Sample Employee Evaluation

SAMPLE / DRAFT PERFORMANCE APPRAISAL PROCEDURES
(Please Note: All Sample/Draft Personnel Poli! lan"#a"e s$o#l% &e re'ie(e%
an% appro'e% &! a Cit! Attorne! prior to a%option)*
I) +$! %o performane e'al#ation,
Employee development
Identification of training needs attorney
Employee motivation
Identification of organizational problems
Documentation to support other management decisions including corrective
action/discipline
Ensure Job / Position Description is up to date and accurate.
II) -o( to %o performane e'al#ation:
Establish the right atmosphere) Find a private place where interruptions and
phone calls are unliely. !ave your calls held. Even the seating arrangements can
be more important than you thin. "wo comfortable chairs at a conference table are
better than sitting behind the des with the employee in front of you.
Choose the right time. #oo at your wor schedule as well as the employee$s.
%id&morning is often considered an ideal time. 'ou$ve completed the start&up
routine but neither of you is too tired to conduct a proper appraisal session. Fridays
can be bad days if you are dealing with a marginal performer. "here is a weeend to
brood immediately afterward( instead of a worday when improvements can be
made. )elect a time other than lunch. 'ou and the employee will be able to better
focus on the appraisal rather than the distraction of the meal and the server.
Be in the right frame of mind) Don$t attempt to conduct an appraisal session if you
are not feeling well or if the staff person is not well. *oth of you need to be prepared
mentally for the session.
Set the agenda) !ave the self&appraisal( planning calendar and appraisals from
others in place.
+eview position description with employee in advance of evaluation with particular
emphasis on the performance evaluation factors included in the description.
,ontinuous observations during the year with written notation( dating and describing
important e-amples of good and poor performance.
Evaluate each performance factor independently of all other factors.
Plan a ./0 minute employee conference to review the evaluation. )chedule the
conference no more than one or two days in advance to minimize pre&meeting
apprehension.
"he conference should be friendly but formal. Emphasize good performance and be
specific about any unsatisfactory performance.
Emphasize that an unsatisfactory rating is your appraisal of 1ob performance( not of
the person.
If unsatisfactory performance noted( specify the e-pected corrective actions and set
near term 2/ month3 follow up. Do this until the performance improves.
*rief your supervisor on the strong and wea performance evaluations of those
employees you supervise.
III) Diretin" t$e appraisal session :
'ou are conducting this session for one purpose4 to discuss the employee$s
performance. 'ou should avoid all 5uestions that produce short( simple answers. "ry
instead to as 5uestions that re5uire e-tended( thoughtful responses.
6hich parts of the 1ob do you feel you do well7 "his open&ended 5uestion
encourages the employee to e-pand and discuss his/her 1ob.
Provide me with the details.
Please elaborate.
I.) Pro'i%in" fee%&a/ .
%ae the feedbac specific. )ometimes employees 1ust don$t measure up to the
city/town$s performance standards. 'ou have to point this out( and it won$t be easy.
)ome managers try to avoid this e-perience. "hey hope the employee$s performance
will improve with time( e-perience( or 1ust luc. 8sually( the result is 1ust the opposite.
Employees conclude that their performance is acceptable and no one tells them
anything different until they are fired 2worst case scenario3. In a case lie that( a huge
wrongful discharge claim could be filed because appraisals didn$t reflect the actual
performance.
Performance feedbac needs to be constructive in order for it to be productive. It tries
to reinforce the positive and change the negative by.
Identifying what was done well or poorly.
Describing what action or behavior is desired.
E-plaining the effects of the observed and desired acts or behavior.
,onstructive feedbac focuses on the behavior( not the person.
,onsider the employee$s feelings4 focus on the action( not the person.
9void attacing the individual and maing 1udgments.
Encourage the employee to listen rather than go on the defensive.
#et the employee now what behavior is e-pected. E-plain how you want
inade5uate behavior changed.
E-plain the results or effect of the action or behavior.
"ae time to point out positive behaviors that can be repeated and wor with the
employee to come up with ways to repeat those behaviors.
Follow up with more feedbac and action plans as needed.
.) E'al#ation errors:
:!alo and horns: effect & a general impression colors the rating on all factors. "reat
each factor separately.
:+ecency: effect & the evaluation is based upon the last three or four wees of
performance rather than the totality of the evaluation period.
:,entral tendency: & fence straddling by the evaluator who is unwilling to assign
appropriate high or low ratings.
:+ater bias: & personal pre1udice against the employee.
.I) A%ministration:
9n employee;s signature on the evaluation form does not necessarily imply
agreement with the evaluation( only that the employee has participated in the
evaluation.
6ritten memoranda documenting performance through out the year should be
attached to the evaluation report.
Performance appraisals should be signed by the supervisor.
"he signed report and the employee;s comments and other documents must be filed
in the employee;s personnel folder and stored in a secure place not readily
accessible by employees.
"he personnel file should be made available to the employee upon re5uest but
under controlled circumstances to prevent loss of critical documentation.
SAMPLE/DRAFT
PERFORMANCE E.ALUATION FORM
Emplo!ee:000000000000000000000000000000000
Position:0000000000000000000000000000000
S#per'isor:00000000000000000000000000000000
Department:0000000000000000000000000000
Date: 0000000000000000000000000000000000000
Time in Position:000000000000000000000000
SECTION I 1 2ENERAL PERFORMANCE STANDARDS
,onsider each standard separately. %ar an 3 in the appropriate bo- which most
reflects the evaluator$s response. 9 substandard performance rating on any
performance standard must be supported by specific comment in the space provided.
8se additional sheets if necessary.
<. 4O5 6NO+LED2E7 S6ILLS7 AND A5ILITIES: "he employee demonstrates the
nowledge( sills and abilities necessary to perform wor satisfactorily.
Does not have the basic
nowledge( sills and
abilities to perform wor
satisfactorily.
!as the basic nowledge(

