Sample Employee Evaluation by localh

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(Please Note: All Sample/Draft Personnel Policy language should be reviewed
and approved by a City Attorney prior to adoption.)

I. Why do performance evaluation?
 Employee development
 Identification of training needs attorney
 Employee motivation
 Identification of organizational problems
 Documentation to support other management decisions including corrective
 Ensure Job / Position Description is up to date and accurate.

II. How to do performance evaluation:
 Establish the right atmosphere. Find a private place where interruptions and
     phone calls are unlikely. Have your calls held. Even the seating arrangements can
     be more important than you think. Two comfortable chairs at a conference table are
     better than sitting behind the desk with the employee in front of you.
 Choose the right time. Look at your work schedule as well as the employee’s.
     Mid-morning is often considered an ideal time. You’ve completed the start-up
     routine but neither of you is too tired to conduct a proper appraisal session. Fridays
     can be bad days if you are dealing with a marginal performer. There is a weekend
     to brood immediately afterward, instead of a workday when improvements can be
     made. Select a time other than lunch. You and the employee will be able to better
     focus on the appraisal rather than the distraction of the meal and the server.
 Be in the right frame of mind. Don’t attempt to conduct an appraisal session if you
     are not feeling well or if the staff person is not well. Both of you need to be prepared
     mentally for the session.
 Set the agenda. Have the self-appraisal, planning calendar and appraisals from
     others in place.
 Review position description with employee in advance of evaluation with particular
     emphasis on the performance evaluation factors included in the description.
 Continuous observations during the year with written notation, dating and describing
     important examples of good and poor performance.
 Evaluate each performance factor independently of all other factors.
 Plan a :30 minute employee conference to review the evaluation. Schedule the
     conference no more than one or two days in advance to minimize pre-meeting
 The conference should be friendly but formal. Emphasize good performance and be
     specific about any unsatisfactory performance.
 Emphasize that an unsatisfactory rating is your appraisal of job performance, not of
     the person.
 If unsatisfactory performance noted, specify the expected corrective actions and set
     near term (3 month) follow up. Do this until the performance improves.
 Brief your supervisor on the strong and weak performance evaluations of those
     employees you supervise.
III. Directing the appraisal session:
You are conducting this session for one purpose; to discuss the employee’s
performance. You should avoid all questions that produce short, simple answers. Try
instead to ask questions that require extended, thoughtful responses.

      Which parts of the job do you feel you do well? This open-ended question
       encourages the employee to expand and discuss his/her job.
      Provide me with the details.
      Please elaborate.

IV. Providing feedback:
Make the feedback specific. Sometimes employees just don’t measure up to the
city/town’s performance standards. You have to point this out, and it won’t be easy.
Some managers try to avoid this experience. They hope the employee’s performance
will improve with time, experience, or just luck. Usually, the result is just the opposite.
Employees conclude that their performance is acceptable and no one tells them
anything different until they are fired (worst case scenario). In a case like that, a huge
wrongful discharge claim could be filed because appraisals didn’t reflect the actual

Performance feedback needs to be constructive in order for it to be productive. It tries
to reinforce the positive and change the negative by:
     Identifying what was done well or poorly.
     Describing what action or behavior is desired.
     Explaining the effects of the observed and desired acts or behavior.

Constructive feedback focuses on the behavior, not the person.
   Consider the employee’s feelings; focus on the action, not the person.
   Avoid attacking the individual and making judgments.
   Encourage the employee to listen rather than go on the defensive.
   Let the employee know what behavior is expected. Explain how you want
      inadequate behavior changed.
   Explain the results or effect of the action or behavior.
   Take time to point out positive behaviors that can be repeated and work with the
      employee to come up with ways to repeat those behaviors.
   Follow up with more feedback and action plans as needed.

V. Evaluation errors:
 "Halo and horns" effect - a general impression colors the rating on all factors. Treat
   each factor separately.
 "Recency" effect - the evaluation is based upon the last three or four weeks of
   performance rather than the totality of the evaluation period.
 "Central tendency" - fence straddling by the evaluator who is unwilling to assign
   appropriate high or low ratings.
 "Rater bias" - personal prejudice against the employee.
VI. Administration:
 An employee's signature on the evaluation form does not necessarily imply
    agreement with the evaluation, only that the employee has participated in the
 Written memoranda documenting performance through out the year should be
    attached to the evaluation report.
 Performance appraisals should be signed by the supervisor.
 The signed report and the employee's comments and other documents must be filed
    in the employee's personnel folder and stored in a secure place not readily
    accessible by employees.
 The personnel file should be made available to the employee upon request but
    under controlled circumstances to prevent loss of critical documentation.
                        PERFORMANCE EVALUATION FORM



Date: _____________________________________
Time in Position:________________________

Consider each standard separately. Mark an X in the appropriate box which most
reflects the evaluator’s response. A substandard performance rating on any
performance standard must be supported by specific comment in the space provided.
Use additional sheets if necessary.

