Employee Performance Appraisal and Development Name

Classification

Department

Appraisal Period

Purpose:

Regular

Special

Probationary

Merit Eligibility

to Probation Complete

GENERAL INFORMATION There are a number of purposes for the evaluation process. First and foremost, the primary purpose is to motivate each individual to work at his or her peak capacity by clarifying what is expected, establishing job standards and objectives, reviewing the employees’ progress toward achieving those goals, and providing both the employee and the supervisor an opportunity to express concerns and make positive suggestions. Another purpose is, of course, to provide an opportunity for recognizing individual employees’ achievements and also to identify individuals whose performance needs improvement or is unacceptable. In the latter case, the employee would have been notified well in advance of the full appraisal process. This type of appraisal should never come as a surprise. The appraisal process will also identify training needs and outline a course of action by which those training needs can be met.

COMPLETING THE APPRAISAL This appraisal is divided into four primary areas: First, “Performance Factors”, with the supervisor marking the block that best describes the person being evaluated in each of the job performance factors; second, “Job Duties and Performance”, with the supervisor detailing the three most essential functions of the job and rating each performance in that function; thirdly, “Comments”, to allow the supervisor to provide general comments on the employees performance; finally, “Future Development”, detailing three primary goals for the employee in the coming evaluation year.

The supervisor should provide the employee an opportunity to participate in the appraisal process by requesting the employee complete the attached Employee Input Sheet. This sheet is an important communication tool, and much of the information provided by the employee on this form can be included in the final appraisal. The supervisor should allow sufficient time for the employee to complete this form, if necessary.

Once the supervisor has received and reviewed the employee’s input, the appraisal can be completed. Keep in mind: All ratings other than “Fully Successful” require specific written comment to justify the rating. The completed performance appraisal must be reviewed by your supervisor prior to discussing it with the employee. Feel free at any time to discuss the appraisal, if necessary, with Human Resources. Finally, all documentation of areas discussed in the appraisal must be attached to the performance appraisal. Documentation includes written communication between you and the employee, memos and letters about the employee from others, and work samples.

RATING GUIDELINES Employees perform at different levels and should be recognized relative to their contribution. This requires that different levels of performance be identified and documented in the performance appraisal process. Among a group of employees who are all performing well, some will perform at a level overall that is higher or lower than others. It is perfectly normal for an employee who is performing well to perform better in some performance dimensions than in other dimensions. In order for the appraisal to be valid, it is imperative for the rater to honestly and objectively evaluate the employee’s performance. The overall performance of each employee should be assigned one of the following definitions:

EXCEEDS EXPECTATIONS Exceptional and distinguished performance in the most important and significant factors of the job. Employee produces superior work in a minimum amount of time and consistently exceeds position requirements. Performance demonstrates excellent skill levels in all critical areas. Employee continually makes contributions to the City/department which are both significant in value and measurable in terms of results. “Exceeds Expectations” ratings require written comment.

FULLY SUCCESSFUL Fully successful performance in all assigned factors of the job. Employee generally produces high quality work within allotted time frames and meets assigned objectives in a fully satisfactory manner. Performance demonstrates strong job-related skills in the most critical areas of work. Employee exhibits a positive contribution to the City/department which have resulted in improvements in organizational effectiveness.

NEEDS IMPROVEMENT Performance needs improvement when it is marginal or limited in critical areas of responsibility. Additional time, training and/or development may improve (or is expected to improve) performance. This category requires additional comments, and recommendations to improve performance must be noted.

UNACCEPTABLE Performance is not satisfactory in most of the critical areas of job assignments and, therefore, does not meet minimum requirements of the job. Employee sometimes produces work which requires re-evaluation and/or is behind schedule a significant amount of the time. Performance may demonstrate fair skill level of job requirements, but employee seldom makes constructive contributions to assigned departments of the City. In all cases, an unacceptable evaluation requires comment. An overall unacceptable evaluation means all efforts at improvement have failed and must be accompanied by a recommendation for disciplinary, salary and/or probationary action.

I. PERFORMANCE FACTORS Check the box which most appropriately fits the level of performance for the factor under appraisal. Written remarks can be made in each case to substantiate the rating under each factor on the reverse side of this form.

Exceeds Expectations

FACTORS

Fully Needs Successful Improvement Unacceptable

QUANTITY OF WORK (output, speed, amount complete) JOB KNOWLEDGE (Knowledge of application of all phases of this job) DEPENDABILITY (reliability, confidence, capability to perform in job with minimum supervision) WORK HABITS (use of time, care of equipment, safe work practices) CREATIVITY develop of innovative strategies, increase efficiencies) DECISION MAKING ABILITY (consider extent employee applies good judgment and draws sound conclusions) CUSTOMER SERVICE (courtesy, tact, enthusiasm and sincerity as they affect fellow workers and the public) ORGANIZATIONAL ABILITY (success in organizing work in order to complete assignments on schedule) Excellent ATTENDANCE:

Excellent Punctuality:

Acceptable

Acceptable

Poor

Poor

COMMENTS

II. JOB DUTIES AND PERFORMANCE List three critical performance areas of job responsibilities for appraisal period and rate each one.

Exceeds

Fully

Needs

Unacceptable

Exceeds

Fully

Needs

Unacceptable

Exceeds

Fully

Needs

Unacceptable

III. WRITTEN REMARKS Written remarks are required for all ratings except "Fully Successful". In general, remarks should address the basis for the rating, including a discussion of the information and commendation used to determine the rating, along with proposed actions to correct any performance needing improvement.

IV. SUMMARY Overall performance rating considers the results obtained against the established job performance. The rating is as follows: Exceeds Expectations

Fully Successful

Needs Improvement

V. FUTURE DEVELOPMENT Employee goals for the coming year:

Unacceptable

CERTIFICATION: This appraisal report is based on job related performance and I acknowledge this report was discussed with me.

When checked, this employee is eligible and is approved for a merit increase to Step salary range.

of the

Interview conducted with: Signature of Employee By: Signature of Supervisor

I disagree with certain ratings within this report and wish to discuss it with the next supervisory level.

Date

Comments:

Signature of Employee

Date

Division Head (if applicable)

Date

Department Director

Date

EMPLOYEE INPUT SHEET (Optional) TO THE EMPLOYEE: Before meeting with your supervisor to discuss your performance appraisal, write out answers to the following questions: 1 List those things you feel most positive about in this past evaluation year (accomplishments, results of work programs, new skills learned, problems resolved, etc.)

2 List the most important aspects, functions, or duties of your job.

3 What help would you like your supervisor to give you? Any areas you feel need further improvement (work skills, relationship with employees or subordinates, knowledge of work, dealings with public, etc.)

4 What specific goals would you like to pursue within the next evaluation year? What would you like to do in the future? How can you prepare for it?

5 What changes, if nay, would you like to see made with regard to your job, work procedures, or organization which would help you to improve your performance? Indicate anything you feel that could make you more effective in your job (work process or rule changes, communication, training, etc.)