools. March 9,

2 Communications: Shares information effectively in verbal and written form with various audiences (including ability to deliver presentations in a professional, organized manner); listens attentively and openly to the ideas, concerns and suggestions of others. Delivers and receives constructive feedback in a positive manner. Actively listens to and discusses the views of others. Delivers accurate, well researched information to all levels of stakeholders in verbal, written and electronic formats. Presents accomplished, professional and engaging presentations, capturing audience. Demonstrates an understanding of the audience s perspective. Frequently open to listening and discussing the views of others. Frequently delivers correct and concise information to various stakeholders, in verbal, written and electronic Frequently delivers professional, well organized, impactful presentations. Consistently delivers correct and concise information to various levels of stakeholders, in verbal, written, and electronic Provides and receives constructive feedback as a developmental opportunity. Listens actively and empathically to the views of others. Consistently delivers professional, well organized, impactful presentations. Occasionally delivers incorrect and unorganized information to Frequently makes errors in verbal, written and electronic Rarely treats constructive feedback as a developmental opportunity. Does not always listen actively and empathically to the views of others. Presentations lack polish and skill, need some work. Delivers incorrect, inaccurate or incomplete information to Lacks skills in verbal, written and electronic Treats feedback as a negative, fails to recognize the developmental opportunity. Fails to listen to others and does not display empathy. Unable to provide a presentation due to lack of skills. March 9,

3 Initiative and Autonomy: Accepts and carries out current and new responsibilities thorough resourcefulness and selfreliance. Seeks out ways to improve outcomes, processes or measurements. Pro-actively seeks out ways to improve outcomes, processes or measurements. Responds appropriately to improve outcomes, processes or measurements. Rarely takes action to improve outcomes, process or measurements. Assumes responsibility and leadership on projects or initiatives. Frequently assumes responsibility and leadership on projects or initiatives. Assumes responsibility or leadership. Rarely assumes responsibility or leadership when asked. Does not take action to improve outcomes, process or measurements. Seldom assumes responsibility or leadership when asked. Pro-actively looks for opportunities to move projects along. Actively looks for and accepts additional responsibilities, both in context of position and outside the immediate Takes ownership and accountability for own performance. Takes action on projects without being directed to do so. Looks for opportunities to move projects along. Seeks and accepts additional responsibilities, both in context of position and outside the immediate duties. Accomplishes goals independently, with little need of supervision. Consistently takes ownership and accountability for own performance. Seeks out and/or accepts additional responsibilities within the context of the position. Frequently requires supervision to complete tasks. Rarely seeks out additional responsibilities in the context of the position. Fails to complete tasks. Fails to seek out additional responsibilities in the context of the position. Actively avoids additional responsibilities and assignments. Frequently takes ownership and accountability for own performance. Volunteers for duties, projects, training to improve value to organization. March 9,

4 Cooperation and Collaboration: Builds strong working relationships with colleagues throughout the unit and the University and seeks opportunities to partner with others to achieve goals and objectives. Demonstrates extremely effective Champions the view that that effectiveness benefits all Frequently demonstrates highly effective Possesses a reputation as a neutral and approachable professional serving the employees and Demonstrates effective Develops a reputation as a neutral and approachable professional serving employees and the organization. Rarely demonstrates effective Develops a reputation as an uncooperative and unapproachable person by some the organization. Proactively fosters effective team building among stakeholders and staff. Fosters a positive team environment. Builds engaging relationships with stakeholders through trust, credibility, teamwork and direct Frequently fosters a positive team environment across Frequently builds engaging relationships with all stakeholders through trust, credibility, teamwork and direct Fosters a positive team environment among staff. Encourages a positive attitude among staff. Consistently builds engaging relationships with all stakeholders through trust, credibility, teamwork and direct Occasionally fosters a positive team environment. Struggles with building engaging relationships among University and Does not demonstrate effective Develops a reputation as unapproachable person. Displays a negative and uncommunicative attitude towards Unable to build relationships with colleagues within department or other areas of the unit. March 9,

5 People Development: Manages staff effectively; develops mutual trust and respect in a culturally diverse environment; plans and supports the achievement of professional development goals for direct reports; provides regular and timely feedback to all direct reports. Actively provides expertise and/or training to support staff Acts as subject matter expert for others within the organization and is willing to share knowledge. Frequently provides expertise and/or training to support staff Encourages staff to develop in areas outside of their Frequently provides feedback in a manner that encourages Consistently provides expertise and/or training to support staff Encourages staff development in areas of responsibility. Consistently provides feedback in a manner to encourage Does not often supply expertise or training to support staff Rarely encourages staff development in areas of responsibility. Does not provide feedback in a manner to ensure Does not support, recommend or encourage staff professional Does not support staff volunteering for projects or assignments. Proactively provides feedback in a manner to encourage Recommends development consistent with values and goals. Supports staff volunteering for stretch projects to enhance Frequently encourages staff to volunteer for stretch projects that enhance their Identifies training needs and opportunities to enhance skills. Offers opportunities to staff to volunteer on projects. Evidences ability to manage direct reports but is inconsistent in applying methods. Fails to develop mutual trust and respect with staff and coworkers. Incapable of managing direct reports effectively. March 9,

