EMPLOYEE PERFORMANCE REVIEW - Tools for Business
EMPLOYEE PERFORMANCE REVIEW (SAMPLE) 363L (Rev. 5/2001)
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|GENERAL INFORMATION |TYPE REPORT: |
| |PROBATIONARY INTERIM ANNUAL |
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|EMPLOYEE NAME |EMPLOYER |
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|CLASS TITLE | | |
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|DEPARTMENT |RATING PERIOD |
|y |FROM TO |
| SUPERVISOR NAME |
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|GENERAL INSTRUCTIONS |
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|Verify/complete General Information. |
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|Review with the employee the employee’s job description, job standards (expectations/objectives/duties) for the rating |
|cycle to ensure the appraisal relates to the specific responsibilities, job assignments, and standards that were |
|conveyed to the employee for the rating cycle. |
|) |
|Base the appraisal on the employee’s performance during the entire review period, not isolated incidents or performance prior to the current review period. |
|Obtain/review necessary input and supporting data. |
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|Rate each factor in relation to the standards established and the guidelines listed on the form for each rating. |
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|Provide an overall rating based on the rating of the individual factors, adherence to significant performance standards, and accomplishment of essential functions. Each|
|factor need not be of equal weight but comments should justify significant differences impacting on the overall rating. |
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|Assess employee strengths and identify opportunities where the employee could improve or requires additional knowledge or skill. Include projected development needs to |
|meet anticipated assignments during the next rating period. Obtain employee input regarding their training needs. When rating employees, consider their participation |
|and willingness to participate in employee development opportunities. |
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|The comments sections should be used to: support performance ratings, indicate problem areas and provide guidance to employees on how to improve performance. Comments |
|MUST be provided for outstanding, needs improvement, and unsatisfactory ratings, and are highly recommended for all other ratings. Supervisor, reviewing officer, and |
|employee comments are to be relevant and job related. |
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|Discuss/obtain comments and signature/date of reviewing officer before discussion with employee. |
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|Sign/date the form, meet with employee to discuss the rating, and obtain the employee’s signature/date/ comments. Arrange for reviewing officer discussion if requested.|
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|Update with the employee the job description, essential job functions, and performance standards/objectives for the next rating cycle. |
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|COMMUNICATION OF PERFORMANCE STANDARDS |
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|Indicate when you conveyed job standards to the employee and when progress review(s) was conducted: |
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|Performance standards (objectives, duties, expectations, etc.) for this rating period were conveyed to employee on |
|date(s) |
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|Progress Review(s) was conducted on (at least one during rating cycle) |
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|date(s) |
|EMPLOYEE NAME: | |
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|JOB FACTORS |
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|JOB KNOWLEDGE/SKILLS Measures employee’s demonstrated job relevant knowledge and essential skills, such as work practices, policies, procedures, resources, laws, customer |
|service, and technical information, as well as the relationship of work to the organization’s mission. Also measured are the employee’s self-improvement efforts to enhance |
|skills and knowledge and to stay current with changes impacting the job. |
|OUTSTANDING |COMMENDABLE |SATISFACTORY |NEEDS IMPROVEMENT |UNSATISFACTORY |
|Possesses superior job skills|• Work reflects thorough and|Work reflects adequate |Often demonstrates a lack of basic or |Consistently demonstrates a lack |
|and knowledge; effectively |current knowledge/skill of job |knowledge/skills for job. |sufficient job knowledge/skills to perform|of basic job knowledge and/or |
|applies them to work |and impact on agency | Has some knowledge of |routine functions of the job. |skills to perform job. |
|assignments. |activities/related resources. |related work. |Occasionally is resistant to changing |Rarely takes advantage of |
|Willingly mentors staff; |• Uses opportunities to |• Stays current with major |knowledge and/or skill requirements or |available skill enhancement or |
|shares knowledge. |expand knowledge/skills, |changes impacting on knowledge|processes, including opportunities for |training opportunities. |
|Seeks/applies innovative and |sharing information with staff.|or skill. Accepts change. |knowledge/skill enhancement. |Often is resistant to changing |
|relevant techniques. | | | |requirements. |
|Comments: |
|2. WORK RESULTS Measures employee’s results in meeting established objectives/expectations/standards of quality, quantity, customer service, and timeliness both |
|individually and in a team. |
|OUTSTANDING |COMMENDABLE |SATISFACTORY |NEEDS IMPROVEMENT |UNSATISFACTORY |
