Employee Performance Evaluation Form - DOC by docs724

VIEWS: 13,901 PAGES: 7

More Info
									<COMPANY> PERFORMANCE EVALUATION FORM
After carefully considering all results achieved, the preceding factors relating to performance, and the performance level definition below, indicate your rating of the employee’s overall performance in the section provided. Individual boxes allow for refinement of ratings within each level.

Performance Level Definitions
S – SUPERIOR – Employee excels in virtually all aspects of the job, having reached the ultimate in job performance on a sustained basis. Performance is of a rare quality found in a small percentage of people in this occupation. Decisions and recommendations are invariably sound and frequently in high-risk areas in relation to job responsibilities. In terms of what is inherently possible on this job, employee regularly perceives present and future needs, which are seldom perceived by others. Initiates, plans for and accomplishes innovative and highly worthwhile objectives. E- EXCELLENT – Performance exceeds the criteria, or standards of performance, for practically all aspects of work. Employee performs even the difficult and complex parts of the job competently and thoroughly, including extra or unique tasks assigned. Decisions and recommendations are usually sound and fairly often in the high-risk areas of the job responsibilities. In terms of what is inherently possible on this job, employee is often innovative and initiates plans for and accomplishes worthwhile objectives, whether self–initiated or established by others. F – FULL – Performance fully meets the criteria, or standards of performance, for practically all aspects of the work. The employee’s performance is steady; reliable and competent and is maintained with a minimum of supervision. Decisions and recommendations are usually sound and generally in the moderate risk, or structured areas of the job. Employee is generally able to accomplish all established objectives, and may contribute worthwhile objectives on their own initiative. A – ADEQUATE – Performance meets the criteria, or standards of performance, for some of the aspects of the work. However, job objectives are frequently not met or are met with only a minimum level of acceptability. Decisions and recommendations are often not sound and usually in the low risk, highly repetitive or structured areas of the job. You feel there is an urgent need to make a concentrated effort to improve the employee’s performance. Deadlines for improvement must be established. If performance does not improve, the employee should be transferred to a position where there is a much better probability of success; or the employee should be separated. BA – BELOW ADEQUATE – Performance is below the criteria, or standards of performance, for almost all aspects of the work. You feel that retention of the employee in this job is not warranted. The employee should be transferred to a position where there is a much better possibility of success; or the employee should be separated.

07/18/09

Page 1 of 7

OVERALL PERFORMANCE RATING
After carefully reading the performance level definitions and considering the objectives and results section, plus your evaluation of the performance factors, indicate your rating by checking the most appropriate level.

Superior High

Excellent

Full

Adequate

Below Adequate Low

Appraisers Comment’s: Signature Date: Employee’s Comments: Signature Date: Second Level Approval Date:

07/18/09

Page 2 of 7

Performance Planning & Appraisal Report
Confidential
Employee Name (Last, First, and Initial) Group or Department

Position Title

Appraisal Period From / / to /

/

I.

Performance Objectives (Task Assignments)
Please Print or Write Legibly – Form Designed for Handwritten Entry Results: At the end of the appraisal period, indicate results achieved.

Plans: At the beginning of the appraisal period, list the most significant results, objectives, projects and standards expected of the individual

(High)

S

E

F A

BA

(Low)

(High)

S

E

F A

BA

(Low)

(High)

S

E

F A

BA

(Low)

(High)

S

E

F A

BA

(Low)

(High)

S

E

F A

BA

(Low)

07/18/09

Page 3 of 7

II.

Performance Factors

Evaluate the performance of this employee for the appraisal period just completed by describing his or her job behavior on each of the following factors. It is extremely important that the ratings you provide indicate how effective the employee’s behavior was in meeting specific job duties and responsibilities related to each factor. After carefully considering each description you should circle the rating which most closely describes your assessment of the employee’s performance on this factor. It is critical that you justify your rating by listing a few specific examples of relevant job behaviors. Where a person has no objectives or responsibilities relating to a particular factor, or where the factor has been covered in the job objectives section, simply leave blank or write ‘see above section’. QUALITY OF WORK (High) S E F A BA (Low)

