Instructions for Completing the
                          Performance Management Plan
                              (Micro...
AURARIA HIGHER EDUCATION CENTER
                            EMPLOYEE PERFORMANCE APPRAISAL PLAN


Plan for Appraisal Year ...
A competency is a measurable pattern of skills, knowledge, abilities, behaviors, and other
characteristics that an individ...
2. INTERPERSONAL SKILLS
Expectations: Is cooperative and responds to the needs of others (co-workers, internal and
externa...
3. COMMUNICATION
Expectations: Communicates in an effective, polite, and professional manner in a variety of
modalities, i...
4. ACCOUNTABILITY
Expectations: Consistently demonstrates reliability, integrity, and ownership of his/her work.
Adheres t...
5. JOB KNOWLEDGE
Expectations: Demonstrates sufficient skills and knowledge to perform all components of the
job effective...
6. TEAMWORK
Expectations: Contributes to positive staff morale. Works well with others and is a team player.
Shows commitm...
FOR EVALUATION OF SUPERVISORS ONLY
Expectations: Determines and provides employees with the information/resources they nee...
SECTION B: JOB RESPONSIBLITIES
Employees are assigned job-specific responsibilities through their PDQ or Job Description. ...
Job Responsibilities

2. __________________
Expectations:




Objectives:
Proficient
9/30 3/31 N/A                        ...
Job Responsibilities

3.__________________
Expectations:




Objectives:
Proficient
9/30 3/31 N/A                         ...
Job Responsibilities

4._________________
Expectations:




Objectives:
Proficient
9/30 3/31 N/A                          ...
Job Responsibilities

5._________________
Expectations:




Objectives:
Proficient
9/30 3/31 N/A                          ...
Job Responsibilities
6.________________
Expectations:




Objectives:
Proficient
9/30 3/31 N/A                            ...
SECTION C: PDQ, JOB DESCRIPTION, AND PLAN APPROVAL

Each employee must have a current Position Description Questionnaire (...
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Performance Appraisal Plan (Instructions for Word 2007 included)

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Performance Appraisal Plan (Instructions for Word 2007 included)

