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The Performance Review Form provides periodic written review of individual performance, in the context of
the ongoing performance management process. It is designed to facilitate constructive discussion between
the staff member and supervisor in order to clarify performance objectives, provide feedback about the staff
member’s performance with respect to competencies in several key areas, provide a framework for
identifying the staff member’s development plans, and serve as a basis for the annual merit increase
decision. Supervisors are responsible for completing a Performance Review with each staff member
reporting to them on at least an annual basis.
Your Human Resources Representative is available to answer questions and to provide assistance to
supervisors and staff members on any aspect of the performance management process, including the
Performance Review form. HR Representatives contact information can be found online at
http://hr.web.cmu.edu/resources/hrreps/.
I Performance Objectives
This section of the Performance Review form is used to record Performance Objectives and Evaluation
Criteria at the beginning of a review period. The supervisor is responsible for identifying Performance
Objectives and Evaluation Criteria and communicating them to the staff member. During the review period,
the supervisor and staff member are encouraged to review progress in meeting the identified Performance
Objectives. It is recognized that during the review period Performance Objectives and Evaluation Criteria
may be revised, added, or deleted, in order to best meet changing organizational needs. At the end of the
review period, the supervisor is responsible for assessing the staff member’s performance, using the
Evaluation Criteria as the measure and reviewing the assessment with the individual. Factors contributing to
Performance Objectives, which are not at expectation, should be addressed in the Development Plan
section of the Performance Review tool. Although space has been provided for three Performance
Objectives, supervisors may add additional Performance Objectives as appropriate. Meeting objectives
outlined on the Position Description Form, the first Performance Objective, is a critical component of
performance. Under this objective, supervisors are responsible for identifying elements of the PDF that are
key performance drivers.
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II Key Performance Competencies
At the beginning of the review period, the supervisor is responsible for reviewing expectations with the staff
member in the Key Performance Competency areas as they related to the individual’s PDF. The Dictionary
of Key Competencies may be used as a guide to determine competency expectations that are appropriate
for various levels of positions. It is recognized that a Key Competency may not be relevant to a particular
position and that in some cases other Key Performance Competencies may be appropriate. In addition,
some of the behavioral descriptors listed for a particular Performance Competency area may not be relevant
to every position. At the end of the review period, the supervisor is responsible for assessing the staff
member’s performance against the communicated performance expectations and reviewing the assessment
with the individual. Performance that does not meet expectations should be addressed in the Development
Plan section of the Performance Review.
Development Plans which address performance at the “Below Expectation” Performance Level and
those initiated by a supervisor are reviewed and evaluated by the supervisor as part of the Performance
Review process at the end of the next review period. Other Development Plans initiated by a staff
member are reviewed but not evaluated.
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Performance Review
Staff Name ___________ Date of Review
Performance Levels:
Objective
STATEMENT: Performs the functions outlined on the Position Description Form. (Note: the Position
Description Form [PDF] should be reviewed and updated, if necessary, as part of the Performance Review
process.)
EVALUATION CRITERIA:
COMMENTS:
Performance Level:
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Objective
STATEMENT:
EVALUATION CRITERIA:
COMMENTS:
Performance Level:
Objective
STATEMENT:
EVALUATION CRITERIA:
COMMENTS:
Performance Level:
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Section II - Key Performance Competencies
Customer Service
DEFINITION: Helping others in support of organizational goals.
COMMENTS:
Performance Level:
Teamwork
DEFINITION: Contributing to group performance to meet agreed upon objectives.
COMMENTS:
Performance Level:
Initiative
DEFINITION: Taking action to meet work-related objectives without being asked or required to do so.
COMMENTS:
Performance Level:
Leadership
DEFINITION: Proactively engaging in making the organization a success by working effectively to
accomplish objectives in own position and by building consensus on common goals.
COMMENTS:
Performance Level:
Communication
DEFINITION: Speaking effectively in individual or group situations; listening actively; writing clearly and
convincingly; taking responsibility for facilitating information exchange among subordinates, peers and
managers.
COMMENTS:
Performance Level:
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Section III - Development Plan
Developmental Focus
STATEMENT:
RESULTS:
Performance Level:
Developmental Focus
STATEMENT:
RESULTS:
Performance Level:
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(Signature does not imply agreement with the contents of this Performance Review.)
Supervisor’s Signature Date
Key Competencies
Customer Service
DEFINITION: Helping others in support of organizational goals
BEHAVIORAL DESCRIPTORS:
• Gives responses to customer’s questions and follows-up on their inquiries, requests and
complaints in a timely manner.
• Displays a positive and professional image to the customer at all times; maintains composure in
difficult situations.
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Teamwork
DEFINITION: Contributing to group performance to meet agreed upon objectives.
BEHAVIORAL DESCRIPTORS:
• Solicits the input of others and is a good listener. Actively builds on the feedback of others.
• Brings conflict within the team into the open and facilitates a beneficial conclusion.
• Works well with other team members and does not contribute to unproductive group conflict.
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Initiative
DEFINITION: Taking action to meet work-related objectives without being asked or required to do so.
BEHAVIORAL DESCRIPTORS:
• Exceeds performance expectations by doing more than is required, e.g., by taking on extra
tasks to meet organizational goals.
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Leadership
DEFINITION: Proactively engaging in making the organization a success by working effectively to
accomplish objectives in own position and by building consensus on common goals.
BEHAVIORAL DESCRIPTORS:
• Takes measurable steps to develop the mutual trust and respect necessary for a productive,
positive work environment.
• Listens to, thanks and effectively communicates with all contributors in the organization.
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Communication
DEFINITION: Speaking effectively in individual or group situations; listening actively; writing clearly and
convincingly; taking responsibility for facilitating information exchange among subordinates, peers and
managers.
BEHAVIORAL DESCRIPTORS:
• Communicates clearly and candidly; avoids vagueness, ambiguity and mixed messages.
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