Employee Performance Monitoring Form by czk33710

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									Exempt Manager/Supervisor; Professional/Paraprofessional
                                                             State of Ohio Ohio Performance Review System
                                                                                     DIMENSIONS
                                                                                                       Does Not
                                                                                       Above   Meets     Meet     COMMENT ON ACHIEVEMENT
CUSTOMER DRIVEN
Dedicated to meeting the expectations & requirements of internal & external
customers; gets first hand customer information & uses it for improvements
in products & services. Highest emphasis placed on customer service.
Seeks peer input via internal measures including surveys, & management review.
MANAGING AND MEASURING WORK:
Clearly assigns responsibility for tasks and decisions; sets clear objectives &
measures; monitors process, progress, & results; designs feedback loops into
work. Demonstrates & ability to provide clear directin & priorizitation of park
projects.
BUDGETARY CONTROLS:
Accurately forecasts and maintains budgetary projections. Controls operating
costs by effectively utilizing staff, materials and equipment. Carefully monitors
expenditures.


CONFLICT MANAGEMENT:
Steps up to conflicts, seeing them as opportunities; reads situations quickly;
good at focused listening; can hammer out tough agreements and settle
disputes equitably; can find common ground and get cooperation
with minimum conflict.
PROFESSIONALISM:
Adheres to an appropriate & effective set of core values & beliefs during both
good & bad times; acts in line with those values; rewards the right values &
disapproves of others; practices what s/he preaches. Is trusted, hones,
truthful, yet compassionate when evaluating staff; keeps confidences, admits
mistakes, & does not misrepresent him/herself for personal gain.
Seeks to understand others, effectively uses situation leadership skills.
LEADERSHIP:
Provides energy and focus that drives the organization and is an example to
others; has a belief in oneself to step into the unknown & to persuade
others to follow, yet with humility to realize that s/he may be wrong & that
others have ideas and that listening is as important as talking.
STEWARDSHIP:
Can marshal resources (people, funding, material, support) to effectively &
efficiently get things done while protecting our natural& cutural resources; uses
resources effectively & efficiently; places superior emphasis on visitor
protection & safety.
ACTION ORIENTED:
Enjoys working hard; is action oriented and full of positive energy for
the things s/he sees as challenging; not fearful of acting with
minimum of planning; seizes more opportunities than others.
INNOVATIVE:
Fosters an environment of open-mindedness & creativity; can faciliate effective
brainstorming; is a visionary who looks to the future; never sticks with the status
quo. Constantly looking to improve the skills of others & improve the skills of
others & themselves. Stays abreast of current park trends, demands &
expectations of customers.
PERSEVERANCE:
Stays on task regardless of obstacles. Pursues everything with energy, drive, &
a need to finish; seldom gives up before finishing, especially in the face of
resistance or setbacks. Keeps Chief's office informed of issues & follows up by
memo & personal contact.
DIRECTING OTHERS:
Looks for staff doing things right. Is good at establishing clear directions; sets
challenging objectives; distributes the workload appropriately; lays out work in a
well-planned & organized manner. Maintains two-way dialogue with others on
work & results; brings out the best in people; is a clear communicator. Empower
others to do great things. Celebrates success & accomplishments of both
individuals and the park team.
Bargaining Unit Professional/Para-Professional
                                                                                         State of Ohio Ohio Performance Review System
                                                                                                                DIMENSIONS
                                                                                                                                        COMMENT ON ACHIEVEMENT
CUSTOMER DRIVEN
Dedicated to meeting the expectations & requirements of internal & external customers; gets first hand             Above
customer information & uses it for improvements in products and services. Highest emphasis placed                  Meets
on customer service. Seeks peer input via internal measures including surveys, & management review.                Does Not Meet
MANAGING AND MEASURING WORK:
Clearly assigns responsibility for tasks and decisions; sets clear objectives & measures; monitors process,        Above
progress, & results; designs feedback loops into work. Demonstrates & ability to provide clear direction           Meets
