EMPLOYEE PERFORMANCE REVIEW



| EMPLOYEE PERFORMANCE REVIEW |

|GENERAL INFORMATION |REVIEW TYPE: |

| |MID-YEAR INTERIM ANNUAL |

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|EMPLOYEE NAME |Rock Work Location |

|Employee A |  |

| |East County |

|POSITION |DATE OF HIRE | |

|  |      | |

|Pastoral Support | | |

|DEPARTMENT |RATING PERIOD |

|      |FROM 1/2012 TO 1/2013 |

| 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. |

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|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 1/15/2012 |

|date(s) |

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|Progress Review(s) was conducted on 6/15/2012 (at least one during rating cycle) |

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|date(s)  |

|EMPLOYEE NAME:       |  |

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|JOB FACTORS |

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|1. Job Knowledge/Skill: 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 Rock’s mission and vision. 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: Insert Comments here. |

|2. Work Results: Measures employee’s results in meeting established goals/objectives/expectations/standards of quality, quantity, customer service, and timeliness both |

|individually and in a team.  The comment section should be used to list goals the employee is responsible for and results. |

|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: Insert Comments here.   |

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|3. Communication: 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: Insert Comments here. |

S

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|4. Initiative/Problem Solving: Measures the extent to which the employee is self-directed, resourceful, and creative in performing job duties individually or in a team.|

|Also measures employee’s performance in identifying and resolving problems; following through on assignments; and initiating or modifying ideas, methods, or procedures |

|to provide improved customer service, redesign business processes, and accomplish duties.   |

|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: Insert Comments here. |

  

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|5. Loving People First – Interpersonal Relations: 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 others thoughts and |

|Is respected and trusted and |constructively. |frustration appropriately. |sensitivities of others. |feelings. |

|often viewed as a role model.| |Treats others equitably. |Inconsistently treats others with |Often rude, speaks sharply and not|

| | | |equitability. |concerned about others. |

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|Comments: Insert Comments here. |

|6. Work Habits: Measures employee’s performance relative to efficient methods of operation, customer service, proper conduct, speech, Biblical and ethical behavior, |

|work unit policies and procedures, such as attendance, punctuality, safety, security, proper care and maintenance of assigned equipment, and economical use of supplies |

|and resources.  |

|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: Insert Comments here. |

|7. ROCK ARMY: Measures employee’s performance relative to ARMY |

|Accountability Relationship |

|Reaching the Lost |

|Ministry |

|Yo’ Money |

|OUTSTANDING |COMMENDABLE |SATISFACTORY |NEEDS IMPROVEMENT |UNSATISFACTORY |

|Consistently goes above and |Often goes beyond the minimum |Meets the minimum requirements|Frequently lacks consistency in one or |Consistently fails to meet |

|beyond and exemplifies an |standards of the ARMY |of ARMY. |more of the ARMY components. |expected standards due to lack |

|ARMY leader. |principles. |Adheres to ARMY principles few|Often does not meet standards in complying|commitment to the vision of the |

|Serves as role model and |Encourages others to fully |exceptions. |with the ARMY principles. |Rock. |

|mentors others to maximize |engage in the ARMY. | | |   Resists established standards |

|their potential in the Rock | | | |for Rock employees. |

|ARMY. | | | | |

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|Comments: Insert Comments here. |

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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: N/A |

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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: Insert Comments here. |

| 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.): |

|Insert Comments Here. |

|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.) |

|Insert comments here. |

|Rater’s Signature: Supervisor's Name |Date: August 1, 2007 |

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|REVIEWER’S COMMENTS |

|Insert Comments here. |

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|Reviewer’s Signature: ELT Member |Date: August 1, 2007 |

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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: Employee's Name |Date:       |

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