Provides adequate documentation where expected. Goes beyond stated requirements as appropriate, to produce a better product or result. Accuracy, thoroughness, clarity and usefulness evident in completed assignments. Caliber of work produced or accomplished. JUSTIFICATION (state specific examples)

QUANTITY OF WORK

(High) S E F A BA (Low)

Accomplishes job objectives by following assignment and self-initiated projects through to completion. Acceptable volume of work compared with what may reasonably be expected under existing job circumstances. Meets reasonable deadlines for work completion. JUSTIFICATION(state specific examples)

JOB KNOWLEDGE

(High) S E F A BA (Low)

Understands principles, concepts, techniques, requirements, materials, etc. necessary to accomplish job duties. Keeps abreast of trends, developments, markets, product innovations and/or new concepts in the field, which may improve ability to perform job function. JUSTIFICATION(state specific examples)

07/18/09

Page 4 of 7

INITIATIVE

(High) S E F A BA (Low)

Takes action without being told. Effective in coping with unusual situations and problems. Has new ideas, starts action and uses originality to meet and handle work situations. Can work independently. JUSTIFICATION (State specific examples)

PLANNING (High) S E F A BA (Low) Schedules work assignments in order to meet deadlines and uses subordinates and resources most efficiently. Can cooperate effectively with others in designing work schedules or assignments. Anticipates future needs or problems. JUSTIFICATION (State specific examples)

COST CONTROL (High) S E F A BA (Low) Controls costs and meets budgetary and profit objectives through such methods as returning surplus materials to stock, eliminating unnecessary operations, prudent use of resources, meeting cost objectives, etc. JUSTIFICATION (State specific examples)

RELATIONSHIP WITH PEERS (High) S E F A BA (Low) Keeps peers informed of pertinent job tasks, projects, results, and problems. Relays information at the appropriate times. Seeks or offers peer assistance and advice as needed. Successful and productive in working with peers on team projects. Conducts themselves in a manner conducive to heightening communication and increasing unity. JUSTIFICATION(State specific examples)

07/18/09

Page 5 of 7

RELATIONSHIP WITH SUPERVISOR (High) S E F A BA (Low) Keeps supervisor informed of progress on the job and possible problems which may develop. Transmits this information in a timely manner. Complies with supervisor’s instructions, and works through the supervisor rather than around him or her. Conducts themselves in a manner which is conducive to heightening communication and increasing unity. JUSTIFICATION (State specific examples)

RELATIONSHIP WITH PUBLIC (High) S E F A BA (Low) Establishes, maintains and improves relationships with external contacts such as customers, suppliers, community leaders and governmental groups. Conducts company business in an ethical manner with the aforementioned people. JUSTIFICATION (State specific examples)

EFFORT (High) S E F A BA (Low) Strives to maintain a level of performance that exceeds or meets demand. Monitors effectiveness and modifies plan(s) of action to create the highest potential for success. JUSTIFICATION (State specific examples)

MANAGING AND DEVELOPING SUBORDINATES (High) S E F A BA (Low) Directs subordinates in their assigned functions and follows up to ensure desired results. Keeps subordinates informed of, and enforces, company policies and procedures. Is sensitive to employee problems and attempts to find solutions. Keeps subordinates appraised of their performance. Identifies areas in which training is needed and arranges work assignments in order to facilitate learning. JUSTIFICATION (State specific examples)

07/18/09

Page 6 of 7

COOPERATIVENESS (High) S E F A BA (Low) Works with others harmoniously. Seeks ways to achieve organization, objectives and timetables; actively seeds to enhance career objectives of others. JUSTIFICATION (State specific examples)

DEPENDABILITY (High) S E F A BA (Low) Exhibits high degree of responsibility to company. Displays persistence in performance of job duties, regardless to the level of difficulty. JUSTIFICATION (State specific examples)

ATTENDANCE (High) S E F A BA (Low) Coordinates appointments, vacations and sick leave within established parameters of the organization. Arrives on time and takes scheduled breaks and lunch periods within guidelines. JUSTIFICATION (State specific examples)

ADDITIONAL NOTES & COMMENTS

07/18/09

Page 7 of 7


								
To top