Performance Appraisal

Review the supporting documentation provided in

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2. Draft a detailed performance appraisal for HR manager of your university, include:

???PART 1: PERFORMANCE PLAN

???PART 2: INSTITUTIONAL GOALS

C. PART 3: INDIVIDUAL GOALS

???PART 4: TALENT DEVELOPMENT PLAN

???PART 7: ANNUAL PERFORMANCE APPRAISAL

???PART 8: SUPERVISOR COMMENTS ON EMPLOYEE’S

???PART 9: SIGNATURES FOR ANNUAL PERFORMANCE APPRAISAL

???PART 10: APPEAL RIGHTS

Clear Entire Form
Last Name
First
Title
Department
Employee ID
TKL
MI
Work Phone
Employee Performance Appraisal Form
☐ Initial Review
☐ 6 month Review
☐ Annual
☐ Other:
Immediate Supervisor:
Supervisor UA ID:
Position Title:
Department:
Appraisal Period from:
to:
Mission: The University of Alaska inspires learning,
and advances and disseminates knowledge through
teaching, research, and public service, emphasizing
the North and its diverse peoples.
Part One: Performance Factors
Use the following rating scale to rate employee on performance in conducting day-to-day work. Performance
factors are organized to support the University of Alaska’s mission and values. Under Performance Factor VII,
include the top 3-5 essential job factors that are specific to the job duties of the employee or related to the
employee’s accomplishments. Each factor can earn up to 5 rating points. Both employee and supervisor may
provide comments. Final form should be completed jointly between employee and immediate supervisor.
Descriptions of each of the performance factors are included in the attached Performance Factors Definitions.
Rating Levels:
5
Singularly
Exceptional
Performance is consistently extraordinary and is sustained at a level well beyond that of
even other excellent employees.
4
Excellent
Performance is consistently better than that expected of a fully proficient employee.
3
Fully Proficient
Performance meets the full expectations of an employee for this job classification.
Needs
Improvement
Not Working
Out
Performance is less than that of a fully proficient employee. Improvement is necessary.
2
1
Performance does not meet the minimum job requirements. Immediate and substantial
improvement is necessary. Performance plan required immediately.
Review of Employee Position Description:
Supervisors should review the employee’s position description (PD) and note any substantive changes in
myUA at https://unialaska.pageuppeople.com/ . Please check the appropriate status below:
☐ Updates made to PD in myUA
☐ No PD updates necessary
Clear Page 1?
Last Name
Appraisal Period
from:
Performance Factor
(Use Performance Factor Definitions as a Guide)
First
MI
to:
Employee
Rating
Supervisor
Rating
I: Communications
1.
Skill and Clarity
2.
Interpersonal Characteristics
3.
Teamwork
4.
Builds and Enhances Relationships
5.
Straightforwardness and Composure
Average score for this section:
Comments:
II. Competency
6.
Job Knowledge
7.
Comprehension
8.
Judgment and Decision Making
Average score for this section:
Comments:
III. Responsibility
9.
Dependability
10.
Empathy
11.
Safety
Average score for this section:
Comments:
2
Clear Page 2?
Last Name
Appraisal Period
from:
Performance Factor
(Use Performance Factor Definitions as a Guide)
First
MI
to:
Employee
Rating
Supervisor
Rating
IV. Results
12.
Resourcefulness
13.
Problem-Solving
14.
Perseverance
15.
Agility
16.
Meets Objectives
Average score for this section:
Comments:
V. Character
17.
Ethics
18.
Conduct
19.
Core Values
20.
Supports Diversity
Average score for this section:
Comments:
VI. Leadership and/or Management
21.
Planning
22.
Execution
23.
Organization
24.
Innovation
25.
Style
26.
Change Agent
Average score for this section:
Comments:
3
Clear Page 3?
Last Name
Appraisal Period
from:
VII. Performance Factors Specific to Job Duties
First
MI
to:
Employee
Rating
Supervisor
Rating
Provide top 3-5 essential job functions from position description.
27.
28.
29.
30.
31.
