Performance Appraisal
A performance appraisal is a review and discussion of an employee’s performance of assigned duties and responsibilities. The performance appraisal is based on results obtained by the employee in his/her job, not on the employee’s personality characteristics. The appraisal measures skills and accomplishments with reasonable accuracy and uniformity. It provides a way to help identify areas for performance enhancement and to help promote professional growth. It should not, however, be considered the supervisor’s only communication tool. Open lines of communication throughout the year help to make effective working relationships.
Performance Appraisal: Non-Template
Page Contents
Performance Appraisal Benefits
Periodic reviews help supervisors gain a better understanding of each employee’s abilities. The goal of the review process is to recognize achievement, to evaluate job progress, and then to design training for the further development of skills and strengths. A careful performance appraisal will stimulate employee’s interest and improve job performance. The review provides the employee, the supervisor, the Vice President, and Human Resources a critical, formal feedback mechanism on an annual basis, however these discussions should not be restricted solely to a formal annual review.
Assessing the value and effectiveness of an appraisal program is necessary for determining how to improve it. This guide suggests procedures and criteria for evaluating the implementation and effect of performance appraisal programs. It provides a brief summary of program evaluation and is a starting point for program evaluators.
Performance Appraisal: Example
Performance Appraisal Form
| EMPLOYEE’S NAME: | JOB TITLE: |
| DEPARTMENT: | SUPERVISOR: |
| DATE OF HIRE: | REVIEW DATE: |
| DATE DUE TO PERSONNEL: | Check One: ð Self-Review ð Supervisor’s Review ð Final Review |
Section I: Core Values and Objectives
| 1.U Attendance:U | |
| Definition: Reports for work regularly with a minimum number of absences and tardiness. Gives notice when absence or tardiness is unavoidable. Receives authorization when time off is needed. Observes appropriate lunch and break schedules. Submits justification for absences as required and/or requested.Standard: Be ready to work at the beginning of the workday or start time.Standard: Submit request for leave or vacation in writing at least 10 (ten) business days prior to time off being requested, for requests for time off longer than one day.Standard: Have no unexcused or unauthorized absences. | ð Exceeds Expectationsð Meets Expectationsð Improvement Neededð Unacceptable |
| UComments and Examples: | |
| 2. Productivity and UUse of Time:U | |
| Definition: Manages own time and uses appropriate work methods, techniques, and equipment to achieve the most effective and efficient result in the time available. Is mutually respectful of time and schedule of others. Balances multiple priorities and focused on desired outcome(s).Standard: Prioritize work assignments based on established guidelines.Standard: Complete all work assignments within designated deadline; notify appropriate staff in advance of inability to complete assignment within designated timeline.Standard: Use available technology to accomplish work expeditiously.Standard: Be considerate of meeting start times and other people’s time. Whenever possible, contact meeting organizer when you will be late or absent. Standard: When hosting meetings, have specific, identifiable outcomes. When coordinate meetings, inform participants of the beginning and ending time. Keep to schedule unless all participants agree to extend time. Develop and follow meeting agendas. Reserve meeting rooms in advance. | ð Exceeds Expectationsð Meets Expectationsð Improvement Neededð Unacceptable |
| UComments and Examples:
| |
| 3. UTeamwork and Collaboration:U | |
| Definition: Makes and sustains effective and productive relationships with other members of the workplace and the public. Is respectful of differing viewpoints. Meets commitments to co-workers and employees in other departments.Standard: Treat co-workers with respect and professionalism at all time. Allow for differing points of view.Standard: Contribute to the upkeep of shared department spaces.Standard: Meet commitments to coworkers and other employees at all time. Willingly contribute to time-sensitive group efforts as they arise.Standard: Know when to work collaboratively to ensure that workload for the work unit is completed and know when to work independently.
| ð Exceeds Expectationsð Meets Expectationsð Improvement Neededð Unacceptable |
| UComments and Examples:
| |
| 4. UCustomer Service and Communication:U | |
| Definition: Responds effectively and in a timely manner to the needs of a diverse set of internal and external customers such that customer service is accurate, courteous, and effective. Provides oral and written information and services in a clear, concise, thorough, accurate, and timely fashion.Standard: Utilize telephone and email in accordance with Telecommunications Policy. Barring technical difficulties, do not allow your voicemail box or email inbox to become full.Standard: Provide rapid response to all community contacts. Generally, provide written response within seven (7) business days of correspondence and respond to messages within two (2) business days of receipt. When making referrals, ensure that community members are placed in direct contact with appropriate staff.Standard: If you are out of the office for more than one day, place an automatic “out-of-office” message on your voicemail and email that designates an alternate contact to which inquiries can be directed.Standard: Maintain a positive attitude when responding to constituent requests.
