I. PERFORMANCE EVALUATION

2y ago
30 Views
2 Downloads
224.05 KB
5 Pages
Last View : Today
Last Download : 2m ago
Upload by : Callan Shouse
Transcription

COLLEGE OF COASTAL GEORGIAPERFORMANCE EVALUATION FORMSUPERVISOR FORMEmployee’s Name:Department:Title:Employee’s ID:Date:Date of Employee’s Last Evaluation:Evaluator’s Name:Evaluator’s Title:Next Level Supervisor:Next Level Supervisor’s Title:Type of Evaluation: Check a box belowDates Covered by Evaluation:AnnualProvisionalOtherI. PERFORMANCE EVALUATIONScore the performance in each job factor below on a scale of 5-1 as follows:Employee exceeded all performance expectations.Employee exhibited superior performance and was anoutstanding contributor to the success of his/her5 Outstanding Performancedepartment and the College of Coastal Georgia. He/shedemonstrated role model behaviorsEmployee met all and exceeded most (more than 50%) of4 Exceptional Performancethe established performance expectations.3 Successful Performance2 Performance NeedsImprovement1 Unsatisfactory PerformanceEmployee met all performance expectations and may haveexceeded some (less than 50%). Employee was a solidcontributor to the success of his/her department and theCollege of Coastal Georgia.Employee met most (more than 50%), but failed to meetsome performance expectations. Employee needs tofurther improve in one or more areas of expected jobresults or behavioral competencies.Employee did not meet all or most (more than 50%) of theestablished performance expectations. Employee needssignificant improvement in critical areas of expected jobresults or behavioral competencies.

CompetencyKnowledge of Work - Consider employee's skilllevel, knowledge, and understanding of all phasesof the job.Quality of Work - Consider the accuracy andthoroughness in completing work assignments.Employee should strive to set high standards forpersonal performance. Consider the individual'sability to self-identify and correct errors. Take intoconsideration incomplete assignments.Planning and Organizing - Consider how well theemployee defines goals for personal performance.Reflect on how well work tasks are organized andpriorities established, and the amount ofsupervision required to do so. Consider the abilityto meet and stay on schedule and the proper useof time.Customer Relations - Consider how well theemployee interacts in dealing with internal staff,external customers, and vendors. Reflect on howwell the employee projects a courteous andprofessional manner.Dependability - Consider how well employeecomplies with instructions; consider record ofattendance and punctuality.Self-Initiative - Consider how well employeedemonstrates resourcefulness, independentthinking, and the extent to which employee seeksadditional challenges and opportunitiesindependently. Consider if employee exhibitsingenuity and initiative in job performance andseeks to create new methods, techniques, andprocesses.Communication – Measure employee’seffectiveness in listening to others, expressingideas both orally and in writing, and providingrelevant and timely information to management,co-workers, subordinates and customers.Teamwork - Consider how well the employee getsalong with colleagues. Reflect on the employee’srespect for the rights of other employees and if acooperative spirit is portrayed.PerformanceScore**Comments Required for all ratings.

ADDITIONAL FACTORS FOR SUPERVISORS:CompetencyPerformanceScore**Comments Required for All Ratings.Leadership - Measures effectiveness inaccomplishing work assignments throughsubordinates. Consider if supervisor establisheschallenging goals and delegates/coordinates taskseffectively. Reflect on if the supervisor promotesinnovation and team effort.Developing Subordinates/Mentoring - Measureseffectiveness in selecting, training and developingsubordinates to function effectively without closesupervision. Consider the supervisor’seffectiveness in mentoring subordinates andothers.Decision Making/Problem Solving - Measureseffectiveness in understanding problems andmaking timely, practical decisions.II. OVERALL PERFORMANCEOverall Performance RatingSafety - Consider the employee’s contribution toworkplace safety through accident prevention,safety awareness, proper care for equipment, andadherence to policies and procedures.0.00CompliesDoes Not ComplyN/AIII. DEVELOPMENT NEEDS:Contact the Office of Human Resources for resources and consultation on Employee Development.Areas where DEVELOPMENT is recommended:Identify job-related competencies that arenecessary for this employee to be more effective.Provide appropriate plan to achieve thisimprovement.

