Remerciez-le!

Remerciez @Admin pour avoir partagé cet document gratuitement, de la manière la plus simple, en partageant sur les réseaux sociaux.

West Chester University of Pennsylvania STAFF PERFORMANCE EVALUATION FORM INSTR

West Chester University of Pennsylvania STAFF PERFORMANCE EVALUATION FORM INSTRUCTIONS AND SAMPLE STANDARDS 2 TABLE OF CONTENTS I. INSTRUCTIONS FOR COMPLETING FORM 3 A. General Information B. Communication of Performance Standards C. Job Factors D. Rating Scale E. Employee Strengths F. Opportunities for Development G. Comments and Signatures H. Processing of Form II. JOB FACTORS 7 - 28 A. JOB KNOWLEDGE/SKILLS 7 a1. Samples Standards for Job Knowledge a. Non-Supervisory Positions b. Supervisor Positions B. WORK RESULTS 11 b1. Samples Standards for Work Results a. Non-Supervisory Positions b. Supervisor Positions C. COMMUNICATIONS 13 c1. Sample Standards for Communication a. Non-Supervisory Positions b. Supervisor Positions D. INITIATIVE/PROBLEM SOLVING 15 d1. Sample Standards for Initiative/Problem Solving a. All Employees b. Supervisor Positions E. INTERPERSONAL RELATIONS/EEO 17 e1. Samples Standards for Interpersonal Relations/EEO a. Non-Supervisory Positions b. Supervisor Positions F. WORK HABITS 20 f1. Samples Standards for Work Habits a. All Positions b. Attendance Standards for All Employees G. SUPERVISION/MANAGEMENT 23 g1. Sample Standards for Supervision/Management a. Attendance Management Standards for Supervisors III. OPPORTUNITIES FOR DEVELOPMENT 29 Examples of Performance Improvement Activities 3 INTRODUCTION FOR COMPLETING THE 363L EMPLOYEE PERFORMANCE REVIEW FORM General Information Fill-in the required data, ensuring that all information is accurate. General Instructions This section guides a supervisor through the sequential procedural process for assessing an employee’s performance and completing the form. It includes updating an employee’s job description; rating an employee based upon job responsibilities and performance expectations; providing comments; preparing an overall rating; assessing employee strengths and opportunities for development; coordinating with the reviewing officer; discussion with the employee, and preparation for the next rating cycle. Check each block as you proceed through the process. Communication of Performance Standards This section requires the supervisor to indicate the date or dates when job standards were conveyed to the employee. Standards should be conveyed near the start of the rating cycle and when changes occur adding, modifying, or deleting standards. Supervisors should maintain a record when standards were conveyed/changed so that accurate dates can be placed on the form. Job standards may be in any format, such as: objectives, expectations, job duties correlated to expected results, and job factors correlated with job standards. They can be conveyed in any manner that provides for mutual understanding of assigned work and expectations for the work products. Communication should occur with the reviewing officer to ensure consistency with organizational expectations and similar job functions. Where large groups of employees perform similar duties, supervisors may develop organizational standards for aspects of employee job duties. The number and type of performance standards should be as inclusive as necessary to adequately measure the behaviors and activities identified in the definitions of the job factors. In addition, not all employees or supervisors will have responsibility for elements contained within some of the sample standards and therefore those standards would not be appropriate for their positions. This section also requires the date or dates when a progress review was conducted with the employee. A record should be maintained as to when the progress review(s) occurred. Progress reviews are not ratings. They should be designed to discuss with the employee the status of assignments, problems or issues relating to the successful achievement of standards, need for additional training or guidance, and modification of assignments or standards due to factors beyond the control of the employee. If the employee is not meeting expectations, the supervisor and employee should develop an action plan to address issues. 4 Job Factors All employees are to be rated on six performance factors—job knowledge/skills; work results; communications; initiative/problem solving; interpersonal relations/equal employment opportunity; and work habits. Supervisors are to be rated on a seventh factor, supervision. A brief definition of each job factor is provided on the form. Rating Scale Each factor is to be rated on a five point rating scale—Outstanding, Commendable, Satisfactory, Needs Improvement, and Unsatisfactory. Examples of the relative level of performance are provided for each rating. The rating scale is progressive with each higher level containing the essentials of the previous rating (satisfactory to outstanding). Since a broad range of positions, duties, and responsibilities are rated using this form, the examples are not all-inclusive and should be used only as a guide in relating the job specific standards to the five point rating scale. Written comments are required for Outstanding, Needs Improvement and Unsatisfactory ratings but