Average score for this section:
Comments:
*NOTE: Supervisor and employee may choose to comment on lesser responsibilities or duties identified on the employee’s
position description. If so, this feedback can be included in the Part II Comments sections.
VIII: Performance Goals
Performance Goals should support the University’s mission, core competencies and core values. Identify goals
that were set at the beginning of the performance cycle and summarize substantive accomplishments.
Additional sheets can be attached to this section if more space is required.
Last Appraisal Period Goals
Accomplishments
Supervisor
Feedback
1.
2.
3.
4
Clear Page 4?
Last Name
First
Appraisal Period
from:
MI
to:
IX: Overall Performance Rating for This Appraisal Period
Supervisor, based on your overall review, check the performance rating level of this employee’s performance:
Singularly
Exceptional
☐
Excellent
Fully Proficient
☐
☐
X. Employee Career
Development
(completed by supervisor
in consultation with
employee in accordance
with Regulation
R04.05.35(G))
Check any that apply
Not working out/Performance
Improvement Plan Attached
☐
Needs
Improvement
☐
Interested in
career growth
and available
within
department:
Career
Development
Plan approved
Interested in
career growth and
available within
department: has
NOT completed a
Career
Development Plan
Interested in
career growth but
not available at
this time within
department: Will
work on
continued
professional
development and
interests
Working
well,
Well placed
and content
in position
Needs
some
additional
training in
current
position to
be effective
☐
☐
☐
☐
☐
XI. Performance Goals for the Next Appraisal Period
Goals for the upcoming appraisal period are collaboratively identified with supervisor and employee, with
accompanying measurements and timeline stated for each goal. Additional sheets can be attached to this section if
space is required. The supervisor and employee should refer to this form as they meet periodically throughout the review
period to discuss progress. These goals should be reviewed periodically and updated with any changes, deletions, or
additions as determined to be necessary.
Next Appraisal Period from:
Next Appraisal Period Goals
to:
Measurement
1.
2.
3.
5
Clear Page 5?
Last Name
Appraisal Period
from:
First
MI
to:
Part Two A: Employee Comments
This section provides an opportunity for the employee to furnish comments regarding the employee’s performance.
Additional sheets can be attached if more space is required.
Comments:
Part Two B: Supervisor Comments
This section provides an opportunity for the supervisor and/or the next level supervisor (optional) to furnish
comments regarding the employee’s performance. Additional sheets can be attached if more space is required.
Comments:
Clear Page 6?
Part Three: Signatures
Employee Signature & Date (signature acknowledges receipt, not necessarily agreement):
Rater/Supervisor Signature & Date:
(please print name and sign)
Next Level Supervisor/Dept. Mgr./VP Signature & Date:
(optional, but required if evaluation is well below average)
HR Use Only:
Performance Factor Definitions
Received by Human Resources ____________
___________Appraisal
Entered: __________ ___________
For Employee Performance
Initials
Date
Initials
Date
6
Last Name
Appraisal Period
from:
First
MI
to:
Part I of the performance appraisal form has the employee and the supervisor rating the employee’s performance in
conducting his/her day-to-day business. The following set of definitions explains the meaning associated with each of
the performance factors. Using these definitions as a guide to scoring will help focus and standardize scoring
consistency.
I: Communications: The exchange of thoughts, messages, or information with others
1.
Skill and Clarity: Expresses ideas clearly, both written and oral; succinctly explains concepts to others;
provides balanced feedback; demonstrates sensitivity to the communication needs of others; listens well.
2.
Interpersonal Characteristics: Works for and with others without creating problems; handles confrontations
diplomatically; demonstrates respect, patience, and shows an appreciation of others’ varied skills and abilities,
acknowledges own mistakes.
3.
Teamwork: Shares information; works cooperatively in groups; supports and builds consensus; focuses on
group results; offers skills/abilities for the good of the team. Demonstrates a good work ethic; accepts
responsibility for ensuring team success.
4.
Builds and Enhances Relationships: Creates and strengthens relationships with co-workers, customers, and
external parties; negotiates effectively; handles work problems without alienating people; tries to understand
others; cooperates with others.
5.
Straightforwardness and Composure: Steadfast; assesses the facts; forthright, able to recover quickly from
challenging situations; maintains self-control at all times.