IV. EMPLOYEE GOALSEmployee and supervisor/evaluator will identify and discuss three goals to be accomplished by the nextreview. Completion of the goals set forth in this review will be evaluated on next year’s PerformanceEvaluation form and will be a component of the employee’s final review rating.Previous Year Goal 1:Completed Goal:YesNoPrevious Year Goal 2:Completed Goal:YesNoPrevious Year Goal 3:Completed Goal:YesNoCurrent Year Goal 1: (attach additional sheets if necessary):Current Year Goal 2: (attach additional sheets if necessary):Current Year Goal 3: (attach additional sheets if necessary):

V. EMPLOYEE’S PROFESSIONAL GOALSThis section gives the opportunity for the employee to identify what professional goals he/she wishes to pursue.Professional goals may or may not be directly related to the employee’s current job on campus but would provideprofessional as well as personal growth.Areas where PROFESSIONAL goals are desired: (ex.educational degree, conference experience,licensure, MS Office or other software training,etc.)VI. ADDITIONAL COMMENTSEvaluator’s Comments (attach additional sheets if necessary):Employee’s Comments (attach additional sheets if necessary):VII. SIGNATURESEvaluator’s Signature: Date:Next Level Supervisor’s Signature: Date:*Evaluator and Next Level Supervisor signatures must be obtained before conducting review withemployee.My signature indicates that my manager has reviewed this performance appraisal with me, and I was giventhe opportunity to discuss the official review with the manager. My signature does not necessarily indicateagreement with the ratings. I am aware that I may respond to this evaluation in writing:Employee’s Signature:Date:Attach employee’s written response if submitted.

PERFORMANCE EVALUATION FORM SUPERVISOR FORM I. PERFORMANCE EVALUATION Score the performance in each job factor below on a scale of 5-1 as follows: Type of Evaluation: Check a box below Dates Covered by Evaluation:

Related Documents:

Texts of Wow Rosh Hashana II 5780 - Congregation Shearith Israel, Atlanta Georgia Wow ׳ג ׳א:׳א תישארב (א) ׃ץרֶָֽאָּהָּ תאֵֵ֥וְּ םִימִַׁ֖שַָּה תאֵֵ֥ םיקִִ֑לֹאֱ ארָָּ֣ Îָּ תישִִׁ֖ארֵ Îְּ(ב) חַורְָּ֣ו ם

Performance Evaluation Plan Reference Annex XIII 1. ‘ To plan, continuously conduct and document a performance evaluation, the manufacturer shall establish and update a performance evaluation plan. The performance evaluation plan shall specify the characteristics and the perfor

POINT METHOD OF JOB EVALUATION -- 2 6 3 Bergmann, T. J., and Scarpello, V. G. (2001). Point schedule to method of job evaluation. In Compensation decision '. This is one making. New York, NY: Harcourt. f dollar . ' POINT METHOD OF JOB EVALUATION In the point method (also called point factor) of job evaluation, the organizationFile Size: 575KBPage Count: 12Explore further4 Different Types of Job Evaluation Methods - Workologyworkology.comPoint Method Job Evaluation Example Work - Chron.comwork.chron.comSAMPLE APPLICATION SCORING MATRIXwww.talent.wisc.eduSix Steps to Conducting a Job Analysis - OPM.govwww.opm.govJob Evaluation: Point Method - HR-Guidewww.hr-guide.comRecommended to you b

Section 2 Evaluation Essentials covers the nuts and bolts of 'how to do' evaluation including evaluation stages, evaluation questions, and a range of evaluation methods. Section 3 Evaluation Frameworks and Logic Models introduces logic models and how these form an integral part of the approach to planning and evaluation. It also

Formal annual evaluation of performance The formal annual evaluation of employee performance and planning development comprises four parts: 1. Identifying and agreeing on Key Performance Indicators, and any goals and responsibilities to implement the service's QIP. 2. Preparing for the meeting. 3. The annual performance evaluation meeting. 4.

The evaluation roadmap presents the purpose of the evaluation, the evaluation questions, the scope of the evaluation and the evaluation planning. The Steering Group should be consulted on the drafting of the document, and they should approve the final content. The roadmap identifies the evaluation

This Project Evaluation Plan Sample is part of the Evaluation Plan Toolkit and is designed to support the associated Evaluation Plan Guide and Evaluation Plan Template. This toolkit is supported with an educational webinar: Program Evaluation Plan Toolkit. The purpose of the Evaluation Plan Toolkit is to su

Classical Theory and Modern Bureaucracy by Edward C. Page Classical theories of bureaucracy, of which that of Max Weber is the most impressive example, seem to be out of kilter with contemporary accounts of change within the civil service in particular and modern politico-administrative systems more generally. Hierarchy and rule-bound behaviour seem hard to square with an environment .