Employee Review Forms - Excel by xjz10043


More Info
									                              TERRA COMMUNITY COLLEGE
  Employee Development and Performance evaluations are meant to provide a systematic method for each
 employee to measure his/her development, to discuss his/her performance with the supervisor, to know how
well he/she is meeting the requirements of the position, to encourage motivation of the employee, to promote
open communication between management and staff, and to gain supervisory assistance with the correction of
                                             any problem areas.
Step 1) Employee is to prepare a written self-assessment (a few paragraphs):
           - progress on past goals
           - additional training and/or education received during past year
           - professional achievements
           - community involvement and/or service to the college not specifically related to his/her
          - suggestions for future measurable goals
        Submit the self-assessment to the supervisor in writing by May 15th of the current year.
            --- Supervisors are then to attach the self-assessment sheet to the back of
                the performance evaluation
Step 2) Supervisor completes Employee Development and Performance Evaluation form and
        arranges a meeting with employee.
          Because each of us has an area that can be improved upon, no on will receive all "Exceeds
          Expectations" ratings. When an "Exceeds Expectations" rating is given, a written
          explanation should be provided in the "Supervisor's Comment" section. A rating of "Meets
          Expectations" indicates that the employee is doing his/her job well. If a rating of "Below
          Expectations" is given, the supervisor will indicate in writing the behavior that is needed to
          enable the employee to improve.
Step 3) Supervisor and employee review the employee's current position description.
           If there are any discrepancies, these guidelines should be followed: duties that have been
           eliminated OR same-level responsibilities that have been added, can be changed WITHOUT
           approval from the appropriate Vice President . If higher-level responabilities are added to a position
description, the changes
           MUST be approved by the appropriate Vice President. Supervisor will forward the up-dated
           electronic file with a note stating what changes were made to the appropriate Vice President for
           Upon approval, the Vice President will forward the revised electronic file of the position description
to Laura Stull.
     Do not forward electronic copy of position description to Laura unless changes have been approved and made to the
Step 4) Employee and Supervisor should discuss and list future measurable goals that
        should be accomplished within the next year.
          These goals should stretch each employee and not be day-to-day operational goals.
Step 5) Supervisor and employee review the Employee Development and Performance Evaluation form.
          At the conclusion of the meeting, both will sign the form indicating that they have reviewed
          the document; not necessarily that the employee agrees with the ratings.
Step 6) Submit the entire packet to the HR office no later than July 1st of current year.
Step 7) Supervisor and employee should meet again in either December or January for an informal
        review of progress.
Employee's Name:

Position Title:
Review Period:
Date Reviewed:
Department:                                                                                                              Rating Key
                                                                                                     1. Consistently Below Expectations
                                                                                                     2. Below Expectations
                                                                                                     3. Meets Expectations
                               Performance Factors                                                   4. Exceeds Expectations
                                                                                                     5. Consistently Exceeds Expectations
                                                                                                     6. Unobservable or Not Applicable
1. QUALITY OF WORK: How accurate, neat and complete is the individual's work? Consider if the degree of work meets              1   2   3   4   5   6
acceptable standards.
Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

2. PRODUCTIVITY: Does individual produce an acceptable amount of work? Consider how quickly the employee accomplishes           1   2   3   4   5   6
goals and completes assignments on schedule.
Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

3. KNOWLEDGE OF JOB: Is individual familiar with duties and requirements of position as well as methods, practices, and         1   2   3   4   5   6
equipment to do the job? Consider knowledge gained through experience, education and specialized training. Consider if
person maintains current knowledge about changes in policy and procedure: keeps abreast of new developments and major
issues in field.
Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

4. ADAPTABILITY: How does individual adapt to changes? Consider ability to learn quickly, to adapt to changes in job            1   2   3   4   5   6
assignments, methods, personnel, and surroundings.
Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

5. DEPENDABILITY: How reliable is individual in performing work assignments and carrying out instructions? Consider degree of   1   2   3   4   5   6
supervision required and willingness to take on responsibilities
and to be accountable for them.
Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

6. INITIATIVE AND RESOURCEFULNESS: Does individual see things to be done and then take action? Consider ability to              1   2   3   4   5   6
contribute, develop and/or carry out new ideas or methods. Consider ability to be a self-starter, to offer suggestions, to
anticipate needs and to seek additional tasks as time permits.

