Part I Review of Current Year Go by fjzhangm


									Peter Kiewit Computing Services Annual Employee Performance Review An annual performance review is a single point in a process that extends across a full year. Reviews are an important tool, both for the employee and the supervisor. Reviews not only help the employee develop professionally, they also help ensure that individual goals are aligned with team and departmental goals.

General Instructions: Cover Page:
Please complete the cover page. The annual review will serve to both set expectations and review year end accountability so check both boxes. In the Mentor/Mentee section if the supervisor would recommend the person as a mentor circle Mentor and check yes. If the supervisor would like to see the employee assigned a mentor circle Mentee and check yes. Under the section for suggested areas for professional development it has been noted that this is described in Section 6.

Part 1: Key Position Responsibilities
The supervisor and employee should agree on the key responsibilities of the position and their relative priority. These responsibilities should tie to the position description.

Part 2: Last Evaluation Goals and Expectations
Include only goals that were defined in the last performance review. Briefly describe the employee’s progress toward these goals.

Part 3: Other Accomplishments
Include in this section an accounting of projects, tasks or deliverables assigned during the year. These items should be different from the goals and expectations described in Part 2. They should reflect specific work product.

Part 4: Performance Factors
Performance factors are assigned within the categories of our departmental core values. Space is included for the employee and the supervisor to provide a rating. Performance factors should be rated on the scale: • • • (1) (2) (3) Needs Improvement Meets Expectations Exceeds Expectations

An additional category of New to Position (N) should be used for employees who have not been in the position long enough to make an accurate determination of their performance. Additionally the Integrity and Respect section has only a yes or no response. This section can be completed in a flexible manner to meet the needs of the supervisor and staff person. This section can be completed in one of the following manners; no one method is preferable:

Peter Kiewit Computing Services Annual Employee Performance Review    Example A: Rate only at the summary level, for example ‘Job Knowledge’. In this method the sub-topics serve only as reminders of the type of information that should be considered when rating the category Example B: Rate at the summary level and also rate those items at the sub-topic level that merit specific discussion Example C: Do not rate at the summary level but rate only sub-topics that require specific comment because they are either above or below the level of expectation.

Comments should be used as appropriate throughout the section, either at the summary section (Job Knowledge), line level (Effectively applies…), or in the summary box at the end of the section and can be added either by the employee or the supervisor. Comments should highlight areas of exceptional performance or areas where improvement is needed. Comments should end with the initials of the person making the comment. Example A: EXCELLENCE
Self Supr Comment Has strong job knowledge, understands concepts, and is able to apply knowledge as appropriate

Job Knowledge   Effectively applies required job skills, practices, and knowledge Demonstrates ability to learn and apply new skills


Self Supr Comment

Job Knowledge  Effectively applies required job skills, practices, and knowledge  Demonstrates ability to learn and apply new skills Example C: EXCELLENCE


3 2

I think that I shall never see an employee as competent as thee



Job Knowledge  Effectively applies required job skills, practices, and knowledge  Demonstrates ability to learn and apply new skills


John agreed to take on project X where I expected to see a solid understanding of financial analysis. The quality of the analysis indicates that these skills are not at an appropriate level

Sections for those with Management Responsibilities: Shaded sections are for staff with management responsibilities.

Peter Kiewit Computing Services Annual Employee Performance Review

Part 5: Goals for the Coming Year
This section should reflect the staff member’s goals, which will be related to departmental and team goals, but should be specific to the individual. Goals should meet the following criteria— they should be: specific, measurable, achievable, results focused, and time bound. Additional information on goal setting is included at the end of this document.

Part 6: Career and Professional Development Plans
This section should include specific plans for the individual and identify needed resources. Plans can be made for the next year and might look even farther at future career plans. For example, a professional development plan for the next year might include specific training in an operating system, supervisory training or conflict resolution. Career planning for the individual might include attending a class on management principles to explore whether or not the person might want to move into management. By identifying resources, the supervisor does not necessarily commit the College to providing for that expense. For example an individual may need to take some courses outside the College to achieve a goal. The department, however, cannot commit to providing more dollars to the individual than the College’s standard tuition benefit. A reminder that all job descriptions in Computing specifically note commitment to a diverse community as a position requirement. All staff should have a component of their annual plan directed toward this area.