6 Job Knowledge: Demonstrates the technical, managerial, and knowledge to successfully execute duties; shows knowledge and understanding of higher education and of the profession. Demonstrates high level of competencies and KSA s needed to perform Frequently demonstrates possession of competencies and KSA s to perform Consistently demonstrates the competencies and KSA s to perform effectively. Possesses the competencies and KSA s but is inconsistent in applying. Rarely exhibits knowledge of current of Does not demonstrate the KSA s and competencies to perform KSA s=knowledge, skills and abilities. Proactively exhibits and communicates knowledge of current of responsibilities, including laws, regulations and statutes. Evaluates potential issues or service needs and develops a strategic response. Serves as subject matter and USF policy expert to Frequently exhibits knowledge of current of responsibilities, including laws, regulations and statutes. Identifies potential issues or service needs and works to develop a strategic response. Viewed as a subject matter expert by Exhibits knowledge of current of responsibilities, including laws, regulations and statutes. Consistently able to identify potential issues or service needs and develop an appropriate response Occasionally able to identify potential issues or service needs. Rarely able to develop a response to issues and service needs. Does not exhibit knowledge of current of Unable to identify potential issues or service needs. Unable to develop appropriate response to issues or service needs. March 9,

7 Planning, Organizing, and Time Management: Arranges work so that it can be executed in a timely manner within specifications and budget; prioritizes and effectively utilizes resources. Seeks to identify ways to enhance efficiency by use of creative technological solutions (such as MS Lync, skype, go to meeting, etc.). Schedules by effectively allocating own time to frequently complete work prior to deadlines. Schedules by effectively allocating own time to consistently complete work prior to deadlines. Does not consistently allocate time effectively to accomplish Fails to effectively prioritize responsibilities thereby missing deadlines. Far exceeds meeting deadlines in projects, or individual work. Arranges schedule so that responsibilities are covered even when emergencies take time out of work day. Adapts easily to new technology when available in order to become more efficient. Leverages efficiency by using all available resources (individuals, processes, departments and tools) to complete work effectively. Effectively prioritizes work by seeking input when critical responsibilities conflict. Stays focused on time and prevents nonwork related issues or distractions from interfering with Allows non-work issues/distractions to interfere with Does not maximize use of resources. Waits until the last minute to start projects. Does not work efficiently. Does not seek input on priority when conflicts arise with critical needs. March 9,

8 Problem solving and decision making: Understands factors and develops sound, timely, and practical solutions to daily challenges; demonstrates ability to critically evaluate impact of decision making on others. Recognizes issues and determines whether action is needed. Creates new ideas and processes despite initial ambiguity of the situation. Frequently breaks down problems into fundamental parts, or examines root causes prior to developing a solution. Considers all variables prior to making a decision. Consistently breaks down problems into fundamental parts, or examines root causes. Establishes a culture with team that embraces problem solving for Rarely breaks down problems into fundamental parts, or examines root causes. At times makes decisions that overlook important available information. professional growth. Empowers and inspires others to find solutions in a timely manner. Able to provide documentation in support of solutions/decisions provided for issues or service needs. Recognizes issues that require a solution; frequently proposes actions to advance the decision making process. Frequently provides clear and documentable rationale supporting Recognizes issues that require a solution; consistently proposes actions to advance the decision making process. Consistently provides clear and documentable rationale supporting Fails at times to recognize issues that require a solution; overlooks actions needed to advance the decision making process. Becomes discouraged by ambiguous situations. Does not always adjust approach to achieve results. Does not break down problems into parts, or examine root causes. Does not consider negative and positive consequences prior to making a decision. Overlooks problems, fails to supply information necessary to resolve issue. Unable to provide clear and documentable rationale for Ratings: March 9,

9 Exemplary Commendable Achieves Needs Improvement Unsatisfactory Performance far exceeds all standards/expectations. Exceptional results are consistently produced. Performance frequently exceeds standards/expectations. Performance consistently meets standards/expectations. Requisite competencies and knowledge are demonstrated. Performance does not consistently meet standards/expectations. Some requisite competencies and knowledge are demonstrated. Individual may still be learning the job and/or functions and requires additional time to develop. Performance does not meet standards/expectations. Major deficiencies require immediate attention and improvement March 9,

ADMINISTRATION PERFORMANCE RATING GUIDE

ADMINISTRATION PERFORMANCE RATING GUIDE Analytical Skills: Uses a variety of techniques to analyze Proactive in gathering a large scope of data and identifying impact Identifies issues at the Division or University level with a Consistently