|• Work consistently exceeds|Work frequently exceeds |Work usually meets |Often has difficulty meeting expected |Consistently fails to meet |
|expectations of quality, |expected quality, quantity, |expectations of quality, |quality, quantity, customer service, |expected quality, quantity, |
|quantity, customer service, |customer service, and |quantity, customer service, |and/or timeliness standards. |customer service, and/or |
|and timeliness. |timeliness standards. |and timeliness. | |timeliness standards. |
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|Comments: |
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|3. COMMUNICATIONS Measures employee’s performance in exchanging information with others in an effective, timely, clear, concise, logical, and organized manners. |
|Communications include listening, speaking, writing, presenting, and sharing of information. Consideration is given to client/data complexity/sensitivity. |
|OUTSTANDING |COMMENDABLE |SATISFACTORY |NEEDS IMPROVEMENT |UNSATISFACTORY |
|• Consistently |Frequently communicates in an | Usually communicates | Often fails to communicate effectively | Consistently fails to |
|communicates in clear, |effective, timely, clear, |effectively and exchanges |or in a timely manner. |communicate effectively or |
|effective, timely, concise, |concise, and organized manner. |relevant information in a |Lacks clarity of expression orally or in |timely. |
|and organized manner. |Proficiently organizes and |timely manner. |writing. |Often does not keep others |
|• Is articulate and |presents difficult facts and |Speaks and writes clearly. |Is inconsistent in keeping others |informed. |
|persuasive in presenting, |ideas orally and in writing. |Keeps others informed. |informed. |Is an ineffective listener |
|soliciting complex or |Seeks/provides feedback. |Listens with understanding. |At times, fails to listen effectively. |and/or frequently interrupts. |
|sensitive data. | | | | |
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|Comments: |
S
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|4. INITIATIVE/PROBLEM SOLVING |
|OUTSTANDING |COMMENDABLE |SATISFACTORY |NEEDS IMPROVEMENT |UNSATISFACTORY |
|Consistently resolves | Prevents/resolves unit/team |Addresses existing and |Resolves routine problems. |Consistently fails to recognize |
|unit/team problems and |problems. |significant potential | Exhibits little initiative in |or seek help in resolving |
|promotes improvements. |Suggests innovations to improve|problems. |identifying problems, solutions, or |routine problems. |
|Maximizes resources, |operations or streamline |Suggests or assists in |improvements and/or working proactively as|Demonstrates inability to work |
|innovation/technology to |procedures. |developing solutions |part of a team to address issues of |individually or in a team. |
|streamline/improve. |Defines and analyzes complex |individually or in a team. |concern. |Rarely suggests improvements. |
|Analyzes full dimension of |problems. |Carries through solution |Requires more than routine supervision. |Requires frequent reminders |
|complex problems. |• Develops/implements |implementation with routine | |and supervision. |
|Requires minimal supervision.|solutions with moderate |supervision or follow-up. | | |
| |supervision. | | | |
|Comments: |
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|5. INTERPERSONAL RELATIONS/EQUAL EMPLOYMENT OPPORTUNITY (EEO) Measures employee’s development and maintenance of positive and |
|constructive internal/external relationships. Consideration should be given to the employee’s demonstrated willingness to function as a team player, give and receive |
|constructive criticism, accept supervision, resolve conflicts, recognize needs and sensitivities of others, and treat others in a fair and equitable manner. Supervisors|
|and team leaders also are to be assessed on their demonstrated commitment to Equal Employment Opportunity, diversity, and proactive actions to prevent/address all |
|forms of discrimination. |
|OUTSTANDING |COMMENDABLE |SATISFACTORY |NEEDS IMPROVEMENT |UNSATISFACTORY |
| Consistently promotes and |Frequently fosters teamwork, |Usually interacts in a |Often has difficulty getting along with |Interpersonal relationships are |
|maintains a |cooperation, and positive work |cooperative manner. |others. Allows personal bias to affect |counter-productive to work unit or|
|harmonious/productive work |relationships. |Avoids disruptive behavior. |job relationships. |team functions. |
|environment. |Handles conflict |Deals with conflict, |Requires reminders regarding needs and |Often ignores EEO/diversity |
|Is respected and trusted and |constructively. |frustration appropriately. |sensitivities of others. |program requirements. |
|often viewed as a role model.|Promotes and adheres to |Treats others equitably. |Inconsistently adheres to EEO/diversity | |
| |EEO/diversity program |Adheres to EEO/diversity |program requirements. | |
|Actively promotes |requirements. |program requirements. | | |
|EEO/diversity programs. | | | | |
|Comments: |
|6. WORK HABITS Measures employee’s performance relative to efficient methods of operation, customer service, proper conduct, speech, ethical behavior, and |
|Commonwealth/agency/work unit policies and procedures, such as attendance, punctuality, safety, security, proper care and maintenance of assigned equipment, and |
|economical use of supplies. |
|OUTSTANDING |COMMENDABLE |SATISFACTORY |NEEDS IMPROVEMENT |UNSATISFACTORY |
|Work reflects maximum |Frequently plans/organizes work|Work is planned to meet |Frequently lacks organization and planning|Consistently fails to meet |
|innovative use of time and |to timely and effectively |routine volume and timeliness |of work and does not adequately use |expected standards due to lack of |
|resources to consistently |accomplish job duties with |and usually fulfills |available resources. |effective organization, use of |
