Employee Performance Review Form
Fifth Avenue Committee, Inc. (Revised 2000)
NAME: EVAL DATE:
UNIT: LAST EVAL:
JOB TITLE:
Goals of this Performance Evaluation
· To provide an opportunity to take a personal inventory of strengths & weaknesses.
· To provide clear feedback from supervisor on work performance, strengths & weaknesses.
· To outline and agree upon a program for practical improvement and employee development.
· To provide a clear basis for evaluating merit raises, probationary period, etc.
Instructions
Step 1: Before the evaluation period begins, the employee and supervisor should fill out the “Major Job Goals, Objectives, and Responsibilities.” Ideally, this should be done initially when the employee is hired (to be used at the initial 6-month review), and then revised each year – for the year-to-come – at the employee’s Annual Performance Review. This form should match both (a) the employee’s job description, and (b) the FAC strategic plan goals & objectives that the employee works on. If this has not been done in advance, the employees and supervisor must fill it out prior to completing the evaluation form. In addition, people are encouraged to use this form throughout the year, in developing workplans.
Step 2: For individuals who supervise others, the Supervisees’ Feedback form should be used. The employee being reviewed gives a copy of the form (& the Org'l Improvement Form) to the people they supervise. They should fill out the form in advance indicating in the “Return Form To” space the name of their supervisor. Forms are then returned to the employees supervisor – all forms are confidential. The supervisor of the person being reviewed will then compile the feedback into one form. If the individual being reviewed only supervises 1 or 2 people, then those supervisees can choose to have an informal conversation with the supervisor, who will then convey overall impressions rather than a compiled form.
Step 3: Both the employee and her/his supervisor are to complete separate evaluation forms for the annual performance review. The employee is to complete the form as a self-assessment; the supervisor is to complete the form to evaluate the employee’s performance.
Step 4: When the forms are completed, they are to be discussed by the employee and supervisor. When the meeting is completed, both are to sign the forms. The employee’s signature does not necessarily indicate agreement, but instead that this procedure has been followed. If an employee is dissatisfied with the results of the evaluation, they should refer to the FAC Personnel Manual. Both completed forms will be included in the employee’s personnel file.
Step 5: If a Salary or Job Action (e.g. end of probation period, merit raise etc.) is being made, the Salary/Job Action form must be completed. It should be signed by the supervisor and the employee. Again, the employee’s signature does not necessarily indicate agreement, but only that this procedure has been followed. It should then be forwarded to the Unit Director and Executive Director for approval, and then to the Office Manager for implementation.
Major Job Goals, Objectives, and Responsibilities
· This form should be completed prior to the evaluation period – generally when a new employee is hired, or at the end of an Annual Performance Review (for the next year).
· Employee & supervisor should agree upon specific job goals, objectives, or responsibilities during the period to be evaluated.
· These goals should reflect the employee’s job description.
· These goals should reflect the FAC Strategic Plan.
· Employees & supervisors are encouraged to utilize this form in developing workplans.
For the period: From: To:
Job goals, objectives, or responsibilities / Achievements / results / Rating1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
FAC Supervisees’ Feedback on Supervisor
· The individual being reviewed should distribute this form to the people they supervise.
· The form will be kept confidential and will not be shared with the supervisor.
· Forms should be returned to the employee’s supervisor (see “Return Form To”) below.
· The supervisor of the person being reviewed will compile the feedback into one form.
· The goals are to evaluate the individual’s performance as a supervisor, and to assist in their development.
Name of Supervisor Eval Period
Return Form To Date
Please provide a candid rating and any comments on your supervisors performance in each area.
1) Encouraging a team approach, in which people work together to achieve FAC’s mission. Organizing & planning for your unit. / 1 2 3 4 52) Conducting regular individual supervisory sessions, to provide clear and constructive feedback. / 1 2 3 4 5
3) Developing a mutual understanding of expectations. Clearly sharing job description and expectations. / 1 2 3 4 5
4) Helping you develop new skills and knowledge. Incorporating professional development and learning into conversations with you, at least quarterly. / 1 2 3 4 5
5) Making sure the work gets done well and on-time. Effective delegation and support / 1 2 3 4 5
6) Helping you plan and balance your workload (including reviewing accrued time with you). / 1 2 3 4 5
7) Helping connect your daily work with the overall goals of the unit and organization. / 1 2 3 4 5
8) Treating all supervisees fairly, and ensuring compliance with FAC’s policies. / 1 2 3 4 5
9) Using humor and a spirit of generosity and sensitivity / 1 2 3 4 5
10) Knowledge, skill level, and efficiency in their own work / 1 2 3 4 5
What does your supervisor do that is most helpful/supportive to you in performing your job?
