自我考評表匯編(英文版)

94/94EMPLOYEESELFEVALUATIONHANDBOOK

TableofContentsTOC\o"1-3"\h\zPurposeofPerformanceEvaluations 3BarrierstoEffectivePerformanceEvaluations 3PerformanceEvaluationProcess 3QuestionstoHelpDeveloptheSelfEvaluation 4GeneralDefinitionsofPerformanceLevels 5SampleEmployeeSelfEvaluationForm 7GuidelinesforEmployeePerformanceEvaluation 18PerformanceManagementPolicy 19PerformanceEvaluationMeeting 20SampleTheCompanyEmployeePerformanceEvaluation 21

PurposeofPerformanceEvaluationsWhydoPerformanceEvaluations?IdentifiesanyperformanceconcernswhichmayneedimprovementSetsfuturegoalsandobjectivesMotivatesanddevelopsemployeesSignalstoemployeesthatyoucareDevelopsyouasasupervisorBarrierstoEffectivePerformanceEvaluationsEvaluatingaperson’sperformancecanraiseuncomfortablefeelingsDislike“confrontation”RiskofoffendingtheemployeeToobusywithotherpressingissuesLackofconfidenceinabilitytowriteaneffectiveevaluationFormisintimidating–takestoomuchtimetocompletePerformanceStandardsshouldbe:Measurable–quantity,quality,timelinessObservable–abletoseeithappenoridentifytheeffectoroutcomeReliable–criteriahasbeenestablishedandagreedtoAchievable–theemployeemustbeabletocontroltheoutcomeActive–describestheoutcomewanted,notwhatisnotwantedPerformanceEvaluationProcessStep1 HumanResourcesgeneratestheEmployeePerformanceEvaluationinaccordancewiththeemployee’sprobationaryevaluationcycleornotifiestheprogramareathroughtheannualperformanceevaluationcycleprocess.Step2 EmployeesareencouragedtoutilizetheEmployeeSelf-Evaluationtocitespecificaccomplishmentsandprovideotherrelevantinformation.Step3 EachsupervisorcompletesanEmployeePerformanceEvaluationforstaffemployeeshe/shesupervisesdirectly.Step4 Supervisorreviewsperformanceevaluationwithareadirectororexecutivedirector.Step5 Thesupervisorandemployeemeettodiscusstheperformanceevaluation.Priortosigningtheform,theemployeemayincludeawrittenresponse.Step6 TheEmployeePerformanceEvaluationFormisprovidedtotheemployeeforfinalreview,comment,andfinalsubmissiontotheimmediatesupervisor.Step7 TheEmployeePerformanceEvaluationandEmployeeSelf-EvaluationForms(ifcompleted)aresenttoHumanResourcesforprocessingandareplacedintheemployee’spermanentpersonnelfile.QuestionstoHelpDeveloptheSelfEvaluationWhatportionsofyourworkdoyoufeelyoudobest?Doyoufindthereisopportunityinyourworktodothethingsyoudobest?Doyoufeelthatyouhaveanadequateunderstandingoftherequirementsofyourposition?Forwhichresponsibilitieswouldaclearerunderstandingbeparticularlyhelpful?Whataresomeofthethingsyoulikemostaboutyourcurrentjob?Lookingatyourpositionasawhole,whatwouldyousayyouhavelearnedinthepastyear?Again,lookingatyourcurrentpositionasawhole,whatwouldyousayyouhavecontributedinthepastyear?Arethereanyspecificareasofyourpositionforwhichyoubelieveyouneedmoreexperienceortraining?Whatchangesdoyouthinkcouldbemadetohelpyoudoyourcurrentjobbetterormoreeasily?Doyouhaveanyothercommentsorsuggestionsyouwanttomakeaboutyourposition?

GeneralDefinitionsofPerformanceLevelsINEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.Performanceisconsistentlybelowestablishedexpectations,requirements,orstandards.Ineffectivelyappliesorlacksjobknowledge/skillstomeetstandards.Demonstratesfailuretoinitiateimprovementtocompleteobjectives.Deliversinaccurateandgenerallyundependableresults.Displaysbehaviorsandactionswhicharedetrimentaltoco-workers,teamwork,and/orcustomers.Mayalsohavepoorattendancewhichhindersworkflowandorganizationalobjectives.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.Performancedoesnotfullymeetestablishedexpectations,requirements,orstandards.Mayfailtopursuedevelopmentalopportunitiesand/orapplynewskillstomeetstandards.Exhibitsdifficultyadjustingtochangingsituationsorworkassignments.Maynotexhibitproactiveproblem-solvingtoimproveand/oradjustworkprocesses.Performsinconsistently,possiblyleadingtosomeinaccurate,untimely,and/orundependableresults.Attimes,displaysactionswhicharedetrimentaltocustomerservicerelationships.Maybehaveinamannerwhichisdetrimentaltotheworkgroup.Maydisplayirregularattendancethatimpactsworkflowandorganizationalneeds.MODERATELYEFFECTIVE(3):Moderatelyeffectiveinfulfillingallpositionrequirementsandmayonoccasiongenerateresultsabovethoseexpectedoftheposition.Performanceconsistentlymeetsestablishedexpectations,requirements,orstandards.Effectivelyappliesandpursuesopportunitiestoincreasejobknowledge/skillstocompleteobjectives.Readilyadjuststochangingsituationsandworkassignments.Demonstratesproactiveproblem-solvingtoimproveand/oradjustworkprocesses.Producesresultsdependably,timely,andaccurately.Effectivelymeetstheneedsofcustomerservicesrelationships.Exhibitsexpectedworkplacecourtesyandrespect.Workbehaviorspositivelyinfluencesworkgroup.Displaysregularattendancetomeetorganizationalneeds.

EFFECTIVE(4):Consistentlygeneratesresultsabovethoseexpectedoftheposition.Contributesinasuperiormannertoinnovationsbothtechnicalandfunctional.Performancefrequentlyexceedsestablishedstandards,expectations,andrequirements.Customarilyincreasesjobknowledge/skillstoaccomplishgoals;oftenseeks,acceptsandachievesnoteworthysuccessonadditionalresponsibilities.Activelysupportsandembraceschangingsituationsandadditionalworkassignments.Regularlydevelopsapproachesandimplementssolutionstoprojects/problems.Producessuperiorworkqualityandproductivitybeyondstandards.Regularlyseeks/implementsimprovementsincustomerservicerelationships.Stronglyexhibitspositiveworkbehaviorwhichpromotesandinfluencescooperationfromothers.Oftendemonstratesflexibilitytomeetingorganizationalneeds.EXTREMELYEFFECTIVE(5):Performancethatisextremelyeffectiveintheexpectationsoftheposition.Theirperformanceresultsinextraordinaryachievements,withsignificantcontributionstoobjectivesoftheorganization.Performanceconsistentlysurpassesestablishedperformancestandardsorexpectations.Continuallyappliesever-increasingjobknowledgeandskillstoaddresschallengesand/orleadnewinitiatives.Anticipatesandproactivelyrespondstochangingsituationsandadditionalworkassignments.Encouragesinothersasupportiveresponsetochange.Contributessignificantlytotheorganization’ssuccesswellbeyondjobrequirements.Routinelyseeks,accepts,andachievesextraordinarysuccessonadditionalresponsibilities.Contributesandleadsinnovative,workablesolutionstoprojects/problems.Accomplisheshighworkqualityandproductivity,evenamidstobstacles.Demonstratesconstantcommitmenttocontinuousimprovementincustomerservice.Exhibitsleadershipbehaviorwhichenhancesworkgroupperformance.Offersandapplieshighflexibilityanddedicationtomeetorganizationalgoals.