|surpass expectations and |appropriate use of resources. |operational and customer |Often does not meet standards in complying|equipment/resources, or |
|improve operations. |Suggests/implements |service needs. |with work policies/safety rules and/or |inattention to customer service |
|Serves as role model with |improvements and exceeds |Adheres to organizational work|care of equipment. |needs. |
|regard to work policies and |organizational work/safety |policies/safety rules and | | Resists established work |
|safety standards. |rules and standards. |procedures with few | |policies/safety rules and |
| | |exceptions. | |procedures. |
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|Comments: |
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|7. SUPERVISION (Required for all supervisors) Measures leadership, judgment, initiative, and achievement of expectations. Effectively manages program/projects, |
|employees, budget, technology, and organizational change to produce positive results. Engages in performance management, teamwork, staff development, and recognition |
|of accomplishments. Promotes customer service, diversity, inclusiveness, collaboration, effective communication, and positive labor/management relations. Uses |
|innovation and fulfills administrative requirements. |
|OUTSTANDING |COMMENDABLE |SATISFACTORY |NEEDS IMPROVEMENT |UNSATISFACTORY |
|Regularly exceeds |Meets and frequently exceeds |• Meets most expectations |• Often fails to meet expectations |Consistently fails to meet |
|expectations. |expectations. |timely and effectively. |timely and effectively. |expectations timely or |
|Implements innovative |Improves efficiency and |Maintains acceptable |• Efficiency and customer service |effectively. |
|policies, resources, and |customer service. |efficiency and customer |occasionally falls below standards. |Delivers unacceptable customer |
|technology to maximize |Provides staff with innovative |service. |• Inadequately directs, trains, |service or operational efficiency.|
|efficiency and service. |and constructive direction, |Provides staff necessary |monitors, | |
|Committed to and promotes |delegation, feedback, |direction, feedback, |and recognizes staff. |Disregards or ineffectively |
|excellence; leads by example |mentoring, and recognition. |development, and recognition. |• Inadequately fulfills administrative |provides staff direction, |
|energizing performance and |Adheres to performance |Makes decisions that usually |and performance management |monitoring, and development. |
|teamwork. |management/administrative |reflect sound judgment. |functions. |Often ignores performance |
|Uses and encourages creative |policies. |Usually adheres to |• Often lacks good judgment in |management or administrative |
|decisions and solutions. |Makes sound decisions. |administrative policies. |decisions. |policies. |
|Acts as positive change | Promotes and maintains |Encourages innovation, |• Lacks leadership in promoting |Is indecisive or lacks good |
|agent. |teamwork, inclusiveness, |teamwork, and inclusiveness. |innovation, teamwork, and |judgment. |
| |respect, and creativity. | |inclusiveness. |Resists change. |
|Comments: |
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|OVERALL RATING |
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|INSTRUCTIONS: Provide an overall rating based on the rating of the individual factors, adherence to significant performance standards, and accomplishment of essential |
|functions. This rating provides an overall impression of job performance that is supported by the job factor ratings, not necessarily an average of those ratings. Thus, |
|each factor need not be of equal weight but comments should justify significant differences impacting on the overall rating. |
|OUTSTANDING |COMMENDABLE |SATISFACTORY |NEEDS IMPROVEMENT |UNSATISFACTORY |
|Employee consistently |Employee meets and |Employee meets the |Employee meets many of the |Employee fails to meet many |
|and significantly exceeds |frequently exceeds job |expectations and standards |expectations of the job in a |job expectations and |
|job expectations and |expectations and standards |of the employee’s job in a |satisfactory manner but often fails to|standards. Performance |
|standards and demonstrates a high|and demonstrates a high |fully adequate way. |adequately meet some of the |deficiencies must be |
|degree of initiative, |degree of initiative, | |expectations or standards. |corrected. |
|customer service, and quality of |customer service, and | |Improvement is required. | |
|work. |quality of work. | | | |
|Overall Comments: |
| EMPLOYEE STRENGTHS: (Identify strong attributes, abilities, or proficiency in an area, to maximize the employee’s contribution to the organization in utilizing these |
|abilities and skills and to identify potential mentor relationships.) Comments: |
|OPPORTUNITIES FOR DEVELOPMENT: (Identify knowledge, skills, and abilities that may need improvement. Address developmental activities to assist the employee in addressing|
|either areas of concern or opportunities for professional growth.) Comments: |
|Rater’s Signature: |Date: |
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|REVIEWER’S COMMENTS |
|Comments: |
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|Reviewer’s Signature: |Date: |
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|EMPLOYEE’S COMMENTS |
| I AGREE WITH THIS RATING I DISAGREE WITH THIS RATING |
| I WOULD LIKE TO DISCUSS THIS RATING WITH MY REVIEWING OFFICER |
| DISCUSSION WITH MY REVIEWING OFFICER OCCURRED |
|(DATE) |
|I ACKNOWLEDGE THAT I HAVE READ THIS REPORT AND I HAVE BEEN GIVEN AN OPPORTUNITY TO DISCUSS |
|IT WITH THE EVALUATOR; MY SIGNATURE DOES NOT NECESSARILY MEAN THAT I AGREE WITH THE REPORT. |
|Comments: |
|Employee’s Signature: |Date: |
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