Part 7: Supervisor Summary Comments
The supervisor may choose to add a summary comment.

Part 8: Employee Summary Comments
Employees are encouraged to provide feedback on their evaluation.

By signing the performance review form the employee and supervisor indicate only that they have discussed the information. A signature by the employee does not signify agreement in full with the content of the evaluation. Once the review is completed, the supervisor and the employee should sign and date the evaluation, and forward it on the Computing Services Administrative Offices, attention Rita Murdoch.

Peter Kiewit Computing Services Annual Employee Performance Review Differentiating between Goals and Duties:  A DUTY is a statement of an employee’s normal work output, a clearly established responsibility or requirement of an employee’s job. Duties are found on an employee’s job description. Examples include maintaining a database, preparing travel requests, and scheduling meetings. A GOAL is a statement of specific work-related achievement to be accomplished within a specified time frame. See examples below.


You may set routine, problem-solving, or innovative goals, or very likely a combination. These are described below:  Routine (Normal Work Output; Duty) While all duties on a job description are not likely to be listed under Goals/Duties, there may be a duty or responsibility that is so pertinent to the employee’s job that the you decide to include it as a major focus area. Problem-Solving (Quality Improvement) You might have set a goal to improve a work process, behavior or function. An example of a problem-solving goal: To improve the readability and format of the


production statistics report.

Innovative (Something New) Perhaps you have ideas for new ways for the employee to perform work or carry out his/her areas of responsibility. An example of an Innovative goal: To create

a new electronic Template for preparing the monthly production statistical report.

Goals should be written so that they describe how the results are to be obtained, how results will be measured, and when the work will be done: They should be SMART:

Specific:(Use an action verb, e.g., to develop…, to design…, to implement…, to
 

produce…) Make sure the goal specifies what needs to be done, with a timeframe for completion, e.g., acknowledge Remedy tickets back to customer within 24 hours of Definition of how and what needs to be done Clear Understanding

Measurable: (Contains numeric or descriptive measures that define quantity, quality,
of receipt.

and cost) How you will know your employee has been successful in meeting this goal, e.g., Tag fixed assets and enter appropriate information into database within 15 days

Peter Kiewit Computing Services Annual Employee Performance Review       Behavior: observable actions Quantity: number or amount Quality: how well the result meets the criteria; what it’s like when it’s right Cycle time: time from request to completion Efficiency: resources used to get the result Flexibility: will accommodate special needs

Achievable (Within employee’s control and influence; a “stretch” yet feasible) Is the
goal achievable by your employee? Can they complete the goal as you stated in the timeframe you originally outlined?  Authority or control to meet the goal  Influence to meet the goal  Resources to meet the goal  Environmental support to meet the goal

Results-Focused (Measures actual outputs or results (not activities) such as products,
deliverables, and accomplishments)

Time-Bound (Identifies target date) How often the employee should work on this task
or by    when the employee should accomplish this goal. Specific date Calendar milestone Relative to the achievement of another result

Here are some examples of goals using SMART:  To reconcile the department accounts and provide financial reports by the tenth day after the close of every month  To develop and implement a new model for assigning on-call hours by November 1st.  To installed, tested and place in production the application for new student registration process by June 1st.  To research, develop, and submit recommendations for improving backup speeds by the end of the calendar year.  To attend training and then complete X certification by January 1st.  To develop a customer database using access software that will include customers’ demographic and contact information. The database will be tested by

Peter Kiewit Computing Services Annual Employee Performance Review the end of the 1st quarter and implemented for department use by May 15. This will allow department to more readily contact customers when needed.  To complete quarterly patches within 30 days of receipt.  To research and recommend QA process for annual maintenance process before third quarter.

To top