II. Competency: The ability to do something successfully or efficiently. Ability. Talent.
6.
Job Knowledge: Develops and improves level of professional job knowledge; improves skills required to
master the work; takes the initiative in tackling new tasks and learning new skills; respected for professional
performance at work.
7.
Comprehension: Understands the job and the associated work; uses understanding to organize and complete
work tasks.
8.
Judgment and Decision making: Seeks out sources of facts and collects points of view; uses all available data
before decision-making; searches out and uses good examples; demonstrates good choices; makes decisions that
improve the organization and are in best interest of students.
III. Responsibility: Being reliable, answerable or accountable for things within one’s power or control
9.
Dependability: Demonstrates good attendance, punctuality, attentiveness. Follows instructions; follows up on
tasks and assignments; accepts accountability.
10.
Empathy: Thorough, timely, fair and understanding when dealing with subordinates’, peers’, and or superiors’
challenges and difficulties; recommends and supports development and alternative courses of action to improve
productivity and teamwork for self and others.
11.
Safety: Demonstrates and expands the culture of safety, safety awareness; promotes safe work habits by
example; assumes safety as a professional responsibility. Understands local safety practices and protocols.
7
Last Name
Appraisal Period
from:
First
MI
to:
IV. Results: Creating desirable or beneficial consequences, outcomes or effects
12.
Resourcefulness: Works hard to get things done faster, cheaper, and more safely. Not satisfied with
maintaining the status quo. A “go-to” person.
13.
Problem-Solving: Identifies and solves problems resourcefully; plans, assigns, and schedules work load to
meet objectives; understands factors within the work environment; appropriately adjusts performance to secure
successful outcomes.
14.
Perseverance: Shows determination in the face of obstacles; works diligently within difficult situations to limit
delays wherever possible. Displays tenacity.
15.
Agility: Internalizes new information quickly; learns new work eagerly; grasps business concepts well. Reacts
well in adverse situations.
16.
Meets Objectives: Knows and understands the University’s strategic direction, department goals, personal
responsibilities, and the importance of customer service; then gets the job done right.
V. Character: The aggregation of features and traits that form the individual nature of a person
17.
Ethics: Conforms to accepted standards of social and professional behavior as defined by conscience, morality
or law. Ethical in professional dealings and in decision making. Works for the betterment of the organization.
Admirable University representative to the community.
18.
Conduct: Respectful, patient, tolerant, understanding, maintains self-control. Avoids behaviors, both verbal
and physical, which may require corrective action. Acts in ways that build respect.
19.
Core Values: Makes important decisions influenced by UA’s fundamental principles of Integrity, Service and
Excellence.
20.
Supports Diversity: Comprehends and demonstrates full acceptance of cultural diversity and the differences
among others when working with coworkers, supervisor, students and/or customers.
VI. Leadership and/or Management: The ability to provide guidance and direction
21.
Planning: Can establish goals, processes, and procedures. Can make credible plans. Can organize. Can
evaluate possible events, outcomes and consequences.
22.
Execution: Assumes ownership and accountability when responsible for a task or project. Gets the job done
right, on time, on budget. Turns plans, goals, and outcomes into reality.
23.
Organization: Uses time and resources efficiently; adheres well to plans and schedules; accepts challenges
beyond the normal work scope when necessary.
24.
Innovation: Looks beyond existing ways of doing things for solutions; takes risks in search of continuous
improvement; anticipates future events; capable of non-traditional thinking.
25.
Style: Uses effective listening and communication skills to engage others; builds consensus; influences others
in decision-making. Stimulates others to work together toward common goals. Pleasant disposition.
Understands the importance of service to others and puts it into practice.
26.
Change Agent: Accepts the need for change in the continuous improvement process. Helps facilitate change;
seeks out opportunities to be involved with change; discusses and communicates about change in a positive
tone; helps others understand the big picture.
