Instructions for Completing the
                       Performance Management Plan



The revised (04/01/2007) Performance...
AURARIA HIGHER EDUCATION CENTER EMPLOYEE
                      PERFORMANCE APPRAISAL PLAN
Plan for Appraisal Year         ...
CUSTOMER SERVICE
Expectations:
•   Projects a positive image by contributing to the mission and goals of AHEC and the appr...
INTERPERSONAL SKILLS:
Expectations:
•   Is cooperative and responds to the needs of others (co-workers, internal and exter...
COMMUNICATION:
Expectations:
•   Demonstrates good judgment of what to say and when to say it.
•   Solicits and provides t...
ACCOUNTABILITY:
Expectations:
•   Consistently demonstrates reliability, integrity, and ownership of his/her work.
•   Adh...
JOB KNOWLEDGE:
Expectations:
•   Possesses sufficient skills and knowledge to perform all components of the job effectivel...
TEAMWORK
Expectations:
•   Contributes to positive staff morale.
•   Works well with others and is a team player.
•   Show...
FOR EVALUATION OF SUPERVISORS ONLY
Expectations:
•   Determines and provides employees with the information/resources they...
JOB RESPONSIBLITIES
              (Employee must have a minimum of three and a maximum of eight job responsibilities.)

JO...
JOB RESPONSIBILITY #2:
Expectations:
(Create a bulleted list specific to department/job responsibilities)




Measures:
Pr...
JOB RESPONSIBILITY #3:
Expectations:
(Create a bulleted list specific to department/job responsibilities)




Measures:
Pr...
JOB RESPONSIBILITY #4:
Expectations:
(Create a bulleted list specific to department/job responsibilities)




Measures:
Pr...
JOB RESPONSIBILITY #5:
Expectations:
(Create a bulleted list specific to department/job responsibilities)




Measures:
Pr...
JOB RESPONSIBILITY #6:
Expectations:
(Create a bulleted list specific to department/job responsibilities)




Measures:
Pr...
JOB RESPONSIBILITY #7:
Expectations:
(Create a bulleted list specific to department/job responsibilities)




Measures:
Pr...
JOB RESPONSIBILITY #8:
Expectations:
(Create a bulleted list specific to department/job responsibilities)




Measures:
Pr...
ADDITIONAL COMMENTS AND RECOMMENDATIONS:

1. Supervisor Comments:



  Supervisor Signature ______________________________...
AURARIA HIGHER EDUCATION CENTER
                          ANNUAL PERFORMANCE APPRAISAL SUMMARY REPORT

  Employee Name    ...
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AURARIA HIGHER EDUCATION CENTER EMPLOYEE PERFORMANCE ...