and priorizitation of park projects.                                                                               Does Not Meet
BUDGETARY CONTROLS:                                                                                                Above
Accurately forecasts and maintains budgetary projections. Controls operating costs by effectively                  Meets
utilizing staff, materials and equipment. Carefully monitors expenditures.                                         Does Not Meet
CONFLICT MANAGEMENT:
Steps up to conflicts, seeing them as opportunities; reads situations quickly; good at focused listening; can      Above
hammer out tough agreements & settle disputes equitably; can find common ground & get cooperation with             Meets
minium conflict.                                                                                                   Does Not Meet
PROFESSIONALISM:
Adheres to an appropriate & effective set of core values & beliefs during both good & bad times; acts in           Above
line with those values; rewards the right values & disapproves of others; practices what s/he preaches. Is         Meets
trusted, honest, truthful, yet compassionate when evaluating staff; keeps confidences, admits mistakes,            Does Not Meet
and does not misrepresent him/herself for personal gain. Seeks to understand others, effectively uses
situation leadership skills.
LEADERSHIP:
Provides energy and focus that drives the organization and is an example to others; has a belief in                Above
oneself to step into the unknown & to persuade others to follow, yet with humility to realize that s/he may        Meets
wrong & that others have ideas and that listening is as important as talking.                                      Does Not Meet
STEWARDSHIP:
Can marshal resources (people, funding, material, support) to effectively & effieiently get things done            Above
protecting our natural & cutural resources; uses resouces effectively & effienclty; places superior                Meets
emphasis on visitor protection and safety.                                                                         Does Not Meet
ACTION ORIENTED:                                                                                                   Above
Enjoys working hard; is action oriented and full of positive energy for the things s/he sees as                    Meets
challenging; not fearful of acting with minimum of planning; seizes more opportunities than others.                Does Not Meet
INNOVATIVE:
Fosters an environment of open-mindedness & creativity; can faciliate effective brainstorming; is a                Above
brainstorming; is a visionary who looks to the future; never sticks with the status quo. Constantly looking        Meets
to improve the skills of others & improve the skills of others & themselves. Stays abreast of current park         Does Not Meet
trends, demands & expectations of customers.
PERSEVERANCE:
Stays on task regardless of obstacles. Pursues everything with energy, drive, & a need to finish; seldom           Above
gives up before finishing, especially in the face of resistance or setbacks. Keeps Chief's office informed of      Meets
issues & follows up by memo and personal contact.                                                                  Does Not Meet
DIRECTING OTHERS:
Looks for staff doing things right. Is good at establishing clear directions; sets challenging objectives;         Above
distributes the workload appropriately; lays out work in a well-planned & organized manner. Maintains two-way      Meets
dialogue with others on work & results; brings out the best in people; is a clear communicator. Empower            Does Not Meet
others to do great things. Celebrates success & accomplishments of both individuals & the park team.
PROFESSIONAL
PARAPROFESSIONAL     STATE OF OHIO                                         Evaluation Deadline
              EMPLOYEE PERFORMANCE REVIEW
                                                                           Rating Period
                                                                           From                               to
Name (Last)             (First)          (M.I.)    EmplID #                Classification title


Agency/Division                                    Section/Unit                   Mid             Final       Annual   Special
     ODNR, Division of Parks and Recreation                                     Probation         Probation
                                                          INSTRUCTIONS

I.        INTRODUCTION
          Performance review is a vital and ongoing part of personnel management. It is an objective evaluation of employee
          performance. There are two steps to a performance review:

          A. A performance review conference with the employee PRIOR to completion of the performance review form.
          B. The completion of the performance review form.