  1. 1. Instructions for Completing the Performance Management Plan (Microsoft Word 2007) The revised (04/01/2008) Performance Management Plan is available as a PDF file and a Microsoft Word document (2007 version). You may either print the document and complete it manually or you may complete the form in Microsoft Word 2007. To create a plan document for each employee: • Go to Office Button and click on “Save As.” • Rename the file; for example, “perfplansmith.” • You have now created a new performance plan document for a specific employee. • Repeat the process to create a performance document for each employee you supervise. To add text (comments): • Select “Review” on the menu bar on the right side of your screen under “Restrict Reviewing Options,” select “Restrict Formatting and Editing.” • Go to #2, “Editing Restrictions,” and select “Comments”; then “Yes, Start Enforcing Protection” under #3. You will be asked for the password you have created for the document. • You can now enter text within the text areas of the document. To use the checklist function (for mid-year and final evaluations): • Select the “Review” tab on the menu bar. • Select “Protect” on the tool bar, then click on “Protect Document.” • On the right side of your screen under “Restrict Reviewing Options,” select “Restrict Formatting and Editing.” Go to #2, “Editing Restrictions,” and select “Filling in Forms.” • While still in “Restrict Formatting and Editing Restrictions,” go to # 3 and click on “Yes, Start Enforcing Protection.” • A “Password” box will appear. Create a password that is easy to remember. Be sure to write it down; no one will be able to retrieve it for you. • 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. 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 “Layout” on the Menu bar; and select the appropriate action, i.e. go to “Insert Above, Insert below etc. Repeat the process for additional rows. • To add a checkbox, Highlight a checkbox to copy; go to the “Clipboard” and select “Copy.” • Place cursor where you want the checkbox. • Return to the “Clipboard” and select “Paste.” Repeat process for additional rows and checkboxes.
  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 Level of Performance 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. SECTION A: CORE COMPETENCIES 2
  3. 3. 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 five (5) uniform, statewide core competencies: Customer Service, Interpersonal Skills, Communication, Accountability, and Job Knowledge. The Auraria Higher Education Center (AHEC) management team has added Teamwork as a sixth core competency. 1. 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. Makes decisions that promote AHEC as a customer-oriented, customer-driven organization. Objectives: Proficient 9/30 3/31 N/A 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. 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. 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 according to departmental policies, if applicable to position. Other (s): (Specific to department) Exceptional 9/30 3/31 Meets all customer service “Proficient” measures. Makes 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. (Must describe in detail in the “Comments” section below.) Provides a model for excellence and helps others to do their jobs better. (Must describe in detail in the “Comments” section below.) Recognized by peers and management as an employee who always delivers an outstanding service and/or project. (Must describe in detail in the “Comments” section below.) Other (s): (Specific to department) Needs Improvement 9/30 3/31 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: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 3
  4. 4. 2. INTERPERSONAL SKILLS Expectations: Is cooperative and responds to the needs of others (co-workers, internal and external customers) within a diverse community. Demonstrates tact and diplomacy in negotiations and/or confrontations with others. Shares information, recognition, and resources. Promotes cooperation and teamwork in the AHEC organization. Objectives: Proficient 9/30 3/31 N/A Meets the interpersonal skills expectations of the position. Works through conflict and maintains positive work relationships. Treats others with courtesy, respect, tact, and friendliness. Accepts criticism, is open to new ideas, and strives to maintain a positive work environment. Consistently able to obtain the cooperation of others. Learns from conflict and makes appropriate changes. Other(s): (Specific to department) Exceptional 9/30 3/31 Meets all interpersonal skills “Proficient” measures. Makes 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. (Must describe in detail in the “Comments” section below.) Provides a model for excellence and helps other to do their jobs better. (Must describe in detail in the “Comments” section below.) Recognized by peers and management as an employee who always demonstrates outstanding interpersonal skills, e.g. conflict management, anger management, consensus building. (Must describe in detail in the “Comments” section below.) Other(s): (Specific to department) Needs Improvement 9/30 3/31 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: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 4
  5. 5. 3. COMMUNICATION Expectations: Communicates in an effective, polite, and professional manner in a variety of modalities, i.e. on the phone, e-mails, in meetings, and in one-on-one conversations. Respects the different communication styles that are found in the workplace. Written documents are clear, concise, and grammatically correct. Objectives: Proficient 9/30 3/31 N/A Meets the communication expectations of the position. Demonstrates effective listening skills and considers the ideas of others. Demonstrates good judgment of what to say and when to say it. Works well either independently or within a group. Solicits and provides timely, constructive feedback to others. Works in an open manner and shares information to get the job done. Maintains confidentiality in all communication modalities. Follows AHEC’s electronic communication policy. Other(s): (Specific to department) Exceptional 9/30 3/31 Meets all communication “Proficient” measures. Makes exceptional contribution(s) that have a significant impact on the performance of the unit or the organization and may materially advance the mission of the organization. (Must describe in detail in the “Comments” section below.) Provides a model for excellence and helps others to do their jobs better. (Must describe in detail in the “Comments” section below.) Considered by others as a role model for oral and written skills. (Must describe in detail in the “Comments” section below.) Other(s): (Specific to department) Needs Improvement 9/30 3/31 Does not perform consistently and independently as set forth in the performance plan for communication. Other(s): (Specific to department) Evaluation: Mid-year review: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 5