  1. 1. Instructions for Completing the Performance Management Plan The revised (04/01/2007) Performance Management Plan is available as a PDF file and a Microsoft Word document. You may either print the document and complete it manually or you may complete the form in Microsoft Word. To use this form: • Go to “Edit” on the Menu bar; click on “Select All.” This will highlight the entire document. • Go to “Edit” again and click on “Copy” • Open a new document in Word; then click “Paste” • Go to “File” on the Menu bar and click on “Save As” • Rename the file; for example, “PerformanceplanX” • You are now able to add text to the document. To use the checklist function (for mid-year and final evaluations): • To mark the boxes in the checklists, go to “Tools” on the menu bar. • Select “Protect Document” • On the right side of your screen under “Editing Restrictions,” go to #2 and select “Filling in Forms.” • While still in “Editing Restrictions”, go to # 3 and click on “Yes, Start Enforcing Protection.” • A “Password” box will appear. Using a common password such as “AHEC” is recommended. (Be sure to write it down!) • Your cursor will automatically go to the first check box; click on the box and it will automatically place an X in the box. Continue down the checklist; if you mark an X in the wrong space, just click again on the “X” and it will be removed. • When you have completed the checklists, save your changes. • Go to “Tools” and protect the document before exiting. • On the right side of the screen under “Editing restrictions” #2, select “Filling in forms” • On the right side of the screen under “Editing restrictions” #3, click on “Yes, Start Enforcing Protection” and type the password you created for the document in both password boxes, save and close the document. It is now protected again. To add additional rows and boxes to this form: • To add an additional row(s): Place cursor on the last row of the grid. • Go to “Table” on the Menu bar; go to “Insert;” follow arrow to “Rows Below.” A new row will appear. Repeat the process for additional rows. • To add a checkbox, place cursor where you want the checkbox; highlight (click and slowly drag your mouse) a checkbox in the document, go to “Edit”; select copy; go to “Edit” and select “Paste.”
  2. 2. AURARIA HIGHER EDUCATION CENTER EMPLOYEE PERFORMANCE APPRAISAL PLAN Plan for Appraisal Year Position Classification Employee Name Position Number Division Department Primary Customers Supervisor Name Position Number Effective with the April 1, 2007 performance cycle, three rating levels will be used for final evaluations for performance awards that are payable on July 1, 2008. The three rating definitions are as follows: Proficient This rating level encompasses a range of expected performance. It includes employees who are successfully developing in the job; employees who exhibit competency in work behaviors, skills, and assignments; and accomplished performers who consistently exhibit the desired competencies effectively and independently. These employees are meeting all the expectations, standards, requirements, and objectives on their performance plan, and on occasion, exceed them. This is the employee who reliably performs the job assigned and may even have a documented impact beyond the regular assignments and performance objectives that directly supports the mission of the organization. Exceptional This rating represents consistently exceptional and documented performance or consistently superior achievement beyond the regular assignment. Employees make exceptional contribution(s) that have a significant and positive impact on the performance of the unit or the organization and may materially advance the mission of the organization. The employee provides a model for excellence and helps others to do their jobs better. Peers, immediate supervision, higher-level management and others can readily recognize such a level of performance. Needs Improvement This rating level encompasses those employees whose performance does not consistently and independently meet expectations set forth in the performance plan, as well as those employees whose performance is clearly unsatisfactory and consistently fails to meet requirements and expectations. Marginal performance requires substantial monitoring and close supervision to ensure progression toward a level of performance that meets expectations. Although these employees are not currently meeting expectations, they may be progressing satisfactorily toward a “Proficient” rating and need coaching/direction in order to satisfy the core expectations of the position. CORE COMPETENCIES A competency is a measurable pattern of skills, knowledge, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational functions successfully. The State Personnel Director has defined the following uniform, statewide core competencies: Customer Service, Interpersonal Skills, Communication, Accountability, and Job Knowledge. A current Position Description Questionnaire (PDQ) or Exempt Job Description*, core competencies, and Auraria Higher Education Center’s (AHEC) mission must be considered in developing a performance plan: The Auraria Enterprise is committed to providing an effective, comprehensive, and supportive environment which facilitates the missions of the Community College of Denver, Metropolitan State College of Denver, and the University of Colorado at Denver and Health Sciences Center downtown Denver campus. * Employee must sign on “Additional Comments and Recommendations” page that he/she has reviewed and discussed a current PDQ or exempt job description during the performance management planning cycle. 2