8
UNIVERSITY SHRA EMPLOYEE
ANNUAL PERFORMANCE APPRAISAL PROGRAM
SAMPLE
HUMAN RESOURCES
CONSULTANT (JOURNEY)
ANNUAL APPRAISAL FORM
HUMAN RESOURCES CONSULTANT (JOURNEY)
Office of Human Resources‐ Employee and Management Relations
The Employee & Management Relations unit in the Office of Human Resources is responsible for the regulation of
relationships between management and employees, including performance consultations, disciplinary actions,
performance management issues, conflict/dispute resolution, grievance, mediation, misconduct investigations,
climate assessments, and workplace violence policies and procedures. The E&MR Consultant position provides
employee relations services to designated departments and schools on a wide‐range of employee relations topics.
1
50%
2
20%
3
20%
4
10%
DEPARTMENTAL CONSULTATIONS
 Provide general employee relations support of assigned campus departments and schools.
 Provide coaching to supervisors, subordinates, and department‐level HR contacts on ways to
discuss workplace issues with their supervisor/subordinate, providing alternatives for action to
client and/or referring client to other applicable HR or campus resources; advocate for and
apply “best practices” whenever possible; collaborate with other HR staff or other relevant
administrators to address issues as deemed appropriate, necessary, and consistent with
department practice.
 Guide and advise supervisors and department‐level HR contacts on communication strategies
for departmental reorganizations and layoffs.
 Conduct misconduct investigations and climate assessments as needed, document findings and
recommendations to campus leadership, facilitate follow‐through and follow‐upitems.
ADMINISTRATION OF DISCIPLINARY ACTIONS & INVOLUNTARY SEPARATIONS
 Provide guidance to department management to ensure the provisions of the SHRA disciplinary
action policy are administered consistent with State policy, based on facts, and applied in an
unbiased and consistent manner.
 Discuss options with management for addressing performance and conduct issues, review
counseling memos and written warnings as requested, edit (when appropriate) and approve
language for other disciplinary process letters prior to department delivery to employee
(notification of pre‐disciplinary conference, suspensions, demotions, dismissals, other
involuntary separations (other than layoff) and investigatory status notifications).
 Attend all pre‐disciplinary conferences with supervisor and subordinate and provide relevant
information.
 Provide follow‐up consultations with supervisor and subordinate after the disciplinary action is
issued.
ADMINISTRATION OF PERFORMANCE MANAGEMENT PROGRAM
 Assist managers and supervisors in working with the formal elements of the performance
management program for SHRA employees.
 Monitor and evaluate the results of completed appraisals for the purpose of ensuring equitable
practices are employed.
 Provide facilitated conversation and coaching assistance to supervisors and subordinates.
ADDITIONAL DUTIES
 Provide standing and on‐demand training programs in the employee relations area as part of
the OHR training calendar and as otherwise requested or deemed necessary for campusunits.
 Serve on E&MR or OHR special projects teams, OHR standing committees, and other
University‐wide committees as assigned or requested to provide insight as relevant that
reflects the interests unique to the Employee & Management Relations unit or to campus‐wide
employee relations best practices.
 Back‐up role to other consultants or other HR areas as needed.
Rev. 07‐19‐2016
University SHRA Annual Performance Appraisal Form
ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To):
Dept. Name: Human Resources
04‐01‐17
Employee ID:
10020030
Supervisor Name: Jo Johanson
Employee Classification: HR Consultant
Supervisor Title: HR Manager
Competency Level: Journey
PART 1: PERFORMANCE PLAN
Position #:
232323
(see instructions on page 2)
 Review the Institutional Goals with theemployee.
 Indicate below the Weight of each goal toward the
Final Overall Rating. Each goal must be at least 5%.
 Define the Individual Goals for the employee
(no less than 3, no more than 5).
 The total weight of the Institutional Goals must equal 50%.
 The total weight of the Individual Goals must equal 50%.
 Provide Talent Development Goals, as needed.
Initial Performance Plan:
03‐31‐18
Employee Name: Kelly Klarke
Dept. #: 345678
Type of Plan:
to
X
Revised Plan during Performance Cycle:
PART 2: INSTITUTIONAL GOALS
(see instructions on page 2)
Review the institutional goals with each employee. Discuss these goals in relationship to the duties on the employee’s position
description. Provide additional clarification of specific expectations as needed. Weight each goal.