| ð Exceeds Expectationsð Meets Expectationsð Improvement Neededð Unacceptable |
| UComments and Examples:
| |
5. Quality and UAccountability:U | |
| Definition: Follows through on assigned tasks to ensure high quality work products that match the City and Department objectives. Makes responsible use of City resources (time and money). Follows City policies.Standard: Work products are completed on time with little or no errors and in accordance with relevant policies. Require minimal supervision.Standard: If applicable: Keep projects within proposed budget at all times. Be resourceful with expenditures of City funds (“do more with less”).Standard: Demonstrate an understanding and support for established goals of the City and Department. Align and prioritize work products toward these goals.Standard: Accept and understand constructive criticism. Take appropriate action to correct and improve performance. | ð Exceeds Expectationsð Meets Expectationsð Improvement Neededð Unacceptable |
| UComments and Examples:
| |
| 6. Adaptability, Initiative and Problem-Solving | |
| Definition: Adapts to organizational changes (e.g., technology, resources, and personnel). Takes initiative in identifying any problems and takes appropriate steps to resolve them.Standard: Create solutions to problems by identifying issues, working collaboratively to develop strategies and implementing innovative solutions.Standard: Advise supervisor first and appropriate staff in a timely fashion about impending problems or issues related to work responsibilities. | ð Exceeds Expectationsð Meets Expectationsð Improvement Neededð Unacceptable |
| UComments and Examples: | |
| 7. UPerformance Management and LeadershipU (for supervisory/managerial/Dept. Head positions only) | |
| Definition: Sets clear expectations and communicates regularly with employees on performance issues. Communicates City goals and policies with staff. Provides appropriate coaching and feedback. Completes performance appraisals on time and consistent with the City’s policy. Follows through on staff improvement action plans to enhance overall employee performance. Utilizes data in management and decision-making.Standard: Complete all Performance Appraisals within established timelines. Include all relevant information to support ratings.Standard: Maintain performance documentation on all staff members (accomplishments, areas for improvement, etc.) throughout the year.Standard: Take appropriate steps to ensure that all staff under your supervision is performing at Meets Expectations or higher level through regular feedback, coaching, and training.Standard: Host regular staff meetings to ensure all staff are aware of goals, policies, and major initiatives. Encourage employee input in improving departmental operations. Standard: Understand and utilize current and relevant data from available resources (including, but not limited to SomerStat) to improve service delivery and to inform management of staff and initiatives. Standard: Plan, organize, and delegate appropriately to achieve goals within scheduled time and fiscal limits. | ð Exceeds Expectationsð Meets Expectationsð Improvement Neededð Unacceptableð Not Applicable |
| UComments and Examples: | |
Section II: Position-Specific Performance Criteria
Performance criteria are to be filled in based on any primary tasks outlined in the employee’s job description that have not been addressed in Section I.
| 1. Criterion #1: Job Knowledge | |
| Definition: Demonstrates competency in required job knowledge and skills of… [FILL IN].Standard: [FILL IN]Standard: [FILL IN] | ð Exceeds Expectationsð Meets Expectationsð Improvement Neededð Unacceptable |
| UComments and Examples: | |
Section III: Review of Goals Set during Previous Review Period
| Status of Goal | Explanation of Status | |
| Review Goal #1:
| ð Completedð In Progressð Tabled | |
| Review Goal #2:
| ð Completedð In Progressð Tabled | |
| Review Goal #3:
| ð Completedð In Progressð Tabled |
Section IV: Overall Evaluation
| Overall Comments, Commendations, and Recommendations | Overall Rating |
| Comments:
| ð Exceeds Expectationsð Meets Expectationsð Improvement Neededð Unacceptable |
Section V: Setting New Goals with an Action Plan
You may wish to use an additional sheet of paper if more space is needed.
| Goals | Action Steps | Time Required | Resources Needed | How does this goal support the Dept.’s/Mayor’s goals? |
| Goal #1:
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| Goal #2:
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| Goal #3:
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Section vi: Employee Comments (optional)
The employee may choose to provide additional comments about his/her performance.
Section vii: signatures
The signature of the employee signifies the employee has had a review meeting with his/her supervisor and has read and received a copy of his/her appraisal. It does not necessarily signify agreement.
| Employee Signature: | date: |
| 1st reviewer Signature (I.e., Direct Supervisor): | date: |
| 2nd reviewer Signature: | date: |
Instructions for Completing the Performance Appraisal Form
Overall Instructions: This form is to be completed by the supervisor upon meeting with his/her subordinate employee. The reviewing structure should follow the reporting structure of the Department’s Organizational Chart, unless otherwise discussed with the Personnel Dept. In other words, supervisors will be in charge of reviewing their direct.
Section I: The performance criteria in Section I apply to all. Certain criteria, namely “#7 Performance Management and Leadership” or which are otherwise noted, may only apply to Dept. Heads and other managers. For each criterion, the reviewing supervisor should provide a rating as well as evidence by way of Comments and Examples that support that rating. Comments and Examples are an important and required part of completing the form.
Section II: Section II performance criteria are to be filled in based on any primary tasks outlined in the employee’s job description that have not been addressed in Section I. Based on the job description, the supervisor, in conjunction with the employee must determine what the appropriate criteria, definitions, and standards are prior to completing the appraisal. As in Section I, a rating and supportive Comments and Examples need to be supplied for each criterion. Whereas Section I criteria apply to all employees, Section II criteria are specific to the job description for the position being reviewed.
Section III: Section III provides an opportunity to review progress in meeting goals set during the previous review. For each goal, note the status of the goal as either “Completed,” “In Progress,” or “Tabled.” In addition, provide an explanation for the progress status for each goal. If significant progress is still needed toward a particular goal, it is recommended that this goal be included in Section V.
Section IV: Based on the performance ratings and evidence provided in Sections I and II, and with consideration of progress made toward goals as described in Section III, an overall performance evaluation will be provided in Section IV to summarize the employee’s performance. A rating and supportive comments are required.
Section V: Section V is to be used to set new goals for the upcoming review period. For each goal, the following information needs to be provided: Action Steps (what the employee needs to do to reach the goal); Time Required (approximately how long it should take to reach the goal); Resources Needed (e.g., training or other resources recommended); and Link to Dept Goals (how the employee’s goals supports the Dept’s goals). These goals will be formally reviewed at the next review period (in Section III). This goal-setting section should be referenced regularly throughout the year and treated as a fluid, “living document.”
Section VI: The Employee may provide any additional performance-related comments that s/he wishes to become part of her/his permanent record. This section is optional.
Section VII: Appropriate signatures are required in this section.
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Ratings Key