Suggestions for how your supervisor could improve his/her performance:
Quality of Work Performance
Planning & independence: Does employee effectively plan workload (using workplans) to establish priorities, taking a long-range view of the work? / 1 2 3 4 5
Adaptability: Can employee adjust to changes / handle pressure? / 1 2 3 4 5
Creativity & initiative: Does employee use creativity and take initiative in finding new ways to complete the assigned work? / 1 2 3 4 5
Communication skills: Does employee effectively express herself verbally (e.g. telephone), in person, and in writing? / 1 2 3 4 5
Technology: Does employee have proficiency using computer, software, etc?
Organization: Does employee maintain organized systems, files, phone messages, computer, etc.? / 1 2 3 4 5
Comments:
Relationships
Attitude toward the work & organization: Does employee have a positive attitude about the job, understand our mission, and represent FAC well? / 1 2 3 4 5Relationships with co-workers: Does employee work cooperatively with co-workers, maintain good relationships, exert a positive influence in the office? / 1 2 3 4 5
Relationship with supervisor: Does employee accept supervision and constructive criticism? / 1 2 3 4 5
Relationship with stakeholders (i.e. tenants, members, board, committee members, funders, vendors, etc.): Does employee develop good relationships with FAC’s stakeholders that reflect well on FAC? / 1 2 3 4 5
Comments:
Dependability & Judgment
Attendance: Does employee report to work regularly and on-time, follow office procedures regarding absences, insure that responsibilities are covered? / 1 2 3 4 5Dependability & follow-through: Can employee be counted on to complete assigned responsibilities, to follow through on tasks, and to ask for clarity where it is needed (rather than allow a task to remain undone)? / 1 2 3 4 5
Judgment and problem solving: Does employee show good judgment and the ability to act independently (and appropriately) when faced with a problem? / 1 2 3 4 5
Comments:
Program Planning & Resource Development (where appropriate)
Innovation: Developing ideas for new programs, improving the organization, and working with others to make these ideas happen. / 1 2 3 4 5
Resource development: Skill, commitment, and time to helping develop resources (via fundraising, media, etc) for FAC. / 1 2 3 4 5
Comments:
Constituency Development (where appropriate)
Committee staffing: Effectively staffing committee, calling regular meetings, planning for meetings, reaching out to new members, helping them feel useful, insuring effective communication w/board. / 1 2 3 4 5Constituency building: Skill, commitment, and time to building FAC constituency, developing leadership of participants, etc. / 1 2 3 4 5
Public policy: Attention to public policy implications of work, effort to promote broader FAC goals through our work. / 1 2 3 4 5
Comments:
What do you enjoy most about your job?
What do you enjoy least about your job? Are there ways to improve this?
(1) Does not meet job requirements; (2) Needs improvement; (3) Meets job requirements;
(4) Often exceeds job requirements; (5) Consistently exceeds job requirements
Employee’s greatest strengths
/ Actions/strategies to take advantage of strengthsAreas most in need of improvement / Actions/strategies to improve performance
Supervisor’s additional comments:
Employee’s comments regarding supervisor’s evaluation:
Employee’s signature: Date:
NOTE: Employee’s signature does not mean that the employee agrees with the evaluation, but rather that she or he has read the evaluation and discussed it with the supervisor.
Supervisor’s signature: Date:
Unit Director's signature: Date:
Executive Director’s signature: Date:
Salary / Job Action Form
Employee: Date:
Salary Action
q Merit raise to: $ %:
Raise effective date:
q Raise was delayed through no fault of the employee. Therefore, please make the raise retroactive to the Raise Effective Date above, and make sure they receive the one-time payment due to them. Thanks!
q Equity or other adjustment (required executive director approval) to:
$
Job Action
q Initial Probation Period passed as of:
q Imposed Probation Period (from/to):
q Imposed Probation Period passed as of:
q Imposed Probation Period extended to:
Employee’s signature: Date:NOTE: Employee’s signature does not indicate agreement, only acknowledgement.
Supervisor’s signature: Date:
Unit Director's signature: Date:
Executive Director's signature: Date:
Implemented by Office Manager: Date:
FAC Employee Professional Development Plan
As outlined in the FAC Personnel Manual, FAC takes a “capacity building” approach to personnel. We are committed to supporting the professional development of all employees, through training & education, work assignments that help build skills & experiences, and building and sharing knowledge by learning and teaching together. Supervisors are expected to incorporate professional development and learning into discussions with their supervisees on at least a quarterly basis.
Employee: For Period:
Areas for Growth/Development / StrategiesSuggestions for FAC Organizational Improvement
FAC is eager to promote a team approach to problem-solving and ongoing improvement of our work. We are eager to have each employee’s suggestions on how we can do that. In addition to providing feedback on your supervisor's performance, please share your ideas about how FAC can improve. You can choose whether to submit the form anonymously, or to include your name for follow-up conversations about your ideas.
What do you see as FAC’s mission?How well do you feel FAC does at achieving its mission?
What overall organizational improvements would improve FAC’s work?
What changes in your unit would help improve its work?
Other comments:
Name (optional):