SampleEmployeeSelfEvaluationFormONEEXAMPLEOFEMPLOYEESELFEVALUATIONThepurposeoftheonecompanyEmployeePerformanceEvaluationistoassistintheprofessionaldevelopmentofonecompany’semployees,enhancecommunicationbetweensupervisorandemployee,recognizeareasofstrength,andsuggestareasforimprovement.(RefertoPerformanceManagementinthePersonnelPolicyManual)EmployeeNameJobTitleEvaluatorNameJobTitleEvaluationPeriod:7/1/00to6/30/01Instructions:ONECOMPANY’sEmployeePerformanceEvaluationincludeseightratedperformancefactors.Eachofthesefactorsconsistsoffivedescriptivephasesindicatingvaryinglevelsofperformance.Evaluateeachfactorrelatedtoyourposition.Pleasekeepinmindthatthedescriptionsundereachfactorarenotallinclusiveandallitemsmaynotberelevanttoyourposition.Theratingswhichcloselyreflectyourperformanceshouldbenoted.Tosupporttheperformanceratings,youmustprovidespecificexamplesofeachperformancebehaviorincludingareasofstrengthsandareasthatneedimprovement.Theratingsarebasedonyourjobresponsibilities,goals,andstandardsestablishedatthebeginningoftheratingperiod.

Pleaserateusingthefollowing:JobKnowledge-understandingofjobdutiesandresponsibilities;havingnecessaryjobskillsandknowledge;understanding/promotingcompanymissionsandvalues;keepingcurrentwithnewdevelopmentsandexistingpoliciesandprocedures;etc.DefinitionofRatings:EXTREMELYEFFECTIVE(5):Performancethatisextremelyeffectiveintheexpectationsoftheposition.Theirperformanceresultsinextraordinaryachievements,withsignificantcontributionstoobjectivesoftheorganization.EFFECTIVE(4):Consistentlygeneratesresultsabovethoseexpectedoftheposition.Contributesinasuperiormannertoinnovationsbothtechnicalandfunctional.MODERATELYEFFECTIVE(3):Moderatelyeffectiveinfulfillingallpositionrequirementsandmayonoccasiongenerateresultsabovethoseexpectedoftheposition.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.INEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.N/A:NotapplicableornoopportunitytoobserveCheckOne N/A 1 2 3 4 5 FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOXPleasesupportyourratinginthenarrativesectionbelowusingspecificexamples:

QualityofWork-abilitytoprovideneat,accurate,andthoroughqualitywork;accuracyandattentiontodetail;commitmenttoqualitystandards;makingcontinuousimprovements;monitoringqualitylevels;developsandimplementseffectivesolutions;effectiveness,completeness,andadherencetosafetypolicies;etc.DefinitionofRatings:EXTREMELYEFFECTIVE(5):Performancethatisextremelyeffectiveintheexpectationsoftheposition.Theirperformanceresultsinextraordinaryachievements,withsignificantcontributionstoobjectivesoftheorganization.EFFECTIVE(4):Consistentlygeneratesresultsabovethoseexpectedoftheposition.Contributesinasuperiormannertoinnovationsbothtechnicalandfunctional.MODERATELYEFFECTIVE(3):Moderatelyeffectiveinfulfillingallpositionrequirementsandmayonoccasiongenerateresultsabovethoseexpectedoftheposition.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.INEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.N/A:NotapplicableornoopportunitytoobserveCheckOne N/A 1 2 3 4 5 FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOXPleasesupportyourratinginthenarrativesectionbelowusingspecificexamples:

Productivity-managingworkload;managingpriorities;developingworkprocedures;timemanagement;meetingdeadlines;etc.EXTREMELYEFFECTIVE(5):Performancethatisextremelyeffectiveintheexpectationsoftheposition.Theirperformanceresultsinextraordinaryachievements,withsignificantcontributionstoobjectivesoftheorganization.EFFECTIVE(4):Consistentlygeneratesresultsabovethoseexpectedoftheposition.Contributesinasuperiormannertoinnovationsbothtechnicalandfunctional.MODERATELYEFFECTIVE(3):Moderatelyeffectiveinfulfillingallpositionrequirementsandmayonoccasiongenerateresultsabovethoseexpectedoftheposition.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.INEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.N/A:NotapplicableornoopportunitytoobserveCheckOne N/A 1 2 3 4 5 FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOXPleasesupportyourratinginthenarrativesectionbelowusingspecificexamples:

WorkingRelationships-respondingtointernalandexternalcustomers;workingonteamprojectsexchangingideasandopinions;conflictresolutionworkingwithothers;flexibilityandopen-mindedness;promotingmutualrespect;networkingandbuildingrelationships;ensuringandprovidingcustomersatisfaction,meetingcommitmentstocustomers;etc.Effectivelyrepresentsstudentsonissuesinvolvingcampuslife,makingcertainthatthevoiceofthestudentisheardandrecognizedbyCalPolyandtheCommunity.EXTREMELYEFFECTIVE(5):Performancethatisextremelyeffectiveintheexpectationsoftheposition.Theirperformanceresultsinextraordinaryachievements,withsignificantcontributionstoobjectivesoftheorganization.EFFECTIVE(4):Consistentlygeneratesresultsabovethoseexpectedoftheposition.Contributesinasuperiormannertoinnovationsbothtechnicalandfunctional.MODERATELYEFFECTIVE(3):Moderatelyeffectiveinfulfillingallpositionrequirementsandmayonoccasiongenerateresultsabovethoseexpectedoftheposition.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.INEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.N/A:NotapplicableornoopportunitytoobserveCheckOne N/A 1 2 3 4 5 FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOXPleasesupportyourratinginthenarrativesectionbelowusingspecificexamples:

Initiative/Innovation-tacklingproblems;takingindependentaction;seekingoutnewresponsibilities;recognizingandactingonopportunities;generatingnewideas;selfdevelopment;creativeproblemsolving;adaptingtochange;etc.EXTREMELYEFFECTIVE(5):Performancethatisextremelyeffectiveintheexpectationsoftheposition.Theirperformanceresultsinextraordinaryachievements,withsignificantcontributionstoobjectivesoftheorganization.EFFECTIVE(4):Consistentlygeneratesresultsabovethoseexpectedoftheposition.Contributesinasuperiormannertoinnovationsbothtechnicalandfunctional.MODERATELYEFFECTIVE(3):Moderatelyeffectiveinfulfillingallpositionrequirementsandmayonoccasiongenerateresultsabovethoseexpectedoftheposition.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.INEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.N/A:NotapplicableornoopportunitytoobserveCheckOne N/A 1 2 3 4 5 FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOXPleasesupportyourratinginthenarrativesectionbelowusingspecificexamples:

Communication-verbalandwrittencommunication;producingaccurateandpunctualreports;deliveringpresentations;sharinginformationwithothers;listeningskills;etc.EXTREMELYEFFECTIVE(5):Performancethatisextremelyeffectiveintheexpectationsoftheposition.Theirperformanceresultsinextraordinaryachievements,withsignificantcontributionstoobjectivesoftheorganization.EFFECTIVE(4):Consistentlygeneratesresultsabovethoseexpectedoftheposition.Contributesinasuperiormannertoinnovationsbothtechnicalandfunctional.MODERATELYEFFECTIVE(3):Moderatelyeffectiveinfulfillingallpositionrequirementsandmayonoccasiongenerateresultsabovethoseexpectedoftheposition.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.INEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.N/A:NotapplicableornoopportunitytoobserveCheckOne N/A 1 2 3 4 5 FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOXPleasesupportyourratinginthenarrativesectionbelowusingspecificexamples:

Dependability-workingindependently;meetingcommitmentsandworkstandards;acceptingaccountability;handlingchange;stayingfocusedunderpressure;meetingattendancerequirements;meetingdeadlines;etc.EXTREMELYEFFECTIVE(5):Performancethatisextremelyeffectiveintheexpectationsoftheposition.Theirperformanceresultsinextraordinaryachievements,withsignificantcontributionstoobjectivesoftheorganization.EFFECTIVE(4):Consistentlygeneratesresultsabovethoseexpectedoftheposition.Contributesinasuperiormannertoinnovationsbothtechnicalandfunctional.MODERATELYEFFECTIVE(3):Moderatelyeffectiveinfulfillingallpositionrequirementsandmayonoccasiongenerateresultsabovethoseexpectedoftheposition.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.INEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.N/A:NotapplicableornoopportunitytoobserveCheckOne N/A 1 2 3 4 5 FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOXPleasesupportyourratinginthenarrativesectionbelowusingspecificexamples:

Management-establishingafocusanddirection;implementingcompanypoliciesandprocedures;conflictresolution;establishingclearperformancestandards;resolvingperformanceproblems;providingfeedbackandcoaching;definingrolesandresponsibilities;delegatingresponsibility;collaborativemanagement;creatingaccuratebudgets;meetingbudgetgoals;makingthoughtfulandsystematicdecisions;etc.EXTREMELYEFFECTIVE(5):Performancethatisextremelyeffectiveintheexpectationsoftheposition.Theirperformanceresultsinextraordinaryachievements,withsignificantcontributionstoobjectivesoftheorganization.EFFECTIVE(4):Consistentlygeneratesresultsabovethoseexpectedoftheposition.Contributesinasuperiormannertoinnovationsbothtechnicalandfunctional.MODERATELYEFFECTIVE(3):Moderatelyeffectiveinfulfillingallpositionrequirementsandmayonoccasiongenerateresultsabovethoseexpectedoftheposition.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.INEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.N/A:NotapplicableornoopportunitytoobserveCheckOne N/A 1 2 3 4 5 FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOXPleasesupportyourratinginthenarrativesectionbelowusingspecificexamples:

GoalsUsethespacebelowtolistgoalsfrompreviousreviewanddescribehowemployeehas/hasnotmetthesegoals(attachadditionalsheetsifneeded).CompletedInProgressIncompletePerformancegoalsfornextyearwillbeestablishedduringtheLong-TermPlanningprocessandforwardedtoHumanResourceswhencompleted.OverallPerformanceBasedontheaboveratingsandtheirimportancetotheposition,pleaseratetheemployee’soverallperformance.EXTREMELYEFFECTIVE(5):Performancethatisextremelyeffectiveintheexpectationsoftheposition.Theirperformanceresultsinextraordinaryachievements,withsignificantcontributionstoobjectivesoftheorganization.EFFECTIVE(4):Consistentlygeneratesresultsabovethoseexpectedoftheposition.Contributesinasuperiormannertoinnovationsbothtechnicalandfunctional.MODERATELYEFFECTIVE(3):Moderatelyeffectiveinfulfillingallpositionrequirementsandmayonoccasiongenerateresultsabovethoseexpectedoftheposition.INCONSISTENT(2):Performancesometimesmeetspositionrequirements.Seldomexceedsandoftenfallsshortofdesiredresults.INEFFECTIVE(1):Consistentlyfallsshortofperformancestandards.Situationrequiresimmediatereviewandaction.CheckOne 1 2 3 4 5 FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOX FORMCHECKBOXAreasofstrength:Areasforimprovement:_______________________________ EmployeeSignature Date