are highly recommended for all ratings. Comments are to be specific to work products and behavior and be consistent with the rating. Supervisors should comment on specific examples of work products/behavior in relation to the standards to justify the rating. An Overall Rating should be based on an assessment of the total work products and job factors contributing to their accomplishment. When one or more factors are considered significantly more important, their relative weight should be indicated. Employees are to be rated in relation to the performance standards/expectations established and any mitigating circumstances impacting on their achievement. The revised 363L form is not designed to lower previous ratings. The intent is to more clearly communicate standards and expectations of the job and to accurately assess their achievement during the specified rating period. Employee Strengths This section should identify strong attributes or abilities of an employee, such as specific knowledge or skills. The purpose is three fold: first, to recognize and give credit to the employee’s performance and proficiency in that area; second, to maximize the employee’s contribution to the organization by involving that employee in additional assignments requiring specific abilities; and third, to identify the employee as a potential mentor who could assist in cross-training or in the development of another employee. Supervisors should assess employee strengths and give appropriate feedback throughout the rating period. Although skilled employees may assist in the development of another employee, supervisors are not to abdicate primary responsibility for the supervision and development of employees under their supervision. Examples of employee strengths would include: • If an employee enjoys and performs well conducting a training activity even though conducting training is not a regular part of the job, additional assignments of that nature could be considered. 5 • If the employee has demonstrated proficiency in a specific software program, such as Microsoft Access, consideration could be given to encouraging that employee to share that knowledge with co-workers. • The employee may have a preference for working with groups of people or organizing team projects and recognition of those strengths not only gives credit to the employee, it also serves to assist a supervisor in selecting staff for specific assignments. Opportunities for Development This section affords the supervisor the opportunity to identify with the employee what knowledge, skills, and abilities need improvement. It also is used to identify developmental and or training activities to assist the employee in addressing either areas of concern or opportunities for professional growth. For more information on completing this section, see Opportunities for Development section below. Comments and Signatures This section contains space for comments/signatures from the rater, reviewing officer, and employee. All comments are to be relevant and job related. Rater: The rater generally is the employee’s immediate supervisor. Additional comments can be provided for aspects of the employee’s performance that have not been addressed elsewhere on the form. Where certain factors are weighted, information is to be provided to explain the overall rating. Reviewing Officer: The reviewing officer generally is the supervisor’s supervisor. Comments from the reviewing officer should reinforce the rating since the supervisor and reviewing officer should have discussed the rating and generally agree on the employee’s standards and their achievement. Where disagreement occurs, discussion should include documentation to support individual assessments. If disagreement remains, the next level in the supervisory chain and/or the Divisional HR Internal Consultant should be consulted to resolve the issues. Unless it can be documented that the supervisor has violated agency policy, or disregarded organizational standards, or evidence of discrimination exists, the reviewing officer cannot require the rating to be changed but can add comments to address areas of concern. Employee: The employee should check a block that reflects their agreement, disagreement, or acknowledgement that they have received the rating. They also may check a block indicating that they wish to discuss their evaluation with the reviewing officer. It is the responsibility of the supervisor to ensure the employee has the opportunity to meet with the reviewing officer, and the date that occurs should be listed on the form before it is sent to the HR Office. If the employee requests union representation for the discussion with the reviewing officer and for any subsequent discussions of the evaluation, arrangements should be coordinated to ensure union representation is provided. If the employee refuses to sign the rating, the supervisor should make a comment on the signature line to that effect. The employee may also make additional written comments that are relevant and job related, including information that disputes dates when expectations were provided. 6 Processing of Form The completed form should be sent to the HR Office and uploads/Management/ staff-performance-evaluation-form-instructions-and-sample-standards.pdf