EXPERTISE
ENTER WEIGHT:
10%
a. Precision: Produces work that is accurate, thorough, and demonstrates sufficient analysis and decision‐making to
meet the requirements of the employee’s position and profession.
b. Resourcing: Makes efficient and appropriate use of materials anddocuments work appropriately.
c. Innovation: Looks for ways to improve efficiency or quality.
d. Development: Maintains technical skills and relevant professional credentials.
ACCOUNTABILITY
ENTER WEIGHT:
10%
a. Productivity: Completes required volume of work by established deadlines and stays productive throughout workday.
b. Autonomy: Generally completes work with few reminders and/or infrequent oversight.
c. Prioritizing: Takes sufficient/appropriate measures to plan and organize work, prioritize tasks, and set realistic goals.
d. Coordination: Seeks needed information to complete work and timely communicates status with relevant parties.
CUSTOMER‐ORIENTED
ENTER WEIGHT:
10%
a. Clarity: Listens to determine the most effective way to address customer needs and concerns.
b. Awareness: Shows a solid understanding of customer needs, seeks out customer input to better understand needs,
and develops ideas to meet those needs.
c. Attentiveness: Follows through on commitments, despite time pressures or obstacles, and maintains relevant
communication with customers until job is completed.
d. Diplomacy: Maintains a professional and respectful tone and exhibits diplomacy when dealing with frustrated
individuals or during sensitive or confrontational situations.
Rev. 07‐19‐2016
Page 3 of 10
University SHRA Annual Performance Appraisal Form
ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To):
Dept. Name: Human Resources
Dept. #: 345678
04‐01‐17
to
03‐31‐18
Position #:
232323
ENTER WEIGHT:
10%
Employee Name: Kelly Klarke
Employee ID:
10020030
Supervisor Name: Jo Johanson
Employee Classification: HR Consultant
Supervisor Title: HR Manager
Competency Level: Journey
TEAM‐ORIENTED
a. Collegiality: Communicates and engages directly, clearly, and tactfully with colleagues.
b. Collaboration: Provides feedback and healthy dialogue on performance and operational issues, as requested, willingly
adapts to change, and adheres to decided actions.
c. Contribution: Makes decisions with others in mind, and willingly performs additional duties when team membersare
absent, during times of increased workload, or as otherwise required by management to meet business needs.
d. Attendance: Absences are infrequent and do not place an undue burden on supervisor or colleagues.
COMPLIANCE & INTEGRITY
ENTER WEIGHT:
10%
a. Policy: Complies with personnel and equal opportunity policies, including prohibitions on harassment, discrimination,
and workplace violence, and all other policies, including appropriate use of universityresources.
b. Safety: Complies with all safety requirements for the position, including successful completion of training and proper
use of personal protective equipment.
c. Ethics: Chooses ethical actions, even under pressure, avoids situations considered inappropriate or that present a
conflict of interest, holds self and others accountable for ethicaldecisions.
d. Respect: Appreciates individual and cultural differences and treats all people with dignity and respect.
SUPERVISION (for supervisors only)
ENTER WEIGHT:
n/a
a. Oversight: Provides adequate stewardship of assigned resources, including budget, space, equipment, and staffing.
b. Goal‐Setting: Provides clear objectives that foster work unit development and align with University values and goals.
c. Managing Talent: Provides candid, timely, and constructive feedback on performance and behavior, hires individuals
with the qualities and skillsets for success, and contributes to meeting University’s EO and affirmative action goals.
d. Leading: Serves as role model and engenders trust, commitment, and civility.
PART 3: INDIVIDUAL GOALS
(see instructions on page 2)
Set 3 to 5 individual goals for each employee based on key business needs and strategic goals. Weight each goal.
GOAL #1 ‐‐ Title:
OUTREACH INITIATIVE
ENTER WEIGHT:
15%
Description: Each Consultant will perform at least two customized presentations (30‐60 min) for supervisors
and/or employees in their assigned areas, based on needs for those areas determined by the
Consultant in discussion with the Director, with School/Division HR staff, and/or from direct
experiences with the School/Division/Departmen,t in order to increase visibility, awareness, and
understanding of employee relations policy and best practices so that employees and supervisors
can have clean and proper communication regarding performance expectations.
