TEXAS A&M UNIVERSITY – OCEAN DRILLING PROGRAM

EMPLOYEE PERFORMANCE APPRAISAL

NAME: / JOB TITLE:
DEPARTMENT: / APPRAISAL PERIOD:
From: February 1, 2002
To: January 31, 2003

STATEMENT OF POLICY

The performance appraisal process has five major objectives: 1)To provide employees with feedback to improve or maintain job performance; 2)Outline areas for employee development; 3)Develop goals for the next review period; 4)Recognize job-related accomplishments; and 5)To enhance communication between working relationships between supervisors and employees. In keeping with this process, employees receive a formal performance review, which includes a self-evaluation, once a year. However, an employee may be reviewed at any time.

PERFORMANCE APPRAISAL PROCESS

The performance appraisal process is an ongoing process that includes performance planning, periodic review and performance evaluation. This form should be used as a communication tool and a formal document to assure a mutual understanding of what is expected in a given time frame and how those expectations are being met.

PREPARING FOR THE PERFORMANCE REVIEW

An employee’s performance is the central issue to be discussed. Review and, if applicable, update the employee’s position description (PD) with the employee. Both you and the employee should sign the updated PD so there is a mutual understanding of the job duties. Attach the updated PD to the Performance Appraisal. Give the employee the Self-Evaluation Form to complete and return prior to your face-to-face meeting. Review goals and standards previously discussed and agreed upon with the employee, and gather any documentation or examples of achievement or lack of achievement. Evaluate job performance versus job expectations for the appraisal period. Any variances, either positive or negative, in performance should be noted along with specific examples. Avoid the following: using impressions instead of facts; holding an employee responsible for the impact of factors beyond their control; and bias/prejudice. Give an honest review of performance. After you have reviewed the appraisal, send it to your Department Head (Manager) for review. After your Department Manager reviews and returns the appraisal, schedule a time to meet with the employee to discuss the appraisal. The completed Performance Appraisal and the Employee Self-Evaluation forms should be exchanged with the employee prior to your face-to-face meeting. After you and the employee have reviewed and signed the Performance Appraisal form, send it back to your Department Manager for review and signature. All completed documents are due back to Human Resources by March 31, 2003.

DOCUMENTATION OF PERFORMANCE, BEHAVIORAL AND SUPERVISORY SKILLS

For each category/skill, check the block that is most applicable to record the employee’s accomplishments. A brief comment or two is required if you rate performance Unsatisfactory or Outstanding. Comments are also recommended for any rating so to document actual performance and personalize appraisal. Comments may be made on the last page of the appraisal form. Use the following instructions to check the applicable block in each category:

UNSATISFACTORY: This level of performance is characterized as being any performance below the minimum level needed for an organization to successfully accomplish its current mission. The organization would not be able to successfully fulfill its current mission and meet current responsibilities if each of the organization’s employees in jobs that share similar levels of responsibility performed at this level. Key question: If other employees in jobs that share similar levels of responsibility in our organization performed at this level, would we be able to accomplish our mission? In no, rate at this level.

SATISFACTORY: This level of performance is characterized as being any performance at the minimum level needed for an organization to successfully accomplish its current mission when a particular responsibility is fulfilled in those jobs that share similar levels of responsibility. The organization would be able to successfully fulfill its current mission and meet current responsibilities if each of the organization’s employees in jobs that share similar levels of responsibility performed at this level. As the mission of the organization grows, requirements for this level of performance will also grow. In this situation, stagnant performance may eventually slip to levels that do not meet expectations. Keyquestion: If all the other employees in jobs that share similar levels of responsibility in our organization performed at this level, would we still be able to accomplish our mission? If yes, rate at this level.

MORE THAN SATISFACTORY: This level of performance is characterized as being any performance above the minimum level needed for an organization to successfully accomplish its current mission when a particular responsibility is fulfilled in those jobs that share similar levels of responsibility. This level of performance is below outstanding performance because it does not establish new benchmarks of superior performance. Key Question: Is this level of performance above the minimum needed for our organization to accomplish our mission? If yes, rate at this level.