sills( and abilities to
perform wor satisfactorily.
!as e-ceptional
nowledge( sills( and
abilities to perform wor.
,=%%E>").
8) 9UALIT: OF +OR6: "he employee demonstrates accuracy( attention to detail and
effectiveness in completion of wor.
6or is sometimes
inaccurate or incomplete4
fails to meet departmental
standards.
6or is usually accurate

and thorough4 wor meets
departmental standards.
6or is consistently of
e-cellent 5uality( accuracy(
and detail.
,=%%E>").
;) PRODUCTI.IT:: Employee performs wor with efficiency( consistency and
timeliness.
6ors slower than
e-pected4 wor is of
substandard consistency
and timeliness.
,ompletes wor on time(

with consistency and
efficiency4 meets
?uicly completes wor(

often ahead of schedule4
effectively prioritizes
wors4 e-ceeds
,=%%E>").
<) RELIA5ILIT:: "he employee e-hibits dependability and conscientiousness in
performing wor and in willingness to accept responsibilities.
)ometimes is not
dependable and
conscientious in
performing wor4 unwilling
to accept responsibilities.

,onsistently dependable
and conscientious4 usually
accepts responsibilities4
meets departmental
standards.
E-tremely dependable4
follows through promptly
on all tass4 accepts
responsibilties4 e-ceeds
1ob goals4 show high level
of initiative.
,=%%E>").
=) COMMUNICATION: "he employee demonstrates the appropriate level of written and
verbal communication sills necessary to satisfactorily perform the 1ob.
,ommunication sills
impair wor performance.
Possesses the re5uired

communication sills and
is effective in the position4
meets departmental
standards.
!as e-cellent
communication sills4 very
effective in verbal and
written interactions.
,=%%E>").
>) +OR6 RELATIONS-IPS: "he employee possesses the ability to maintain effective
and productive woring relationships with fellow employees( supervisors and the public.
!as trouble getting along
with other employees(
supervisors( and the
public.
!as a generally positive