GuidelinesforEmployeePerformanceEvaluationTheEmployeePerformanceEvaluationprovidesadirectlinkbetweentheevaluativecriteriaandassignedjobfunctionsasdescribedontheemployee’sPositionDescription.Supervisorsmustratedemonstratedperformanceforeachjobfunctionbasedonallapplicablefactorssuchas:jobknowledge;qualityofwork;productivity;workingrelationships;initiative/innovation;communication;dependability;management;andanyotherfactorsthatmayimpactjobperformance.Theperformanceevaluationformprovidesspacefornarrativecommentbythesupervisoronperformanceofjobfunction.AnEmployeeSelf-Evaluationisalsoavailableforuseintheevaluationprocess.EmployeesareencouragedtoutilizetheSelf-EvaluationFormtoidentifyspecificaccomplishmentsduringtheratingperiod. Foremployeeswithleadorsupervisoryresponsibilities,theEmployeePerformanceEvaluationidentifiesadditionalevaluationfactorsincludingpromotingasafeworkenvironment,demonstratedcommitmenttoequalemploymentopportunityanddiversity,andcreationofaclimatepromotingcustomerservice,collaborationandteamwork.Foreaseofuse,theEmployeeSelf-EvalautionformsareavailableusingMicrosoftWordandcanbeaccessedontheWebatthefollowinglocation:CopiesoftheformscanalsobeobtainedbycontactingHumanResourcesatext.6-5800.PerformanceManagementPolicyAnemployeeevaluationprogramhasbeendevelopedtoimproveemployeeperformance,toimprovesupervisor/employeerelationshipsandtoestablishclearlyunderstooddutiesandresponsibilitiesexpectedofeachemployeebaseduponagreed/establishedperformancestandardsandgoals.Itistheresponsibilityofeachsupervisortoassurethatallperformanceevaluationsarecompletedinatimelyfashionandinfullrecognitionoftheirimportancetoboththeemployeeandemployer.NeworTransferringEmployeesPerformanceevaluationsarerequiredatsix(6)monthsfornewandtransferringemployees.AnnualPerformanceEvaluationForallotheremployees,performanceevaluationswillbeconductedannuallyusuallyattheendofthefiscalyear.Thefollowingproceduresshallbefollowed:Employeesandsupervisorswillsetgoalsandstandardsfortheupcomingyear.GoalsandstandardsshallreflecttheoverallgoalsofONECOMPANY.Employeesandsupervisorswillmeetforamid-yearupdateonprogresstowardsgoals.Goalsshouldbemodifiedasneeded.Inputwillbesolicitedfromotheremployeesandstudentswhocanattesttotheemployee’sperformance.Blankreviewformsaredistributedto5-10individuals(5maximumfornon-administrativestaffand10maximumforadministrativestaff)selectedbytheemployee.Selectednamesshouldincludesubordinates,colleagues,andstudentswhoarefamiliarwiththeemployee’sworkandcancommentappropriately.Thecompletedreviewsarethensubmittedtotheimmediatesupervisordirectlytoensureconfidentiality.TheHumanResourcedepartmentwillfacilitatethisprocess.SolicitationforinputisconductedannuallyforallstaffwiththeexceptionoftheExecutiveDirectorandAssociateExecutiveDirector.TheExecutiveDirectorandAssociateExecutiveDirectorshallfollowtheperformanceevaluationprocessasoutlinedbytheircontract.Acompletedself-evaluationisforwardedtotheimmediatesupervisor.Afinalperformanceevaluationiswrittenwithconsiderationforinputfromstudents,colleagues,andsubordinatesandself-evaluation,alongwiththegoalsandstandardssetatthebeginningoftheevaluationyear.Thefinalperformanceevaluationwillbediscussedbetweenthesupervisorandemployee;appropriatesignaturesandcommentswillbereceived.CompletedperformanceevaluationshallbeforwardedtoHumanResourcesdesigneetobeplacedintheemployee’spersonnelfile.SpecialEvaluationsAsupervisororemployeemayrequestaperformanceevaluationatanytimeoronas-neededbasis.Appropriatejustificationforarequestbyanemployeemusthavetheconcurrenceoftheaffectedsupervisor.PerformanceEvaluationMeetingTheperformanceevaluationmeetingisacriticalcomponentoftheevaluativeprocess.Themeetingprovidesthesupervisorandemployeewithanopportunitytoengageinanopenandconstructivediscussionregardingtheemployee’sjobperformance,accomplishments,areasofneededimprovement,traininganddevelopment,andfutureperformancegoalsandexpectations.Duringthemeeting,thesupervisorshouldsolicittheemployee’scommentsandsuggestionsandcreateanatmosphereinwhichtheemployeeisencouragedtospeakcandidlyandreplytocriticismsorsuggestionsofferedbythesupervisor.

SampleOneCompanyEmployeePerformanceEvaluationONECOMPANYEMPLOYEEPERFORMANCEEVALUATIONThepurposeofthecompanyEmployeePerformanceEvaluationistoassistintheprofessionaldevelopmentofthecompany’semployees,enhancecommunicationbetweensupervisorandemployee,recognizeareasofstrength,andsuggestareasforimprovement.(RefertoPerformanceManagementinthePersonnelPolicyManual)_______________________________ _________________________________EmployeeName EvaluatorName__________________________ ____________________________JobTitle JobTitleEvaluationPeriod:7/1/00to6/30/01Instructions:Thecompany’sEmployeePerformanceEvaluationincludeseightratedperformancefactors.Eachofthesefactorsconsistsoffivedescr