  3. 3. CUSTOMER SERVICE Expectations: • Projects a positive image by contributing to the mission and goals of AHEC and the appropriate division. • Understands the services and requirements of AHEC as they apply to customer expectations/requests. • Provides consistent, quality services to all customers. • Follows through to communicate and implement service willingly and in a timely manner; delivers what has been promised. • Follows up at a designated time(s) to ensure customer satisfaction. • Makes decisions that promote AHEC as a customer-oriented, customer-driven organization. Measures: Proficient M-Y Final Meets the customer service expectations of the position. Treats the customer with respect and courtesy. Is available to the customer and provides accurate, consistent, and honest information. Listens to the customer and provides feedback that will benefit the customer in the future. Offers appropriate and innovative solutions to customer problems. Responds promptly and according to division guidelines to requests for information and/or assistance. Responds to telephone and e-mail messages within four hours, if applicable to position. Other (s): (Specific to department) Exceptional M-Y Final Meets all customer service “Proficient” measures. Exceeds all expectations by (example) Initiates projects that results in (example) Recognized by peers and management as an employee who always delivers an outstanding service and/or project (example) Other (s): (Specific to department) Needs Improvement M-Y Final Does not perform consistently and independently as set forth in the performance plan for customer service. Other(s): (Specific to department) Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance * Performance plan or corrective action is attached 3
  4. 4. INTERPERSONAL SKILLS: Expectations: • Is cooperative and responds to the needs of others (co-workers, internal and external customers.) • Makes sincere attempts to understand and appreciate the viewpoint, circumstances, work and communication styles, backgrounds, and abilities of others and actively attempts to be helpful towards others. • Is able to adapt to the needs of others and interact effectively within a diverse community. • Works to identify common goals and objectives and achieve positive outcomes. • Works through conflict for positive solution/results. • Promotes cooperation and teamwork. Measures: Proficient M-Y Final Meets the interpersonal skills expectations of the position. Maintains positive work relationships. Treats other with courtesy, respect, tact, and friendliness. Accepts criticism, is open to new ideas, and handles conflict constructively and diplomatically. Consistently able to obtain the cooperation of others. Learns from conflict and makes appropriate changes. Other(s): (Specific to department) Exceptional M-Y Final Meets all interpersonal skills “Proficient” measures. Exceeds all expectations by (example) Initiates a project that results in (example) Recognized by peers and management as an employee who always demonstrates outstanding interpersonal skills, e.g. conflict management, anger management, consensus building (example) Other(s): (Specific to department) Needs Improvement M-Y Final Does not perform consistently and independently as set forth in the performance plan for interpersonal skills. Other(s): (Specific to department) Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance * Performance plan or corrective action is attached 4
  5. 5. COMMUNICATION: Expectations: • Demonstrates good judgment of what to say and when to say it. • Solicits and provides timely, constructive feedback to others. • Responds promptly to requests and inquiries. • Provides accurate and timely information. • Works in an open manner and shares information to get the job done. • Asks appropriate questions to clarify information/needs; maintains confidentiality. Measures: Proficient M-Y Final Meets the communication expectations of the position. Demonstrates effective listening skills and sincerely considers the ideas of others. Follows AHEC’s electronic communication policy. Demonstrates effective phone skills. Occasionally goes the extra mile to resolve more complex issues. Represents the department in a professional, positive, and competent manner. Other(s): (Specific to department) Exceptional M-Y Final Meets all communication “Proficient” measures. Exceeds all expectations by (example) Initiates a project that results in (example) Considered by others as a role model for oral and written skills (example) Other(s): (Specific to department) Needs Improvement M-Y Final Does not perform consistently and independently as set forth in the performance plan for communication. Other(s): (Specific to department) Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance *Performance plan or corrective action is attached. 5
  6. 6. ACCOUNTABILITY: Expectations: • Consistently demonstrates reliability, integrity, and ownership of his/her work. • Adheres to AHEC’s policies and procedures; specifically, immediately reporting on-the-job injuries, criminal activity, and/or major infractions of AHEC policies, rules, and regulations. • Is regularly punctual and follows call-in procedures for emergencies and illnesses. • Follows established work schedule and provides supervisor with advance notice of any deviations. • Coordinates planned absences with the needs of the department. • Accepts responsibility for his/her actions and takes appropriate action to correct the action, situation, and/or miscommunication. • Maintains employee and agency confidentiality at all times. Measures: Proficient M-Y Final Meets the accountability expectations of the position. Does not gossip or spread rumors about AHEC employees. Is recognized by employees and co-workers as someone who is consistently fair, honest, and dependable. Works well either independently or within a group. Gets the job done on time (or before) with no reminders or coaxing. Other(s): (Specific to department) Exceptional M-Y Final Meets all accountability “Proficient” measures. Exceeds all expectations by (example). Initiates a project that results in (example). Considered by others as a role model for oral and written skills (example). Other: (Specific to department) Needs Improvement M-Y Final Does not perform consistently and independently as set forth in the performance plan for accountability. Other: (Specific to department) Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance * Performance plan or corrective action is attached 6