  6. 6. 4. 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. Meets work standards, schedules, and deadlines. Objectives: Proficient 9/30 3/31 N/A Meets the accountability expectations of the position. Does not gossip or spread rumors about AHEC employees. Maintains employee and agency confidentiality at all times. Is recognized by employees and co-workers as someone who is consistently fair, honest, and dependable. 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. Meets work standards, schedules, and deadlines without coaxing. Other(s): (Specific to department) Exceptional 9/30 3/31 Meets all accountability “Proficient” measures. Makes 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. (Must describe in detail in the “Comments” section below. Provides a model for excellence and helps others to do their jobs better. (Must describe in detail in the “Comments” section below.) Other: (Specific to department) Needs Improvement 9/30 3/31 Does not perform consistently and independently as set forth in the performance plan for accountability. Other: (Specific to department) Evaluation: Mid-year review: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 6
  7. 7. 5. JOB KNOWLEDGE Expectations: Demonstrates sufficient skills and knowledge to perform all components of the job effectively and efficiently. Shares job knowledge with co-workers and assists them with problem solving. Pursues training for professional development purposes and to enhance job performance. Objectives: Proficient 9/30 3/31 N/A Meets the job knowledge expectations of the position. Demonstrates efficiency in setting priorities and completing tasks on time. Corrects errors immediately and does not repeat them. Represents the department in a positive, professional manner. Consistently produces high-quality work. Other(s): (Specific to department) Exceptional 9/30 3/31 Meets all job knowledge “Proficient” measures. Makes 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. (Must describe in detail in the “Comments” section below. Provides a model for excellence and helps others to do their jobs better. (Must describe in detail in the “Comments” section below. 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 9/30 3/31 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: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 7
  8. 8. 6. 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. Contributes and supports changes and improvements in the agency’s operations. Objectives: Proficient 9/30 3/31 N/A 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 9/30 3/31 Meets all teamwork “Proficient” measures. Makes 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. (Must describe in detail in the “Comments” section below.) Provides a model for excellence and helps others to do their jobs better. (Must describe in detail in the “comments” section below.) 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 9/30 3/31 Does not perform consistently and independently as set forth in the performance plan for teamwork. Other: (Specific to department) Evaluation: Mid-year review: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 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. Meets with employees bi-annually to formally discuss employees’ job performance and development. Provides clear, timely, and constructive feedback. Seeks employee input to complete the employees’ annual evaluation. Provides appropriate training and challenges to employees, based on their skills and abilities. Identifies and supports employee participation in training and development activities on the job and off-site facilities. Objectives: Proficient 9/30 3/31 N/A 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 9/30 3/31 Meets all supervisor “Proficient” measures. Makes 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. (Must describe in detail in the “Comments” section below.) Provides a model for excellence and helps others to do their jobs better. (Must describe in detail in the “Comments” section below.) Recognized by peers and management as an employee who always delivers an outstanding service and/or project (example) Other: (Specific to department) Needs Improvement 9/30 3/31 Does not perform consistently and independently as set forth in the performance plan for supervision. Other: (Specific to department) Evaluation: Mid-year review: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 9
  10. 10. SECTION B: JOB RESPONSIBLITIES Employees are assigned job-specific responsibilities through their PDQ or Job Description. This section identifies the major areas of responsibility and evaluates employee performance in these defined areas. Employees should have at least three (3) identified major areas of responsibility. 1.__________________ Expectations: Objectives: Proficient 9/30 3/31 N/A Text Field Exceptional 9/30 3/31 Text Field Needs Improvement 9/30 3/31 Text Field Evaluation: Mid-year review: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 10
  11. 11. Job Responsibilities 2. __________________ Expectations: Objectives: Proficient 9/30 3/31 N/A Text Field Exceptional 9/30 3/31 Text Field Needs Improvement 9/30 3/31 Text Field Evaluation: Mid-year review: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 11
  12. 12. Job Responsibilities 3.__________________ Expectations: Objectives: Proficient 9/30 3/31 N/A Text Field Exceptional 9/30 3/31 Text Field Needs Improvement 9/30 3/31 Text Field Evaluation: Mid-year review: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 12
  13. 13. Job Responsibilities 4._________________ Expectations: Objectives: Proficient 9/30 3/31 N/A Text Field Exceptional 9/30 3/31 Text Field Needs Improvement 9/30 3/31 Text Field Evaluation: Mid-year review: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 13
  14. 14. Job Responsibilities 5._________________ Expectations: Objectives: Proficient 9/30 3/31 N/A Text Field Exceptional 9/30 3/31 Text Field Needs Improvement 9/30 3/31 Text Field Evaluation: Mid-year review: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 14
  15. 15. Job Responsibilities 6.________________ Expectations: Objectives: Proficient 9/30 3/31 N/A Text Field Exceptional 9/30 3/31 Text Field Needs Improvement 9/30 3/31 Text Field Evaluation: Mid-year review: 9/30 Proficient Exceptional Needs Improvement Comments: End-of-year review: 3/31 Proficient Exceptional Needs Improvement Comments: Final level of performance Proficient Exceptional Needs Improvement 15
  16. 16. SECTION C: PDQ, JOB DESCRIPTION, AND PLAN APPROVAL Each employee must have a current Position Description Questionnaire (PDQ) or Exempt Job Description. The PDQ or Job Description should be based on the Auraria Higher Education Center (AHEC) and the Division mission statements. The PDQ or Job Description should take any agency/division goals and objectives into consideration. Auraria Higher Education Center Mission Statement 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.  I have reviewed the PDQ/Job Description and this year’s plan and have been given the opportunity to discuss it with my supervisor. Date: Supervisor Signature Date: Reviewer Signature Date: Manager Signature Date: Director Signature Date: Employee Signature Received by Human Resources Date: HR Signature 16

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