Rev. 07‐19‐2016
Page 4 of 10
University SHRA Annual Performance Appraisal Form
ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To):
Dept. Name: Human Resources
Dept. #: 345678
04‐01‐17
to
03‐31‐18
Position #:
232323
Employee Name: Kelly Klarke
Employee ID:
10020030
Supervisor Name: Jo Johanson
Employee Classification: HR Consultant
Supervisor Title: HR Manager
Competency Level: Journey
 Due prior to end of performance cycle (March 31, 2017).
 The two presentations may have the same content. Consultants can develop the materials
independently, in conjunction with other E&MR/OHR staff, or modify existingmaterials.
 The preferred audiences are management teams, employee groups, or organization‐wide. In
some cases, presentation to larger School/Division HR teams may be allowable.
 Presentation feedback will be received from School/Division HR staff, anecdotal information
from participants, and direct observation of presentations by the Director and/or other
Consultants.
Exceeding expectations may include presenting additional, different programs (different
topics/audiences) within this cycle, create significant, new training materials that can be used by
other Consultants, consistently and skillfully fielding difficult questions or managing argumentative
participants in order to keep the presentation progressing, and/or strategic follow‐ups with
participants to address specific concerns.
GOAL #2 ‐‐ Title:
PERFORMANCE MANAGEMENT CONSULTATIONS
ENTER WEIGHT:
15%
Description: Achieve proficiency in new performance management program by June 30, 2016 in order to provide
appropriate consultation to supervisors and employees on required and preferred application of
processes so that supervisors and employees can benefit from the new program and succeed in
meeting or exceeding performance goals.
 Review performance plans / position descriptions to provide useful and appropriate suggestions
on applying institutional goals to specific job duties and crafting strategically‐aligned individual
goals.
 Review disciplinary actions to determine which goal(s) will be affected in the appraisal. Selection
should be based on the cause of the problem instead of an effect.
 Provide guidance on written overall comments and determining appropriate overall ratings.
Exceeding expectations may include providing ad hoc training throughout the cycle to departments
on PM‐related topics; regularly using available PM toolkit resources in consultation to guide clients
toward self‐sufficiency; and/or drafting additional toolkit resources that meet newly‐identified needs
or that enhance detail/scope of resources.
GOAL #3 ‐‐ Title:
PROCEDURAL PROJECTS
ENTER WEIGHT:
10%
Description: Complete a procedural guide (generally 5‐10 pages) to address at least one recurring employee
relations issue, selected from a provided list (example: financial audits, employee deaths,
pornography, etc.) in order for consultants to have ready access to relevant information so that our
team can be confident in providing consistent, timely, and useful guidance to our constituents.
Rev. 07‐19‐2016
Page 5 of 10
University SHRA Annual Performance Appraisal Form
ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To):
Dept. Name: Human Resources
04‐01‐17
to
03‐31‐18
Position #:
232323
Employee Name: Kelly Klarke
Dept. #: 345678
Employee ID:
10020030
Supervisor Name: Jo Johanson
Employee Classification: HR Consultant
Supervisor Title: HR Manager
Competency Level: Journey
 First Project to be completed by December 1, 2016; Second Project by March 1, 2017.
 Procedures follow an approved format based on discussion with the Director.
 Procedures address issues such as relevant policies, necessary coordination with other
University groups, work flows and process steps, key questions that need to be addressed, and
reporting requirements, if applicable.
Exceeding expectations may include explaining (in)frequent variations that may require differing
approaches or different severity of discipline; reviewing past related actions in the disciplinary
database to evaluate and describe consistency/appropriateness of past actions; providing
suggestions for related process improvements; and/or completing additional projects.
GOAL #4 ‐‐ Title:
SUPERVISORY TRAINING PROGRAM
ENTER WEIGHT:
10%
Description: Each Consultant is responsible for presenting the E&MR component of the training for front‐line
supervisors in their respective departments in order to provide sufficient guidance to new
supervisors so that they can be successful in their supervisory roles. Area teams (health affairs,
academic affairs/administration, and F&A) may choose to co‐facilitate.
 Timeline will be determined by Training & Development in conjunction with departments.