  7. 7. JOB KNOWLEDGE: Expectations: • Possesses sufficient skills and knowledge to perform all components of the job effectively and efficiently. • Meets work standards, schedules, and deadlines. • Demonstrates efficiency in setting priorities and completing tasks on time. • Corrects errors immediately and does not repeat them. • Shares job knowledge with co-workers and assists them with problem solving. • Pursues training for professional development purposes and enhance job performance. Measures: Proficient M-Y Final Meets the job knowledge expectations of the position. Represents the department in a positive, professional manner. Consistently produces high-quality work. Other(s): (Specific to department) Exceptional M-Y Final Meets all job knowledge “Proficient” measures. Exceeds all expectations by (example) Initiates a project that results in (example) Recognized by peers and management as an employee who always delivers an outstanding service and/or project (example) Other(s): (Specific to department) Needs Improvement M-Y Final Does not perform consistently and independently as set forth in the performance plan for job knowledge. Other(s): (Specific to department) Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance * Performance plan or corrective action is attached 7
  8. 8. TEAMWORK Expectations: • Contributes to positive staff morale. • Works well with others and is a team player. • Shows commitment to the organization and represents the agency in a positive manner in public. • Takes initiative to help/support others. • Takes initiative to support changes and improvements in the agency’s operations. Measures: Proficient M-Y Final Meets the teamwork expectations of the position. Assists/supports others in carrying out individual, division, and AHEC goals and objectives. Accepts responsibility for individual and team actions. Carries out daily goals with integrity. Acts in a manner that minimizes conflict in carrying out the operations of AHEC. Demonstrates a strong work ethic and commitment to the organization. Other(s): (Specific to department) Exceptional M-Y Final Meets all teamwork “Proficient” measures. Exceeds all expectations by (example) Initiates a project that results in (example) Recognized by peers and management as an employee who always delivers an outstanding service and/or project (example) Other(s): (Specific to department) Needs Improvement M-Y Final Does not perform consistently and independently as set forth in the performance plan for teamwork. Other: (Specific to department) Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance * Performance plan or corrective action is attached 8
  9. 9. FOR EVALUATION OF SUPERVISORS ONLY Expectations: • Determines and provides employees with the information/resources they need to do their jobs successfully. • Collaborates with employees to develop accurate job descriptions and clear performance expectations. • Provides clear, timely, and constructive feedback. • Meets with employees quarterly to formally discuss employees’ job performance and development. • Seeks employee input to complete the employees’ annual evaluation. • Provides appropriate training and challenges to employees, based on their skills and abilities • Identifies appropriate training and development opportunities; creates departmental schedules to ensure employee participation in training and development activities on the job and off-site facilities. Measures: Proficient M-Y Final Meets the expectations of the position. Meets all deadlines unless there are extenuating factors. Serves as a role model by following all AHEC policies and procedures. Sets clear expectations and meets deadlines for submission of employee performance plans. Evaluates employees based upon established performance expectations in a timely manner. Other: (Specific to department) Exceptional M-Y Final Meets all supervisor “Proficient” measures. Exceeds all expectations by (example) Initiates a project that results in (example) Recognized by peers and management as an employee who always delivers an outstanding service and/or project (example) Other: (Specific to department) Needs Improvement M-Y Final Does not perform consistently and independently as set forth in the performance plan for supervision. Other: (Specific to department) Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance * Performance plan or corrective action is attached 9
  10. 10. JOB RESPONSIBLITIES (Employee must have a minimum of three and a maximum of eight job responsibilities.) JOB RESPONSIBILITY #1: Expectations: (Create a bulleted list specific to department/job responsibilities) Measures: Proficient M-Y Final Text Field Exceptional M-Y Final Text Field Needs Improvement M-Y Final Text Field Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance * Performance plan or corrective action is attached 10
  11. 11. JOB RESPONSIBILITY #2: Expectations: (Create a bulleted list specific to department/job responsibilities) Measures: Proficient M-Y Final Text Field Exceptional M-Y Final Text Field Needs Improvement M-Y Final Text Field Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year review: Proficient Exceptional Needs Improvement Comments: Annual Summary: Final level of performance Proficient Exceptional Needs Improvement* * Performance plan or corrective action is attached 11