C:\Docstoc\Working\pdf\33dae87f-740e-4ac3-8bcd-ccf7c94822d7.xls                                                                                     2 of 5

7. JUDGMENT: Does individual exercise ability to decide correct or choose best course of action when some decision must be         1   2   3   4   5   6
made? Consider ability to evaluate facts and make sound decisions, and use reasoning to identify, solve and prevent problems.
Works in a safe manner, preventing accidents, injuries and theft.

Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

8. RELATIONSHIPS WITH PEOPLE / ATTITUDE: Does individual work effectively with others (supervisors, peers, subordinates)?          1   2   3   4   5   6
Consider respect and courtesy shown to others, how attitude affects the work area, willingness to accept supervision, and
attitude exhibited toward the College as well as own job. Are apparel, manners and sociability appropriate to the job

Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

9. ATTENDANCE AND PUNCTUALITY: How faithful is individual in reporting to work and staying on the job? Consider arrival            1   2   3   4   5   6
times, observance of time limits for breaks and lunches. Consider patterns of sick leave, prior approval for vacation and prompt
notice of absence due to illness.

Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

10. COMMUNICATION SKILLS: To what extent does the employee, administrator, department head or supervisor demonstrate               1   2   3   4   5   6
ability to communicate effectively in both oral and written expression with employees and his/her supervisor? Are issues
confronted and resolved constructively? Consider ability to help employees with their work problems, ability to keep
employees informed of decisions and plans for own office as well as policies and procedures of the College

Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

11. PLANNING AND ORGANIZATION: How effective is the employee, supervisor, or administrator, in setting effective goals,            1   2   3   4   5   6
planning ahead and establishing priorities? Consider ability to make the most effective use of time, facilities, material,
equipment, employees skills and other resources.

Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

12. Customer Service: Does employee anticipate and understand external and internal customer needs? Usually recommends             1   2   3   4   5   6
or provides solutions or services which meet or exceed customer requirements or expectations.

Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

13. LEADERSHIP ABILITY: Is employee, department head or supervisor able to get employees, and co-workers to do willingly           1   2   3   4   5   6
and well the duties to be accomplished? Consider ability to get the work done with a high degree of morale and satisfaction on
the part of those doing the work; the ability to function consistently and effectively in an objective and rational manner
regardless of pressures.

Examples or reasons for giving this rating are: (Optional unless score is 1 or 5)

C:\Docstoc\Working\pdf\33dae87f-740e-4ac3-8bcd-ccf7c94822d7.xls                                                                                        3 of 5
Was Position Description reviewed and revised, if                                                 Yes          No
Are safety rules observed and adhered to?                                                         Yes          No


What can the employee do to improve his/her performance?

What can supervisor do to support the employee's performance improvement?

If the employee wishes to do so, any comments concerning the Performance Improvement Plan or the Evaluation ( for example, agreement or disagreement)
may be indicated in the space below.


Record here only those additional significant items brought up during the discussion with the employee which are not recorded elsewhere in this document.

I have reviewed this document and discussed the contents with my supervisor. My signature means that I have been advised of my
performance status and does not necessarily imply that I agree with this evaluation.

                     Employee's Signature                                                                                Date

                           Print Name

                     Supervisor's Signature                                                                              Date

 Appropriate Vice-President / Dean / Director Signature                                                                  Date

C:\Docstoc\Working\pdf\33dae87f-740e-4ac3-8bcd-ccf7c94822d7.xls                                                                                             4 of 5
Individual Measurable Goals
List individual goals for the past year below:

 Performance on individual                   Below Expectations          Meets Expectations        Exceeds Expectations

List individual goals for the next year below: (Employee's Self-Assessment Form should be attached to the back of this

C:\Docstoc\Working\pdf\33dae87f-740e-4ac3-8bcd-ccf7c94822d7.xls                                                      5 of 5

To top