 Presenters will receive individual evalutions on their presentation and facilitation skills.
Consultants are expected to receive at least a 4.0 average (5.0 point scale) from the participant’s
feedback on presenters.
 Presenters must be able to adhere to the defined presentation and time limits, field general
questions from the participants, and facilitate the debrief of the case study practice counseling
session to glean best practices, proper decision‐making, and appropriate communicationstyles.
 The Director will also collect anecdotal feedback from participants, department HR staff, and
T&D training specialists, as well as from direct observation of presentations.
Exceeding expectations may include assisting in additional sessions due to consultant unavailability,
scores averaging higher than 4.5 on participant feedback, skillfully fielding difficult questions, and/or
managing argumentative participants in order to keep the class progressing.
GOAL #5 ‐‐ Title:
N/A
ENTER WEIGHT:
Description:
Rev. 07‐19‐2016
Page 6 of 10
University SHRA Annual Performance Appraisal Form
ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To):
Dept. Name: Human Resources
04‐01‐17
to
03‐31‐18
Position #:
232323
Employee Name: Kelly Klarke
Dept. #: 345678
Employee ID:
10020030
Supervisor Name: Jo Johanson
Employee Classification: HR Consultant
Supervisor Title: HR Manager
Competency Level: Journey
PART 4: TALENT DEVELOPMENT PLAN
(see instructions on page 2)
At the beginning of the performance cycle, the supervisor should discuss development opportunities with the employee and list below
any development activities established for the current cycle. Include resources that will be provided to the employee and indicate
deadlines as needed. Progress under the talent development plan should be discussed periodically with the employee.
E&MR will seek to secure some funding support for SHRM and/or (S)PHR certification. This may also include some work
time toward preparation for the exam. More information on financial support will be provided later this fall (based on
available budget).
PART 5: SIGNATURES FOR PERFORMANCE PLAN
(see instructions on page 2)
2nd – Level
Supervisor:
Date:
Supervisor:
Date:
Date of Review Session with Employee:
Employee Acknowledgement: I acknowledge that I have received this performance plan and that if
I choose, I may write additional comments to include with this document.
Employee:
Rev. 07‐19‐2016
(Check this box if you are
attaching comments.)
Date:
Page 7 of 10
University SHRA Annual Performance Appraisal Form
ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To):
Dept. Name: Human Resources
04‐01‐17
to
03‐31‐18
Position #:
232323
Employee Name: Kelly Klarke
Dept. #: 345678
Employee ID:
10020030
Supervisor Name: Jo Johanson
Employee Classification: HR Consultant
Supervisor Title: HR Manager
Competency Level: Journey
PART 6: OFF-CYCLE REVIEWS
(see instructions on page 2)
Document all off‐cycle reviews completed during the performance cycle.
Date of Review
Interim
10‐15‐2016
x
Probationary
Other
Supervisor Initials
Employee Initials
Comments: Kelly is exceeding expectations. All goals are ahead of schedule and evaluation comments are
exceptional.
Date of Review
Interim
Probationary
Other
Supervisor Initials
Employee Initials
Interim
Probationary
Other
Supervisor Initials
Employee Initials
Comments:
Date of Review
Comments:
Rev. 07‐19‐2016
Page 8 of 10
University SHRA Annual Performance Appraisal Form
ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To):
Dept. Name: Human Resources
04‐01‐17
03‐31‐18
Position #:
232323
Employee Name: Kelly Klarke
Dept. #: 345678
Employee ID:
10020030
Supervisor Name: Jo Johanson
Employee Classification: HR Consultant
Supervisor Title: HR Manager
Competency Level: Journey
PART 7: ANNUAL PERFORMANCE APPRAISAL
(see instructions on page 2)
 Rate each Individual and Institutional Goal.
 Add all of the Scores together to assign a Final Overall Rating.
 1 = Not Meeting Expectations
 2 = Meeting Expectations
 3 = Exceeding Expectations
 1.00 to 1.69 = Not Meeting Expectations
 1.70 to 2.69 = Meeting Expectations
 2.70 to 3.00 = Exceeding Expectations
 Multiply the Weight by the Rating to get the Score for each
goal. Use two decimal places. (Example: 10% x 2 = 0.20)
# INSTITUTIONAL GOALS
to
 Provide comments and signatures on the next page.