          To meet the needs of the State’s diversified work force, seven performance review forms will be utilized:

                  *     CLERICAL
                  *     PROFESSIONAL/PARAPROFESSIONAL
                  *     TRADES/TECHNICAL
                  *     LABOR
                  *     PROTECTIVE SERVICES
                  *     DIRECT CARE
                  *     TEACHER

          PURPOSE
II.       Performance review is utilized by each state agency to:

                  *     Improve performance and productivity
                  *     Chart employee progress
                  *     Strengthen the supervisor-employee relationship and improve communication
                  *     Recognize employee accomplishments and good work
                  *     Inform the employee of strengths, weaknesses and progress in improving performance
                  *     Develop employee skills

III.      TIMELINESS
          Performance of new employees will be reviewed twice during the probationary period. The first review is due at
          midpoint; the second, at the close of the probationary period. Thereafter, regular reviews will be made at least once
          annually and MUST be completed no later than 30 days after the end of the rating period.

IV.       RATING SCALE DEFINITIONS

       A. Above Expectations - Performance exceeds the job requirements. Job performance is excellent and above and
          beyond what is expected of employees in this job. The employee requires less-than-usual supervision. The
          employee’s performance is superior.

       B. Meets Expectations - Performance satisfies the job requirements. The employee is doing the job at the level
          expected for employees in this position. Usual levels of supervision are needed. A large number of employees
          will fall in this category. This rating includes a broad range of performance, from barely satisfactory to highly
          satisfactory.

       C. Below Expectations - Performance generally fails to meet job requirements; employee requires high levels of
          supervision. The employee is not doing the job at the level expected. The employee’s performance is unsatisfactory.

ADM - 4271 10/88)
          CONDUCT AN EFFECTIVE PERFORMANCE REVIEW CONFERENCE

      A. At least two days PRIOR to the performance review conference, provide the employee with a copy of the following:

                     1. The current position description
                     2. The most recently completed performance review form, or a blank form for new employees

          Encourage the employee to review his or her performance for the upcoming rating by examining the documents
          listed above.

      B. Prior to the conference, review the position description, the most recently completed performance review form,
         and all related materials which reflect employee performance during the rating period.

          These materials may include:

                     1.   Work product files
                     2.   Written observations of job performance
                     3.   Significant job-related incidents
                     4.   Job-related observations of others who work closely with the employee
                     5.   Discussions with your supervisors and managers

      C. Hold the performance review conference.

                     1. Provide strict privacy.
                     2. Put the employee at ease.
                     3. Explain the purpose of the meeting and the results to be accomplished.
                     4. Ask the employee to discuss his or her performance during the rating period. Encourage the
                        employee to be as specific as possible.
                     5. Provide the employee with your verbal evaluation of his or her performance during the rating period.
                        Be as specific as possible. Be sure to:
                              a) Discuss each performance dimension as it relates to the employee.
                              b) Recognize good work.
                              c) Make suggestions to the employee for areas where improvement is needed. Ask the
                                 employee if there are any areas where help is needed to improve his or her performance.
                                 If necessary, discuss a plan for follow-up and monitoring.

                     6. Communicate work unit objectives and individual responsibilities for the next rating period to the
                        employee. Specifically describe your expectations of performance over this next period.

VI.       COMPLETE THE PERFORMANCE REVIEW FORM

              1.     After completion of the performance review conference, review all supplied information on the form
                     (name, date, classification) for accuracy.
              2.     Mark an ”X” in the appropriate ratings column after each performance dimension to indicate the
                     employee’s level of performance (meets expectations, above expectations, or below expectations).
              3.     After indicating each performance level, write a concise statement supporting your rating in the
                     “Rater Comments” space. In areas where an employee is rated below expectations, provide written
                     suggestions for improvement. Provide a plan for follow-up monitoring. Sign the form.
              4.     Forward the form to the Reviewer (your supervisor).
              5.     The Reviewer considers the ratings and comments, adds comments, signs the form, and forwards it to
                      Flo Horton in Human Resoruces for the Appointing Authority signature. It will be returned to the Reviewer.
              6.     Give the form to the employee for signature and comments.
              7.     If requested, schedule another conference with the employee.
              8.     After the form has been signed by all parties, give a copy to the employee, the rater, and send to
                     Human Resources for the agency file.

                      For further information on Performance Review, contact Human Resources.

								
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