邢唷��>� ��欹�_� ��vWbjbj�(�( =�谺8\谺8\?�� LL��8�L4l�p%€��(��)))�$�$�$�$�$�$�$$�&��)�%��")��%LL��?*%0"0"0"�RL8��$0"��$0"0"[$��$�� 霮糿��rs$�$@%0p%{$,<*��<*�$<*��$4)h�J0"�<��)))%%Z!�)))p%��<*)))))))))� >: CALIFORNIA STATE UNIVERSITY, SAN MARCOS Human Resources & Equal Opportunity STAFF PERFORMANCE EVALUATION (UNITS 1, 6 & Confidential Employees) This form may be printed and filled in manually, or, open the form in MSWord, Use your mouse to Right-Click on each area to move through the form and input information and comments. Save completed form. Print and send with signatures to HR&EO. NAME HIRE DATE PERIOD COVERED: FROM TO CLASSIFICATION DEPARTMENT PROBATIONARY First PERMANENT Annual Other Second/Final PART I - CORE PERFORMANCE DIMENSIONS A. QUALITY: Observe the accuracy, organization, effectiveness and completeness of the employee's work. Assess the degree to which the employee follows through on assignments and completes them on time. Consider how the work compares to quality standards and goals for the employee's position. Also, consider the amount of supervisory review required to assure satisfactory work quality. Produces work that consistently fails to meet the minimum requirements. Major improvements are required. Produces work that is sometimes below normal expectations. Closer than normal supervisory review of work is necessary. Produces work that is consistently satisfactory. Normal or minimal supervisory review of work is necessary. Consistently produces work that exceeds reasonable expectations. No supervisory review of work is necessary. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. EXAMPLES/COMMENTS: B. QUANTITY: Consider the total quantities of work produced and compare it to the quantity standards and/or goals for this position. Observe the amount or closeness of supervision needed to obtain this quantity of output. Think about the consistency of the employee's work pace, whether time is utilized effectively by performing other jobs related to tasks that may arise unexpectedly. Also assess the employee's ability to meet schedules or deadlines. Consistently fails to meet the minimum requirements. Much of the employee's workload must be assigned to others. Works slowly or inconsistently. May require assistance from other employees to complete routine work Produces a satisfactory amount of work. Normal or minimal supervision is necessary to assure that deadlines are met. Consistently produces an exceptional amount of work with minimal or no supervision. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. EXAMPLES/COMMENTS: C. PLANNING/ORGANIZING: Consider the employee's ability to anticipate conditions, plan ahead, establish priorities, and meet deadlines. Observe how the employee develops and evaluates course(s) of action with realistic objectives and time frames; in some instances, assess how well the employee deals with cost constraints. Also consider the employee's ability to accurately anticipate resource usage, to avoid generating unnecessary waste. Consistently late in completing assignments and fails to adequately plan work assignments. Major improvements are required. Sometimes late in completing assignments or does not effectively plan work according to deadlines. Plans and completes on going assignments within acceptable time limits. Effective planner who consistently completes work on time even in the face of heavy workloads or short deadlines. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. EXAMPLES/COMMENTS: D. INITIATIVE: Consider the employee's ability to demonstrate self-reliance by taking independent action in making improvements to work methods, identifying and correcting errors, and initiating work activities. Also assess the employee's willingness to make suggestions and/or exercise resourceful solutions to problems and tasks. Ignores obvious problems which affect the work situation. Unwilling to start or continue any task without excessively detailed instructions from supervisor. Occasionally makes suggestions to improve work effectiveness or to address work problems. Sometimes will not start a new task without explicit instructions. Regularly has constructive ideas for improving work effectiveness or for addressing work problems. Starts new work of a routine manner with minimal instructions from supervisor. Frequently suggests and implements constructive changes to increase work effectiveness. Frequently anticipates many of the supervisor's directions and is able to take appropriate action. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. EXAMPLES/COMMENTS: E. ORAL COMMUNICATION: Observe the employee's ability to provide clear, concise, and effective oral communications and assess the employee's ability to consistently listen and to check for understanding, in a non-judgmental manner, when communicating with all people. Also consider whether the employee keeps co-workers, supervisors, and subordinates adequately informed of new information. Regularly fails to listen to speakers and frequently provides incorrect and incomplete information. Occasionally does not give full attention to speakers and sometimes conveys imprecise or confusing information. Typically listens and provides information that is clear and concise. Effective oral communicator who consistently listens and communicates clearly. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. EXAMPLES/COMMENTS: F. WRITTEN COMMUNICATION: Observe the employee's ability to express information in writing; assess the degree to which written work is organized, clear, accurate, concise, and completed on time. Also, consider the amount of supervisory review that is necessary. Consistently does not express information well. Major improvements are required. Occasionally does not express information well; work is sometimes unclear and/or incomplete. Written work is acceptable, understandable, and suitable for the intended recipient. Consistently able to relate complex information or instructions clearly, accurately, and in a timely manner. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. Not applicable. EXAMPLES/COMMENTS: G. PROBLEM SOLVING/DECISION MAKING: Consider the employee's ability to recognize and independently diagnose problems, accurately develop creative alternatives, and implement practical and effective solutions. Observe the level of accuracy by which the employee identifies and analyzes problems, obtains proper information, generates alternatives, anticipates consequences, and makes decisions promptly. Also, consider the employee's ability to anticipate problems and whether major decisions are successful. Consistently does not recognize or misdiagnoses problems. Overly procrastinates in making decisions and frequently decisions with predictable outcomes yield poor results. Occasionally does not recognize or misdiagnoses a problem. Sometimes overly procrastinates in making decisions. In some instances, decisions with predictable outcomes yield poor results. Recognizes, diagnoses, and resolves problems within scope of position. Makes decisions that are typically accurate, timely and independently arrived at or with minimal supervision. Consistently accurate in recognizing, diagnosing and resolving problems. Decisions are routinely prompt and accurate. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. EXAMPLES/COMMENTS: H. TRAINING/DEVELOPMENT: Observe whether the employee seeks to improve job performance through training and solicits opportunities for growth through special assignments. Consider whether the employee voluntarily identifies interests and asks for appropriate job-related training. Also, consider the level of willingness that the employee shows towards training and development. Consistently neglects to seek opportunities to develop job skills. Solely depends on supervisor to identify areas for further development. Frequently resistant to training. Occasionally neglects to seek opportunities to develop job skills. Will minimally participate in identifying skills needs when required. Sometimes resistant to training. Typically seeks opportunities to develop job skills and usually identifies skills needs when required. Shows a satisfactory level of willingness for training. Consistently seeks opportunities to develop job skills and regularly identifies skill needs. Frequently shows a high level of willingness for training. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. EXAMPLES/COMMENTS: I. INTERPERSONAL SKILLS: Consider the employee's ability to establish and maintain cooperative working relationships with all co-workers and other members of the University; in some situations include external agencies and the general public. Also, observe the employee's ability to demonstrate sensitivity and awareness in relating to people of diverse backgrounds; to secure trust and respect from others and for others. Lastly, assess the employee's skill at managing conflict constructively. Consistently has problems relating to co-workers and/or other staff. Occasionally has a problem relating to co-workers and/or other staff. Works satisfactorily with co-workers and other staff. Works consistently well with all co-workers and other staff. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. EXAMPLES/COMMENTS: J. CUSTOMER SERVICE: Consider the employee's ability to provide consistent service using tact, courtesy, self-control, patience, and discretion during interactions with all customers (students, faculty, other university departments, the public, and/or outside agencies). Also, consider the type of feedback that this employee receives from customers. Consistently demonstrates a low level of customer service when interacting with customers. Sometimes does not exhibit a satisfactory level of customer service when interacting with customers. Demonstrates a satisfactory level of customer service when interacting with customers. Consistently demonstrates a high level of customer service when interacting with customers. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. EXAMPLES/COMMENTS: K. PROJECT LEADERSHIP: Consider the employee's ability to obtain cooperation and achieve results with and through others. Assess the employee's ability to encourage teamwork and provide guidance and accept guidance, without alienating others. Observe whether the employee provides clear directions (in writing or orally), uses participative decision-making, and solicits co-workers ideas and opinions. Also, consider whether projects are completed on time. Consistently does not promote or provide cooperation; frequently does not achieve results with or through others Occasionally does not promote or provide cooperation; sometimes does not achieve results with or through others. Typically promotes and provides cooperation. Usually achieves results with and through others. Consistently promotes and provides cooperation. Regularly achieves results with and through others. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. Not applicable. EXAMPLES/COMMENTS: L. ATTENDANCE: Consider the employee's work attendance and punctuality. Observe the number of unexcused absences or excessive absenteeism; patterned absences. Also consider whether tardiness is held to a minimum and with good cause. Consistently does not adhere to scheduled work hours. Occasionally does not adhere to scheduled work hours. Typically adheres to scheduled work hours. Consistently adheres to scheduled work hours. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. EXAMPLES/COMMENTS: PART II - ADDITIONAL DIMENSIONS - These supplemental dimensions may not be applicable for all positions on campus. M. SAFETY: Observe the adherence and support that the employee gives to Federal, State, and University safety standards and practices. Consider whether the employee follows work safety procedures when operating equipment, machinery and/or vehicles. Assess whether the employee properly inspects equipment, machinery, and/or vehicles before use. Also consider whether employee is pro-active in dealing with safety conditions or situations. Frequently violates Federal, State, or University safety practices and/or standards. Often takes risks that could lead or has led to an injury. Occasionally violates Federal, State, or University safety practices and/or standards. Sometimes neglects to recognize an unsafe situation. Typically adheres to Federal, State, and University safety practices and standards. Generally aware of unsafe conditions or situations. Consistently adheres to all Federal, State, and University safety standards and practices. Frequently aware of unsafe conditions or situations. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. Not applicable. EXAMPLES/COMMENTS: N. PROFESSIONAL APPEARANCE: In departments with a dress code requirement, consider the degree to which the employee adheres to dress code requirements; observe whether employee wears all parts of the required uniform. Also assess the condition of the employee's University uniform; consider whether the uniform is in a disheveled condition. Consistently does not adhere to dress code requirements. Major improvements are required. Occasionally does not adhere to dress code requirements. Typically adheres to dress code requirements. Consistently adheres to dress code requirements. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. Not applicable. EXAMPLES/COMMENTS: O. TECHNICAL KNOWLEDGE: Consider the level of understanding that the employee has for all phases of the job. Observe the employee's ability to understand technical issues and properly apply fundamentals, techniques and procedures. Also assess the employee's level of knowledge regarding policies, laws, procedures, and regulations against the level of knowledge that is needed to adequately perform his or her job. Consistently demonstrates a poor understanding of work phases and/or of policies, laws, procedures, and regulations relevant to the job Occasionally demonstrates a poor understanding of work phases and/or of policies, laws, procedures, and regulations relevant to the job. Demonstrates a satisfactory level of understanding of work phases and of policies, laws, procedures, and regulations relevant to the job. Consistently demonstrates a thorough understanding of all work phases and of policies, laws, procedures, and regulations relevant to the job. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. Not applicable. EXAMPLES/COMMENTS: P. COMPUTER SKILLS: Assess the employee's level of knowledge about software applications relevant to his or her job. Consider the employee's ability to effectively and efficiently use these software applications to produce documents and reports. Also observe the employee's ability to learn new software applications as required by the job. Consistently unable to demonstrate knowledge and/or skill. Major improvements are required. Sometimes unable to demonstrate knowledge and/or skill. Takes a more than normal period of time to learn new applications. Typically able to demonstrate knowledge and skill. Usually able to learn new applications in a normal period of time. Consistently able to demonstrate knowledge and skill. Regularly able to learn new applications in a shorter than normal period of time. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. Not applicable. EXAMPLES/COMMENTS: Q. SUPERVISORY SKILLS: Consider the employee's capability to plan and control work activities, motivate and develop subordinates and improve work methods and results. Observe the employee's ability to conduct thorough, accurate, and timely performance evaluations and provide constructive feedback to subordinates. Assess the degree to which the employee applies policies, selects and develops subordinates in accordance with affirmative action policies. Also consider whether the employee establishes and maintains safety practices and procedures for his or her employees. Consistently fails to meet minimal supervisory skills. Frequently neglects supervisory responsibilities. Occasionally falls short of acceptable supervisory skills. Sometimes neglects supervisory responsibilities. Demonstrates satisfactory supervisory skills. Usually attends to supervisory responsibilities. Consistently excels at supervising employees. Treats all employees fairly. Regularly attends to supervisory responsibilities. Categories above are not adequate descriptors. Describe behavior in "examples/comments" section. Not applicable. EXAMPLES/COMMENTS: PART III - OVERALL RATING (Please refer to the overall rating key categories) To be completed by appropriate administrator only. Based upon overall evaluation, this employee is found to be: Unsatisfactory Marginal Satisfactory Commendable Outstanding COMMENTS: PART IV - PERFORMANCE SUMMARY STRENGTHS: Comment on the key strengths that this employee demonstrated during this performance review period. Consider the skills developed during the performance cycle. Comment on progress made in "areas for development" from the last performance review. AREAS FOR DEVELOPMENT: Comment on key areas that need to be further developed during this performance review period. DEVELOPMENT PLAN: Attach a development plan for the employee. COMMENTS: PART IV - RECOMMENDATIONS / SIGNATURES This employee is eligible for a SBSI (Unit 8 Only) Yes No Do you recommend the increase? Yes No . This employee is eligible for permanent status on . Do you recommend permanent status? Yes No (Does not apply to short or long-term temporary employees) Rater抯 Signature/TitleDate Appropriate Administrator抯 Signature/TitleDate Director抯 or Dean抯 SignatureDate Vice President抯 Signature (optional) Date PART V - EMPLOYEE COMMENTS / SIGNATURE Employee Review: I agree with the evaluation. I agree with the exceptions noted below. I disagree with the evaluation as noted below. COMMENTS: Employee SignatureDate Page PAGE 8 of NUMPAGES 8 April 6, 2001 OVERALL RATING KEY -- The Overall Rating Categories are: UNSATISFACTORY - Performance seriously deficient and requires immediate improvement. MARGINAL � Improvement needed for performance to meet expected standards. SATISFACTORY � Performance meets expected standards COMMENDABLE � performance frequently exceeds expected standards OUTSTANDING � performance consistently exceeds expected standards. 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