1. JOB KNOWLEDGE, SKILLS, AND ABILITIES: The employee demonstrates the
knowledge, skills and abilities necessary to perform work satisfactorily.

 Does not have the basic       Has the basic knowledge, Has exceptional
 knowledge, skills and         skills, and abilities to   knowledge, skills, and
 abilities to perform work     perform work               abilities to perform work.
 satisfactorily.               satisfactorily.
                                                                                   

2. QUALITY OF WORK: The employee demonstrates accuracy, attention to detail and
effectiveness in completion of work.

 Work is sometimes           Work is usually accurate   Work is consistently of
 inaccurate or incomplete;   and thorough; work meets excellent quality,
 fails to meet departmental departmental standards.     accuracy, and detail.
 standards.                                           
                                                                                  
3. PRODUCTIVITY: Employee performs work with efficiency, consistency and

 Works slower than             Completes work on time,       Quickly completes work,
 expected; work is of          with consistency and          often ahead of schedule;
 substandard consistency       efficiency; meets             effectively prioritizes
 and timeliness.               departmental standards.       works; exceeds
                                                             departmental standards.
                                                                                      

4. RELIABILITY: The employee exhibits dependability and conscientiousness in
performing work and in willingness to accept responsibilities.

 Sometimes is not              Consistently dependable     Extremely dependable;
 dependable and                and conscientious; usually  follows through promptly
 conscientious in              accepts responsibilities;   on all tasks; accepts
 performing work; unwilling    meets departmental          responsibilties; exceeds
 to accept responsibilities.   standards.                  job goals; show high level
                                                           of initiative.
                                                                                   

5. COMMUNICATION: The employee demonstrates the appropriate level of written
and verbal communication skills necessary to satisfactorily perform the job.

 Communication skills        Possesses the required          Has excellent
 impair work performance.    communication skills and        communication skills; very
                             is effective in the position;   effective in verbal and
                             meets departmental              written interactions.
                            standards.
                                                                                       
6. WORK RELATIONSHIPS: The employee possesses the ability to maintain effective
and productive working relationships with fellow employees, supervisors and the public.

 Has trouble getting along     Has a generally positive      Exceeds departmental
 with other employees,         approach in assisting         standards; highly
 supervisors, and the          others; maintains effective   cooperative; works hard to
 public.                       working relationships;        promote positive work
                               meets departmental            relationships.
                               standards.                                             
                                                        

7. SAFETY: The employee adheres to the rules and regulations to ensure safety
standards are met.

 Fails to follow safety rules Follows safety rules and   Exceeds departmental
 and regulations; falls        meets departmental        standards for safety.
 below departmental            standards.
 standards.                                                                         
                                                      
                                 SAMPLE /DRAFT
                          JOB PERFORMANCE STANDARDS

This section is designed to be "job specific". Refer to the "Job Performance Standards"
of the employee's position description. Briefly list the major job duties specifically related
to the performance of this job. Check the standard which represents the employee's
work performance. Additional job performance standards may be attached. In the
comment section, provide information to explain and support ratings that indicate
substandard performance.

BELOW STANDARD: Job performance generally falls below standards required for the

MEETS STANDARDS: Job performance satisfactorily meets the requirements for the

EXCEEDS STANDARDS: Job performance consistently exceeds the standards for the

                                         BELOW             MEETS              EXCEEDS
                                         STANDARD          STANDARD           STANDARD










matches the employee's OVERALL work performance. An overall work performance
rating which does not meet "Job Requirements" requires specific explanation in the
comment section. Explanation must include the specific job performance areas requiring
improvement. Attach additional sheets as necessary.

 Performance needs             Performance meets Job       Performance exceeds Job
 improvement to meet Job       Requirements                Requirements.
                                                                                   

SECTION IV - EMPLOYEE COMMENTS: Comments are encouraged either agreeing,
disagreeing or acknowledging the supervisor's evaluation. Attach additional information
if needed.

Supervisor's signature:___________________________________________

Employee's signature:____________________________________________

Chief Administrator's signature:_____________________________________

NOTE: By signing this form, the employee acknowledges only that this evaluation
was discussed and a copy has been received by the employee. The employee's
signature does not signify agreement with the evaluation.
                          EMPLOYEE SELF EVALUATION

EMPLOYEE NAME: ___________________________ DATE:_______________

EVALUATOR: _______________________________

1. What were your principal accomplishments in your areas of responsibility since your
last evaluation?

2. Within the areas of your responsibility, what are things you could improve or build

3. Having reviewed your position description, do your areas of responsibility fit your
position description? If certain areas do not, what adjustments do you feel should be

4. What aspects of the city/town operations are you most satisfied with?
5. What aspects of the city/town operations are you least satisfied with?

6. How do you feel about your career development with the city/town?

7. Where do you see yourself two years from now?

Once this self evaluation has been reviewed by the employee and evaluator, it should
be attached to the employee’s Performance Appraisal.

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