Weight
x
Rating
=
Score
1 Expertise
10%
x
3
=
0.30
2 Accountability
10%
x
3
=
0.30
3 Customer‐Oriented
10%
x
3
=
0.30
4 Team‐Oriented
10%
x
3
=
0.30
5 Compliance & Integrity
10%
x
3
=
0.30
6 Supervision (if applicable)
‐
x
‐
=
‐
Weight
x
Rating
=
Score
1 Outreach Initiative
15%
x
3
=
0.45
2 Performance Management Consultations
15%
x
3
=
0.45
3 Procedural Projects
10%
x
3
=
0.30
4 Supervisory Training Program
10%
x
3
=
0.30
‐
x
‐
=
‐
=
3.0
(see descriptions in performance plan)
# INDIVIDUAL GOALS
(title only from performance plan)
5 n/a
FINAL OVERALL RATING
(mark the appropriate rating based on total score)
TOTAL SCORE
Has the employee received a disciplinary action during this performance cycle and/or received any
rating of 1 (Not Meeting Expectations) on this appraisal? If YES, then the final overall rating cannot
equal Exceeding Expectations, regardless of the total score.
NOT MEETING
EXPECTATIONS
OR: Employee was not evaluated due to …
Rev. 07‐19‐2016
MEETING
EXPECTATIONS
Insufficient Time
YES
NO
x
EXCEEDING
EXPECTATIONS
x
On Extended Leave
Page 9 of 10
University SHRA Annual Performance Appraisal Form
ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To):
Dept. Name: Human Resources
Dept. #: 345678
04‐01‐17
to
03‐31‐18
Position #:
232323
Employee Name: Kelly Klarke
Employee ID:
10020030
Supervisor Name: Jo Johanson
Employee Classification: HR Consultant
Supervisor Title: HR Manager
Competency Level: Journey
PART8:
8:SUPERVISOR
SUPERVISORCOMMENTS
COMMENTSON
ONEMPLOYEE’S
EMPLOYEE’SPERFORMANCE
PART
Kelly continues to perform outstanding work for E&MR. This year, along with our other senior consultants, Kelly spent
considerable time mentoring our three newest consultants, showing a sustained willingness to explain policies and
procedures, tease out options, partner on client contacts, and review documents. Colleagues trust and appreciate Kelly’s
advice and opinions. As a result, our newest consultants have been performing quite well. Kelly has made great progress
on three procedural guides (two completed, one in final draft) and colleagues are already using them to great effect.
Kelly has gone above and beyond with providing training and consultations for the new performance management
program, holding over a dozen small group workshops in her assigned departments and performing follow‐up
presentations on several other ER topics when it became clear through the PM consultations that other issues were
brewing in those areas. Kelly has taken the lead in the BEST training, helping to coordinate our staff’s involvement in the
program, and is receiving near perfect scores and glowing comments from participants.
Kelly is artful in coaching supervisors, managers, HR representatives, and employees, and can be both gentle and firm as
appropriate in providing viable options to clients while making sure they are aware of their own obligations in resolving
workplace issues. She is committed to all parties being treated with respect and given the opportunity to be successful.
This year, Kelly volunteered to serve as a liaison to the medical leave group in order to facilitate our groups working better
together on employee relations issues, and we now have clearer and more consistent communication between the
groups.
PART 9: SIGNATURES FOR ANNUAL PERFORMANCE APPRAISAL
2nd – Level
Supervisor:
Date:
Supervisor:
Date:
Date of Annual Performance Appraisal Review Session with Employee:
Employee Acknowledgement: I understand my signature below indicates: that I have received this annual
performance appraisal, that my signature does not necessarily imply my agreement with the ratings given or
the comments included, and that if I choose, I may write a response to include with this appraisal document.
Employee:
(Check here if
you are attaching
comments.)
Date:
PART 10: APPEAL RIGHTS
For information on applicable appeal rights, please refer to the University System SHRA Employee Grievance Policy.
Rev. 07‐19‐2016
Page 10 of 10