approach in assisting
others4 maintains effective
woring relationships4
meets departmental
standards.
E-ceeds departmental
standards4 highly
cooperative4 wors hard to
promote positive wor
relationships.
,=%%E>").
?) SAFET:: "he employee adheres to the rules and regulations to ensure safety
standards are met.
Fails to follow safety rules
and regulations4 falls
below departmental
standards.
Follows safety rules and

meets departmental
standards.
E-ceeds departmental
standards for safety.
,=%%E>").
SAMPLE /DRAFT
4O5 PERFORMANCE STANDARDS
"his section is designed to be :1ob specific:. +efer to the :Job Performance )tandards:
of the employee;s position description. *riefly list the ma1or 1ob duties specifically related
to the performance of this 1ob. ,hec the standard which represents the employee;s
wor performance. 9dditional 1ob performance standards may be attached. In the
comment section( provide information to e-plain and support ratings that indicate
substandard performance.
*E#=6 )"9>D9+D. Job performance generally falls below standards re5uired for the
position.
%EE") )"9>D9+D). Job performance satisfactorily meets the re5uirements for the
position.
E@,EED) )"9>D9+D). Job performance consistently e-ceeds the standards for the
position.
5ELO+
STANDARD
MEETS
STANDARD
E3CEEDS
STANDARD
4O5 PERFORMANCE
STANDARDS
<.
,=%%E>").
A.
,=%%E>").
/.
,=%%E>").
B.
,=%%E>").
C.
,=%%E>").
SECTION III 1 O.ERALL +OR6 PERFORMANCE: ,hec the standard which
matches the employee;s =DE+9## wor performance. 9n overall wor performance
rating which does not meet :Job +e5uirements: re5uires specific e-planation in the
comment section. E-planation must include the specific 1ob performance areas re5uiring
improvement. 9ttach additional sheets as necessary.
Performance needs
improvement to meet Job
+e5uirements.
Performance meets Job

+e5uirements
Performance e-ceeds Job

+e5uirements.
,=%%E>").
SECTION I. 1 EMPLO:EE COMMENTS: ,omments are encouraged either agreeing(
disagreeing or acnowledging the supervisor;s evaluation. 9ttach additional information
if needed.
)upervisor;s signature.EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE
Date.EEEEEEEEEEEEEEE
Employee;s signature.EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE
Date.EEEEEEEEEEEEEEE
,hief 9dministrator;s signature.EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE
Date.EEEEEEEEEEEEEE
NOTE: 5! si"nin" t$is form7 t$e emplo!ee a/no(le%"es onl! t$at t$is e'al#ation
(as %is#sse% an% a op! $as &een reei'e% &! t$e emplo!ee) T$e emplo!ee@s
si"nat#re does not si"nif! a"reement (it$ t$e e'al#ation)
SAMPLE/DRAFT
EMPLO:EE SELF E.ALUATION
E%P#='EE >9%E. EEEEEEEEEEEEEEEEEEEEEEEEEEE D9"E.EEEEEEEEEEEEEEE
ED9#89"=+. EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE
<. 6hat were your principal accomplishments in your areas of responsibility since your
last evaluation7
EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE
EEEEEEEEEEEEEEEEEEEEEEEEEEEE
A. 6ithin the areas of your responsibility( what are things you could improve or build
upon7
/. !aving reviewed your position description( do your areas of responsibility fit your
position description7 If certain areas do not( what ad1ustments do you feel should be
made7
EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE
B. 6hat aspects of the city/town operations are you most satisfied with7
C. 6hat aspects of the city/town operations are you least satisfied with7
F. !ow do you feel about your career development with the city/town7
G. 6here do you see yourself two years from now7
=nce this self evaluation has been reviewed by the employee and evaluator( it should
be attached to the employee$s Performance 9ppraisal.

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SAMPLE / DRAFT PERFORMANCE APPRAISAL PROCEDURES

!as the basic nowledge(

6or is usually accurate

,ompletes wor on time(

?uicly completes wor(

Possesses the re5uired

!as a generally positive

Follows safety rules and

Performance meets Job

Performance e-ceeds Job

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