This guide is developed as a support tool to help you to successfully complete the performance appraisal form.
The form is broken up into five parts:
Part 1 - Work performance factors
This section is to be completed for every staff member. These performance factors cannot be changed or substituted. These performance factors reflect the core performance behaviours that the University would like to see demonstrated across all staff members.
Client service
- Providing service excellence to clients (students, faculty and colleagues) both internally and externally.
- Responds to immediate customer needs
- Maintains customer contact
- Provides added value to services provided
- Provides seasoned and quality advice
- Ensures continued service excellence
Working relationships
- Working collaboratively with others to achieve organizational goals
- Functions as a part of a cooperative approach to getting work done
- Seeks input from other team members on matters that affect them
- Maintains constructive relationships with employees, peer and/or manager
Communication
- Expresses ideas and concerns clearly and concisely both orally and in writing
- Proficient and confident in making formal presentations
- Listens effectively
- Keeps others appropriately informed of work related matters
Job knowledge and its application
- Demonstrates the knowledge and understanding which pertain to her/his assigned work responsibilities
- Quality of results, flexibility
- Effectiveness, thoroughness
- Accuracy, productivity
Taking the initiative to makes things better
- Generating viable, new approaches and solutions
- Creates new ideas, solutions or approaches to ongoing challenges
- Development of and receptivity to new ideas
- Makes suggestions on how to do things better
- Looks for opportunities to improve the workplace
- Encourages others to contribute and communicate their ideas
- Willingness to accept and promote change
Part 2 - Individual work performance factors
This section allows evaluators to customize the form by selecting those factors which are appropriate to the job being done and the employee’s related performance, i.e. Supervision of staff; Operation and management of specialized equipment; Innovation; Financial Management. Some suggested areas of contribution are provided, however you may want to revise or add your own.
Achievement of goals and objectives
- Reflect on your goals from the previous year, comment on your completion, successes and challenges in completing the goals
- Willingly accepts responsibility and performs expected tasks
Team participation
- Recognizes and encourages the contribution of others
- Works and interacts with others to accomplish overall group goals
- Willingly supports and works with team decision
- Proactive in resolving team conflicts
Team management
- Clarifies team roles and responsibilities
- Foster and develops potential of the team
- Recognizes and encourages the contribution of others
Time management
- Meets deadlines
- Uses time appropriately
- Establishes priorities
- Analyses reasonable alternatives and takes action in a timely manner
- Allocates and manages resources effectively
Other
- Customize for items no included in general listing but which are important to the position or the individual's performance
- Consider competencies which may have been overlooked
Development / coaching of others
- Coaches for optimal performance
- Encourages creative and innovative approaches
- Recognizes and encourages risk taking when appropriate
- Allows mistakes and uses as an appropriate opportunity for development
- Provides constructive feedback
Working environment
This
area
is
intended
to
provide
an
opportunity
for
a
staff
member
to
provide
feedback
to
their
manager
about
topics
such
as
adequacy
of
tools
available
to
do
one’s
job,
ergonomics
of
the
workspace,
safety
issues
(please
note
that
safety
concerns
should
be
addressed
immediately
however
action
taken
may
be
recorded
here),
training
and
development
opportunities,
workload
issues,
levels
of
communication
and
feedback
provided
by
the
manager,
whether
your
job
description
is
a
reflection
of
what
you
do
and/or
any
other
interests
or
concerns.
Written
completion
of
this
section
is
not
required
but
discussion
is
necessary.
Part 3 - Mutually agreed upon goals and objectives
This section is used to set future goals for achievement by mutual agreement. This section may require review throughout the year and revision as climate, resources and opportunities change.
- Record the result of any specific goals that were achieved through the year
- Make notes of any specific skills development that occurred related to the requirement of the position
- Identify specific skills to enhance/improve the contribution or performance of duties
- Identify any challenges that occurred and what happened
- Identify and specify training and development that occurred
Part 4 – Evaluator's comments & ratings
This section allows the manager to add their specific comments related to the performance appraisal. The content should be based on factual data, preferably collected from a number of resources.
Areas you can gather information from to help you complete this section are:
- Goals and expectations that you and the employee have discussed
- Customer feedback
- Coworker feedback
- Feedback from other Supervisors
- Notes you have made throughout the year
- Emails from other people who have commented on the employee’s work
- Changes that have impacted performance such as reorganizations
Ratings
Managers are expected to use the full range of evaluations as appropriate. The rating scale builds up from 1 to 5. For example, to be rated a 3 the staff member is performing at a fully satisfactory level in all key responsibilities. Below is the description of the ratings. For new staff, supervisors are encouraged to rate performance based on expected levels of accomplishment.
| Rating number |
Interpretation
|
|---|---|
| 5 | Exceptional performance in all areas of the job requirements which is recognized throughout their unit or broadly throughout the University. Normally, an employee would not receive a rating of 5 in consecutive years. Reserved for truly exceptional performance. |
| 4 | Performance significantly exceeded the requirements of the job in one or more key areas. |
| 3 | Performance was fully satisfactory in all key areas. |
| 2 | Need for recognizable improvement in one or more key areas. |
| 1 | Performance was significantly below job requirements in several important areas and improvements will be required or reassignment or termination will be considered. Ratings at this level are subject to progressive disciplinary action. |
|
Note:
Evaluators
may
add
a
.25
(at
3
and
above)
or
a
.5
increment
to
a
staff
member’s
rating
to
acknowledge
performance
that
exceeds
one
category,
but
does
not
achieve
the
next. Managers are expected to use the full range of evaluations as appropriate. | |
Part 5 – Staff member's comments
This section is for staff member comments. Staff members may add a separate page if there is inadequate room from comments. The contents of the completed form are confidential. Evaluators should ensure that proper care is taken to protect the privacy of the staff member. View tips on completing this section on Writing your performance evaluation comments.
Distribution:
- Human Resources (signed originals)
- Employee
- Evaluator