On October 23rd, 2014, we updated our
By continuing to use LinkedIn’s SlideShare service, you agree to the revised terms, so please take a few minutes to review them.
Self evaluate performance of each job responsibility
Give special emphasis for achieving improvement goals & core competencies
II.7. Performance Evaluation
Manager: Final evaluation
Account for relative weight of each
Evaluate performance of each responsibility
Evaluate general job performance
Special emphasis for improvement goals and core competencies
II.7. Rating (to be assigned by manager)
Rate each individual responsibility quantitatively or qualitatively
Final overall rating:
(E) Exceeds expectations
(M) Fully Meets expectations
(MLC) Meets expectations/learning curve
(NI) Needs improvement/below expectations
Employee clearly & consistently exceeds the communicated expectations of the job function, responsibility, or goal. Demonstrates unique understanding of work well beyond assigned area of responsibility.
Represents consistently exceptional performance beyond the rating of fully meets expectations and should be reserved for those individuals that consistently go above and beyond expectations.
This rating requires written supportive information.
Fully Meets Expectations
Employee independently and competently performs all aspects of the responsibility or goal.
This is a good, solid rating that indicates the employee is performing the job as expected and as defined in the job description. Occasionally exceeds requirements.
This rating is not a “C.” The vast majority of employees are expected to achieve this rating and should be proud to earn it.
Meets Expectations/Learning Curve
Employee (new to position) exhibits appropriate progress in the course of learning the responsibilities of a new position.
Is performing as expected in a new position.
Needs Improvement/Below Expectations
Employee fails to meet expected job standards and must show change in performance to competently perform most aspects of this responsibility.
This rating requires a written action plan and timeline for improvement.
Video may be checked out overnight
– contact Deborah Nunn 6172
The video supports the following:
Encourage employee self-appraisal
Work collaboratively with employees to set goals
Motivate employees to grow and develop professionally
Video Discussing Performance
Preparing for Evaluation – Prepare Employee
Notify employee at least 2 weeks in advance. Agree on timing and location.
Ask employee to:
review his/her job description
review his/her Performance Planning and Evaluation form
review any feedback given and gather supporting documents including any training attended.
Ask employee to do self-evaluation and turn in to supervisor in advance of meeting.
Supervisor Preparation for Evaluation
Communicate and agree to meeting
plan 1 hour free from interruptions
Employee’s job description
Tips for evaluations
Employee’s self evaluation
Supervisor Preparation for Evaluation
Review performance of job responsibilities, related competencies, and improvement goals.
Draft response to each. Give quality and quantity in results.
The final rating should reflect the relative weight or average of all the ratings within the evaluation.
During Evaluation Meeting
First ask for employee comments and suggestions
Be sincere, stay job oriented and objective
Summarize previous memos/suggestions
Suggest new approaches with timelines
Use good 2-way communications
Active listening, paraphrasing and restating
Use different approach for different employees
How to Improve Performance Evaluations
Review common appraisal errors
Poorly planned meeting
Improving Performance Evaluations
Review traits of the best performance appraisals
Objective, caring and honest
Evaluation is not a surprise – frequent feedback has been given
Encourage and reward good performance
Give specific and firm feedback for poor performance
After Evaluation Meeting
Finalize Form - Add your comments and signature
Give to employee for comments and signature
Give copy to supervisor for review in confidence
Give copy to employee
Send signed original to Human Resources for employee file in confidential envelope by April 15th