OUTSTANDING: Outstanding performance can be characterize as being at a level that establishes new and higher performance standards for a particular responsibility in those jobs that share similar levels of responsibility. This level of performance is often used by the organization to raise minimum standards of performance in those jobs that share similar levels of responsibility. This occurs as a result of raised expectations of customers due to higher levels of service. Performance at this level is often used to establish new benchmarks of superior performance. As a result, this level of performance may also have an influence on expanding the mission of an organization due to raised expectation s of the organization’s constituents. Key question: Has this level of performance established a new benchmark for superior performance within this job classification in our organization? If yes, rate at this level.

Examples for improvement should be cited. Comments pertaining to each category or skill must be used to provide the examples or documentation necessary to make the appraisal meaningful. Comments must be based on facts that are documented or easily illustrated and not on impressions.

PERFORMANCE SKILLS

CATEGORY/SKILL
/
UNSATISFACTORY
/
SATISFACTORY
/ MORE THAN SATISFACTORY /
OUTSTANDING

APPLICATION OF KNOWLEDGE

Consider applying technical knowledge, education, and experience to job requirements. / []
Inadequate understanding of job duties. Supervisor has no confidence that skills or knowledge is consistently applied. / []
Has demonstrated adequate knowledge of job. Has knowledge and skills to handle job duties. / []
More than adequate knowledge of job. Consistently applies self to expand knowledge and skills. / []
Thorough knowledge of job and how it affects others. Continually utilizes expanding knowledge and skills to perform duties.