  12. 12. JOB RESPONSIBILITY #3: Expectations: (Create a bulleted list specific to department/job responsibilities) Measures: Proficient M-Y Final Text Field Exceptional M-Y Final Text Field Needs Improvement M-Y Final Text Field Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year review: Proficient Exceptional Needs Improvement Comments: Annual Summary: Final level of performance Proficient Exceptional Needs Improvement* * Performance plan or corrective action is attached 12
  13. 13. JOB RESPONSIBILITY #4: Expectations: (Create a bulleted list specific to department/job responsibilities) Measures: Proficient M-Y Final Text Field Exceptional M-Y Final Text Field Needs Improvement M-Y Final Text Field Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year review: Proficient Exceptional Needs Improvement Comments: Annual Summary: Final level of performance Proficient Exceptional Needs Improvement* * Performance plan or corrective action is attached 13
  14. 14. JOB RESPONSIBILITY #5: Expectations: (Create a bulleted list specific to department/job responsibilities) Measures: Proficient M-Y Final Text Field Exceptional M-Y Final Text Field Needs Improvement M-Y Final Text Field Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance * Performance plan or corrective action is attached 14
  15. 15. JOB RESPONSIBILITY #6: Expectations: (Create a bulleted list specific to department/job responsibilities) Measures: Proficient M-Y Final Text Field Exceptional M-Y Final Text Field Needs Improvement M-Y Final Text Field Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance * Performance plan or corrective action is attached 15
  16. 16. JOB RESPONSIBILITY #7: Expectations: (Create a bulleted list specific to department/job responsibilities) Measures: Proficient M-Y Final Text Field Exceptional M-Y Final Text Field Needs Improvement M-Y Final Text Field Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance * Performance plan or corrective action is attached 16
  17. 17. JOB RESPONSIBILITY #8: Expectations: (Create a bulleted list specific to department/job responsibilities) Measures: Proficient M-Y Final Text Field Exceptional M-Y Final Text Field Needs Improvement M-Y Final Text Field Evaluation: Mid-year review: Proficient Exceptional Needs Improvement Comments: End-of-year Proficient Exceptional Needs Improvement review: Comments: Annual Summary: Final level of Proficient Exceptional Needs Improvement* performance * Performance plan or corrective action is attached 17
  18. 18. ADDITIONAL COMMENTS AND RECOMMENDATIONS: 1. Supervisor Comments: Supervisor Signature ______________________________ Date ____________ 2. Reviewer Comments: Reviewer Signature ________________________________ Date _____________ 3a. Employee Signature ________________________________ Date _____________ [ ] I have reviewed and discussed the current PDQ or exempt job description used to develop my performance plan and have been given the opportunity to discuss it with my supervisor. 3b. Employee Signature________________________________ Date_____________ [ ] I have reviewed this plan and have been given the opportunity to discuss it with my supervisor. 4. Received by Human Resources: HR Signature ____________________________________ Date______________ 18
  19. 19. AURARIA HIGHER EDUCATION CENTER ANNUAL PERFORMANCE APPRAISAL SUMMARY REPORT Employee Name Position # Supervisor Name Position # Year DEFINITIONS FOR LEVELS OF PERFORM ANCE A. CORE COMPETENCIES (Type or write in rating levels) Proficient FINAL This rating level encompasses a range of expected performance. It includes employees4/1 -9/30 who are successfully developing in the job; employees who 10/1-3/31 3/31 exhibit competency in work behaviors, skills, and assignments; and accomplished performers who consistently exhibit the desired competencies Customer Service effectively and independently. These employees are meeting all the expectations, standards, requirements, and objectives on their performance plan, and on occasion, exceed them. This is the employee who reliably performs the job assigned and may even have a documented impact beyond the Interpersonal Skills performance objectives that directly supports the mission of the organization regular assignments and Exceptional Communication This rating represents consistently exceptional and documented performance or consistently superior achievement beyond the regular assignment. Employees make exceptional contribution(s) that have a significant and positive impact on the performance of the unit or the organization and may Accountability the mission of the organization. The employee provides a model for excellence and helps others to do their jobs better. Peers, materially advance immediate supervision, higher-level management and others can readily recognize such a level of performance. Job Knowledge Needs Improvement Team rating level encompasses those employees whose performance does not consistently and independently meet expectations set forth in the This Work performance plan, as well as those employees whose performance is clearly unsatisfactory and consistently fails to meet requirements and expectations. Management/Supervision Marginal performance requires substantial monitoring and close supervision to ensure progression toward a level of performance that meets (Managers and Supervisors only) are not currently meeting expectations, they may be progressing satisfactorily toward a “Proficient” rating and expectations. Although these employees B. JOB KNOWLEDGE to satisfy the or write in rating levels) need coaching/direction in order (Type core expectations of the position. 4/1- 9/30 10/1 – 3/31 FINAL 3/31 Responsibility #1: Responsibility #2 Responsibility #3 Responsibility #4 Responsibility #5 Responsibility #6 C. OVERALL RATING (Type or write in rating levels) D. REVIEW PERIOD INITIALS 9/30 3/31 FINAL 3/31 Employee’s Initials Supervisor’s Initials Reviewer’s Initials Director’s Initials 19

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