PERFORM

ANCE
APPRAISA
L FORM
Assignment # 1
Ammarah kaleem
11397
09/03/2013

PERFORMANCE APPRAISAL FORM

HR DEPARTMENT
NAME: _________________________________________________ EMPLOYEE ID NO:
TYPE OF APPRAISAL:

ANNUAL

APPRAISAL PERIOD:

SPECIAL

FROM: __________________________ TO:

This form must be returned to the Division of Human Resources by ________________. If the form is not
received by this date, rating will automatically default to Achieves Performance Standards.
INSTRUCTIONS: This appraisal form must be completed by the immediate
supervisor based on performance standards previously established. If the
selected category is Achieves Standards the supervisor must indicate the
level of rating: M=Marginal or P= Proficient. If the overall is Achieves
Standards Marginal or Below Standards, the supervisor must contact the
Employee and Labor Relations Department for assistance in implementing a
Performance Improvement Plan.

EXCEEDS
STANDARDS

ACHIEVES
STANDARDS

BELOW
STANDARDS

JOB KNOWLEDGE:
BUSINESS UNDERSTANDING:
QUALITY OF WORK:
PRODUCTIVITY:
DEPENDABILITY:
PROFESSIONAL AND ETHICAL BEHAVIOR:
COMMUNICATION, PERSUASION AND INTERPERSONAL SKILLS:
ATTENDANCE:
RELATIONS WITH OTHERS:
STRATEGIC THINKING:
PERSONAL DRIVE AND EFFECTIVENESS:
PEOPLE MANAGEMENT AND LEADERSHIP:
CONTINUING LEARNING:
ANALYTICAL AND INTUITIVE/CREATIVE THINKING:
CUSTOMER' FOCUS
SUPERVISORY ABILITY: (applicable only to designated supervisor
positions)

OVERALL APPRAISAL RATING: (one CATEGORY must BE

CHECKED)

Distribution:

Original Human Resources

Copy Supervisor

Copy - Employee

RATING FACTORS
THE FOLLOWING ARE CONDITIONS THAT SHOULD BE CONSIDERED WHEN ASSESING THE EMPLOYEES
PERFORMANCE:
JOB KNOWLEDGE: In depth knowledge of all requirements of the job. How well does the employee understand all
phases of the job as defined by the performance standards set for the position?
BUSINESS UNDERSTANDING: Adoption of a corporate (not merely functional) perspective, including awareness of
financial issues and accountabilities of business processes and operations, of 'customer' priorities, and of the
necessity for cost/benefit calculations when contemplating continuous improvement or transformational change.
QUALITY OF WORK: Accuracy and neatness. Does the employee produce a high quality work product? Is quality
work a priority for the employee?
PRODUCTIVITY: Consider employees ability to prioritize and organize work effectively to meet assigned deadlines.
Were assignments timely completed and appropriate follow-up implemented? Is the employee a self starter?
DEPENDABILITY: Employee needs little or no direction. To what extent can the employee be relied upon to carry
out instructions; and the degree to which the employee can work with limited supervision?
PROFESSIONAL AND ETHICAL BEHAVIOR: Possession of the professional skills and technical capabilities,
specialist subject (especially legal) knowledge, and the integrity in decision-making and operational activity that are
required for effective achievement in the personnel and development arena.
COMMUNICATION, PERSUASION AND INTERPERSONAL SKILLS: The ability to transmit information to others,
especially in written (report) form, both persuasively and cogently, display listening, comprehension and
understanding skills, plus sensitivity to the emotional, attitudinal and political aspects of corporate life.
ATTENDANCE: Attendance and punctuality are very important in maintaining a normal work load and efficient
schedule. Employees are expected to report to work regularly and be ready to perform their assigned duties at the
beginning of their assigned work shift. Is the employee absent frequently? Are the absences affecting his/her
performance? Does this pattern constitute a hardship on the work environment?
RELATIONS WITH OTHERS: Consider employees abilities to maintain a positive and harmonious attitude in the
work environment. How well does the employee relate to the supervisors, co-workers and the broader University
community.
STRATEGIC THINKING: The capacity to create an achievable vision for the future, to foresee longer-term
developments, to envisage options (and their probable consequences), to select sound courses of action, to rise
above the day-today detail, to challenge the status quo.
PERSONAL DRIVE AND EFFECTIVENESS: The existence of a positive, 'can-do' mentality, anxious to find ways
round obstacles and willing to exploit all of the available resources in order to accomplish objectives.
PEOPLE MANAGEMENT AND LEADERSHIP: The motivation of others (whether subordinates, colleagues, seniors
or project team members) towards the achievement of shared goals not only through the application of formal
authority but also by personal role-modeling a collaborative approach, the establishment of professional credibility,
and the creation of reciprocal trust.
CONTINUING LEARNING: Commitment to continuing improvement and change by the application of self-managed
learning techniques, supplemented where appropriate by deliberate, planned exposure to external learning sources
(mentoring, coaching, etc).
ANALYTICAL AND INTUITIVE/CREATIVE THINKING: Application of a systematic approach to situational analysis,
development of convincing, business focused action plans, and (where appropriate) the deployment of

Intuitive/creative thinking in order to generate innovative solutions and proactively seize opportunities.
CUSTOMER FOCUSE: Concern for the perceptions of personnel and development's customers, including
(principally) the central directorate of the organization; willingness to solicit and act upon 'customer' feedback as one
of the foundations for performance improvement.
SUPERVISOR ABILITY: In the evaluation of this factor, consider the employees ability to organize, plan, train,
delegate and control the work of subordinates in an effective manner.

LEVELS OF PERFORMANCE
THE EMPLOYEE S PERFORMANCE SHALL BE RATED IN ONE OF THE FOLLOWING CATEGORIES:
EXCEED PERFORMANCE STANDARDS: An evaluation resulting from overall performance which is significantly
above the performance standards of the position.
ACHIEVES PERFORMANCE STANDARDS PROFICIENT: An evaluation resulting from performance which fully
meets the performance standards of the position.
ACHIEVES PERFORMANCE STANDARDS MARGINAL: An evaluation resulting from performance which barely
meets the performance standards of the position. The supervisor must contact the Division of Human Resources to
initiate a Performance Improvement Plan, which must be completed jointly by the employee and the supervisor.
BELOW PERFORMANCE STANDARDS: An evaluation resulting from performance which fails to meet the
minimum performance standards of the position. The supervisor must contact the Division of Human Resources to
initiate a Performance Improvement Plan, which must be completed jointly by the employee and the supervisor.

Distribution:

Original Human Resources

Copy Supervisor

Copy - Employee

PERFORMANCE APPPRAISAL FORM

RATERS OVERALL COMMENTS:

SECOND LEVEL SUPERVISORS COMMENTS: (Optional)

EMPLOYEES COMMENTS (Use attachments, if necessary):

EMPLOYEES SIGNATURE: ________________________________________ DATE:

Signature does not imply concurrence with raters appraisal, only that appraisal was administered.
RATERS NAME: _______________________________________________________
RATERS SIGNATURE: ___________________________________________

DATE:

SECOND-LEVEL SUPERVISORS NAME:

SECOND-LEVEL SUPERVISORS SIGNATURE: _________________________ DATE:
EMPLOYEES REFUSAL TO SIGN: I certify that this performance appraisal was discussed with the
employee who refused to sign it.
RATERS CERTIFICATION: _________________________________________ DATE:

Distribution:

Original Human Resources

Copy Supervisor

Copy - Employee