QUALITY OF WORK

Consider quality in relation to level of job duties. Consider thoroughness, accuracy, and overall presentation of work. / []
Quality does not meet requirements of job. Work is incomplete, inaccurate, and has many errors. Work requires considerable review. / []
Quality meets requirements of job.
Work is frequently complete, accurate, and has minimal errors. Work requires minimal review. Work is presented in a satisfactory manner. / []
Quality exceeds requirements of job. Work is consistently complete, accurate, and thorough, exceeding job requirements. Work is presented in a professional and cohesive manner. / []
Quality of work exceptional for job requirements. Work is exceptionally thorough, organized, well thought out, and accurate.
QUANTITY OF WORK
Consider assignments completed and overall productivity. / []
Seldom completes work on time. Volume of work is below standard. / []
Successfully completes all assigned work on time. Volume of work is acceptable for position. / []
Produces more work than required in prescribed time frame. Assignments usually completed before deadlines. Volume of work is generally above job requirements. / []
Completes work well in advance. Maintains unusually high output.
Volume of work
always exceeds job requirements.
WORK ETHICS
Consider how employee displays agency loyalty through the handling of confidential information, following policies, and use of organization’s property. / []
Does not follow policies. Careless with organization’s property. Prone to gossip and discussing confidential information outside of appropriate parties. / []
Competent in complying with and respecting policies. Appropriately uses organization’s property. Protects confidential information. / []
Diplays a high regard for organization’s property and policies. Has demonstrated the ability to understand and takes steps in protecting confidential information. / []
Consistently supports and follows organization’s policies and property. Uses exceptional care in regards to confidential information.
WORK ORGANIZATION
Consider whether employee’s work steps are logical, organized, and how effectively time is used. / []
Work is unplanned and unorganized. Usually cannot find, or wastes time searching for information. Work is not completed logically. / []
Plans and organizes work. Uses time to complete assignments. Normally does not require assistance to accomplish routine work effectively and logically. / []
Planning and organizing work is a priority. Uses time wisely and produces more work than required. Demonstrates the ability to logically complete assignments on the majority of assigned projects. / []
Exceptional planning and organizational skills. Makes the most of their time, able to take on additional tasks without affecting regular assignments. Work is always completed in an effective and logical manner.
BEHAVIORAL SKILLS
CATEGORY/SKILL
/ UNSATISFACTORY / SATISFACTORY / MORE THAN SATISFACTORY / OUTSTANDING
TEAMWORK
Consider whether employee works harmoniously and effectively with fellow employees and management. / []
Never assists others unless specifically asked. Shows significant reluctance to work with others. Disrupts or destroys team efforts. Generally uncooperative. Has negative attitude. / []
Provides assistance without being asked. Will work effectively with team, and is cooperative. Occasionally displays an enthusiastic attitude. / []
Seeks out opportunities to assist others. Above average team member. Is very cooperative. Promotes enthusiasm about working with others, and looks for constructive ways to encourage others. / []
Goes above and beyond to assist others. Promotes superior teamwork, and is team leader. Always promotes enthusiasm.
DIVERSITY
Consider employee’s actions and attitudes in supporting department and organization’s diversity initiatives. Consider how the employee respects and values individual differences. / []
Has little or no regard for diversity initiatives. Chooses not to promote diversity by actions and verbal comments. / []
Satisfactorily supports diversity in the workplace. Shows respect and consideration for others in work place interactions. / []
Promotes diversity in the work place. Pro-actively demonstrates sensitivity to individual differences regardless of their nature (e.g. physical, cultural, religious, gender, ethnic, or racial). / []
Supports, promotes, and encourages diversity in the work place. Consistently promotes diversity initiatives. Employee raises standards on diversity in the work place.
CUSTOMER RELATIONS
Consider how employee responds and interacts with members, employees, and others within or outside department or organization. / []
Has little or no regard for how his/her behavior affects others. Rarely listens or tries to understand needs of others. Lacks tact, diplomacy, and appears impolite when dealing with customers/community. / []
Normally concerned about and aware of impact of behavior on others. Listens, understands, and responds appropriately to others needs. Generally tactful, diplomatic, and polite when dealing with customers/community. / []
Pro-active in understanding and being responsive to others needs. Above average in understanding and listening to others needs. Willing to go the extra mile. Exhibits professionalism in dealing with customers/community. / []
Seeks to secure quality, long-lasting customer-user relations. Consistently going the extra mile to be sure others needs are met. Outstanding in understanding and being responsive tocustomers/
community needs.
DECISION MAKING
Consider employee’s ability to identify issues and choose appropriate course of action. / []
Continually jumps to conclusions and does not consider facts. Becomes indecisive and/or inactive when faced with simple decisions. Lacks skills to identify issues that may cause problems. / []
Generally considers facts, and able to identify issues to make generally sound decisions. Meets decision making requirements of the job. / []
Generally decisive and handles daily decisions with ease. Good at foreseeing issues and problems, and making sound, timely decisions. / []
Exceptional decision making skills.
Has strong capability to identify issues and foresee problems, while always making sound and timely decisions.
DEPENDABILITY
Consider the manner in which employee applies self to work, timeliness, and amount of supervision required to obtain desired results. / []
Cannot be depended on to follow up and handle routine tasks. Constantly needs supervision. Extreme difficulty in meeting schedules. / []
Reliable and conscientious about accomplishing duties and assignments. Only requires general supervision. / []
Always reliable and conscientious about accomplishing assignments. Requires supervision only on non-routine tasks or on complex assignments. / []
Has earned supervisor’s complete confidence that assignments will be accomplished. Needs only minimal supervision on all tasks.
INITIATIVE
Consider employee’s ingenuity for completing extra or self-initiated projects or assignments, adaptability to change, and employee’s initiative in completing assignments ahead of schedule. / []
Seldom, if ever, looks for ways to improve organization and/or self. When given a task, never looks for ways to improve work process. Never completes assignments ahead of schedule. Resistant to change. / []
Generally looks for ways to improve organization and/or self. When asked, generally looks for ways to improve work process. Occasionally completes assignments ahead of schedule. Readily adapts to situations and/or change. / []
Actively seeks new assignments and ways to improve organization and/or self. Independently originates constructive ideas for improving work process. Frequently completes assignments ahead of schedule. Supports and easily adapts to change. / []
Gives exceptional ideas on ways to improve organization, and/or self, seeks new, challenging assignments. Provides superior constructive ideas for improving work process. Always completes assignments ahead of schedule. Outstanding ability to adapt to and support change.

SUPERVISORY SKILLS

FOR SUPERVISORY PERSONNEL ONLY
CATEGORY/SKILL
/ UNSATISFACTORY / SATISFACTORY / MORE THAN SATISFACTORY / OUTSTANDING
MANAGING EMPLOYEES
Consider use of appropriate/ effective management style flexibility, care, and concern for total employee. / []
Displays an ineffective or deficient supervisory role. Inadequate or no appraisals are completed on employees. Avoids dealing with employee problem situations. Appears to view employee only as tools to get the job done. / []
Adequately performs supervisory role. Completes performance appraisals on time and provides honest feedback. Deals with employee problem situations effectively. Views employees as a valuable resource to get the job done. / []
Commendable supervision and leadership of staff. Does above average job in conducting appraisals. Pro-actively deals with and resolves employee problem situations. Regularly acknowledges employee’s contribution to the program. / []
Exceptional supervisor. Always coaches/trains and conducts solid appraisals. Foresees and addresses potential employee problem situations before they evolve. Continually acknowledges employee’s contribution to the program.
MANAGING RESOURCES
Consider use of budget, training, equipment, and materials in an effective manner. / []
Resources consistently below level required for maintaining an effective operation. Tends to ignore budget requirements. Ineffectively uses resources, which results in an ineffective operation. / []
Meets job requirements in maintaining an effective operation. Seeks ways to stay within budget requirements. Efficiently uses limited resources to maintain an effective operation. / []
Finds ways to cut unnecessary expenditures, while maintaining an effective operation. Exceeds job requirements in managing the budget. Commendable use of resources to accomplish program’s objective. / []
Constantly looking and finding ways to save but operates effective operation. Exceptional manager in maintaining budget requirements. Exceptional use of resources to accomplish program’s objective.
LEADERSHIP
Consider how supervisor influences, motivates, and encourages employees. / []
Lacks skills to effectively motivate employees in effectively completing tasks. / []
Sufficient leadership skills to support and motivate employees. / []
Leadership style is effective in motivating employees. / []
Exceptional leader, effectively uses various leadership styles in appropriate situations. Brings out the full potential of employees and entire unit.
EMPLOYEE DEVELOPMENT
Consider the supervisor’s efforts in providing development opportunities for each of their employees. Consider how the supervisor encourages staff to grow professionally. / []
Lacking in providing development opportunities for employees. Rarely, if ever, challenges staff to grow professionally. / []
Does an adequate job in providing development opportunities for employees to develop. Sufficiently encourages employees to grow professionally. / []
Pro-actively seeks ways for employees to develop. Realizes potential of employee and challenges them to excel individually. / []
Strives to continually provide opportunities for employee development internally and externally when possible. Does a superior job in developing employees to their full potential.

PERFORMANCE SUMMARY

Use the scale below and check the appropriate box to rate the overall performance of the employee during this review period.

UNSATISFACTORY
[ ] /
SATISFACTORY
[ ] / MORE THAN SATISFACTORY
[ ] /
OUTSTANDING
[ ]

Summarize employee’s overall performance during the appraisal period. Make additional comments regarding performance strengths or weaknesses, special accomplishments, rectifying deficiencies by establishing a performance development plan and setting goals to accomplish for the next review period.

APPRAISER COMMENTS: (Add additional sheets if necessary)
GOALS:
TIMEFRAME:
EMPLOYEE COMMENTS: (Add additional sheets if necessary)
EMPLOYEE’S SIGNATURE* / APPRAISER’S SIGNATURE / DEPARTMENT HEAD SIGNATURE
DATE / DATE / DATE

*Indicates only that appraisal was acknowledged by employee, not necessarily agreement/disagreement.

FORWARD COMPLETED APPRAISAL TO THE ODP-HUMAN RESOURCES OFFICE