Employee Evaluation Form Sample

Employee Performance Evaluation

Several association executives have provided sample employee performance

evaluation tools. These examples are aimed at evaluating employees ---

NOT the chief executive officer

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.

ASAE reports on employee performance review in Policies and Procedures

in Association Management (2001).

• 92% of associations conduct some sort of periodic performance review of

employees.

• 83% conduct the employee evaluation on an annual basis.

Development of a satisfactory evaluation form is the first step in the process.

1. Develop an evaluation tool applicable to your organization and laws.

2. Identify performance measures.

3. Set a schedule for employee evaluation.

4. Determine the processes for the evaluation.

5. Consider outcomes, discipline, rewards, etc.

6. Determine safe record retention requirements.

This information is provided as samples and for considering or reviewing processes. It is

NOT legal, accounting, insurance or HR advice. It is important to contact

appropriate professionals before taking action.

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The CEO usually has a more detailed evaluation conducted by the chief elected officer or a subgroup of

the board, utilizing a different set of performance measures and incorporating the organization’s strategic

goals.

Performance Appraisals

Look Before You Leap

Every once in a while, there is a request on the listserv for sample performance

evaluation forms. While few people start completely from scratch when

implementing a new review form, you need to be careful before adopting

someone else’s form without thinking through some important questions. First,

what behaviors are you trying to motivate with your performance management

tool? Many forms contain performance dimensions such as “teamwork”,

“leadership”, “adaptability”, etc. You need to choose these competencies

carefully to make sure that they reflect the behaviors which will lead to success in

your unique environment. The dimensions you choose must be strategically

relevant. It is a mistake to simply adopt the competencies contained in another

organization’s form, particularly if they conflict with your other HR systems such

as selection, compensation, and training. Are you selecting employees based on

one set of criteria, but evaluating, compensating and/or training them on different

competencies/behaviors?

Another important consideration is the usefulness of the tool for the dual

purposes of performance evaluation: employee development and HR decision-

making. Does the instrument provide a way to objectively evaluate performance

as the basis for determining raises, promotions, and training? At the same time,

does it provide specific, behavioral feedback leading to enhanced performance?

Finally, do the performance standards meet the following important criteria for a

sound performance management tool: are they clear, understandable,

measurable, observable, and able to be developed? Are they free from criteria

contamination and deficiency (does the form measure all of the important

aspects of the job but none that are beyond the employee’s control)? Does the

rating scale make sense, and is it easy to interpret and apply?

A good performance evaluation form can be a powerful tool in helping

organizations achieve a competitive advantage through people, but only if we

resist the temptation to assume that “one size fits all”.

Christina L. Greathouse, Ph.D. - Partner

Strategic Performance Group

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Employee Evaluation Form

Name of Employee____________________________________________________________________

Position_____________________________________________________________________________

Report Period: From__________________________ To______________________________________

Evaluation for:  Probation  Annual  Special

I. Knowledge of Job: Consider employee’s knowledge and understanding of every aspect pertinent to

the job (methods, equipment, etc.)

 Unacceptable— Despite a reasonable period of orientation, and/or instruction, job knowledge remains

at an unacceptably low level.

 Needs Improvement—Lacks knowledge in several basic elements of the job. Requires frequent

instruction in areas of fundamental knowledge.

 Good— Is knowledgeable of basic elements of job. Does not require instruction in area of fundamental

knowledge.

 Commendable— Thoroughly understands own job and related jobs.

Comments:___________________________________________________________________________

____________________________________________________________________________________

II. Quantity of Work: Consider volume of work performed and assignments completed relative to job

requirement.

 Unacceptable— Far below acceptable standards. Does small amount of work. Wastes time.

 Needs Improvement—Output of work is below standards. Does only enough to get by.

 Good— Produces expected amount of work and occasionally exceeds expectations.

 Commendable— Can be depended upon to frequently produce above expectations.

Comments:___________________________________________________________________________

____________________________________________________________________________________

III. Quality of Work: Consider performance of work in terms of neatness, accuracy, and thoroughness.

 Unacceptable— Far below standards. Makes many errors. Finished product not complete.

 Needs Improvement—Below acceptable standards. Work needs to be frequently checked and

corrected.

 Good— Meets expected standards and occasionally exceeds expectations.

 Commendable— Quality is frequently above expected standards.

Comments:_______________________________________________________________________

_________________________________________________________________________________

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_________________________________________________________________________________

IV. Cooperation: Consider degree to which employee works cooperatively and harmoniously with

coworkers and supervisor.

 Unacceptable— Uncooperative. Has difficulty getting along with others.

 Needs Improvement— Cooperation must be solicited. Seldom volunteers to assist. Causes

friction with coworkers.

 Good— Regularly cooperates in an agreeable manner.

 Commendable—Cooperates very well with others. Readily volunteers to aid others.

Comments:_______________________________________________________________________

_________________________________________________________________________________

V. Aptitude: Consider how quickly employee learns new work and retains what has been learned.

 Unacceptable— Extreme difficulties in learning even simple procedures.

 Needs Improvement— Has trouble retaining procedures.

 Good— Learns rapidly and retains information/skills learned.

 Commendable—Quick to grasp new ideas and methods. Is enthusiastic about learning new

methods or skills.

Comments:_______________________________________________________________________

_________________________________________________________________________________

VI. Initiative: Consider employee’s ability to act on own responsibility to accomplish needed work.

 Unacceptable— Needs prodding. Always waits to be told what to do.

 Needs Improvement— Does only what is required.

 Good— Regularly takes initiative in work situations. An able worker.

 Commendable— Acts voluntarily even in matters deviating from routine. Willingly seeks out

ways to improve job methods or to use skills in other areas.

Comments:_______________________________________________________________________

_________________________________________________________________________________

VII. Judgment: Consider employee’s ability to think through situations, weigh factors involved, and

make sound decisions.

 Unacceptable— Frequently makes wrong decisions based on failure to gain complete

understanding of the situation.

 Needs Improvement— Needs more than normal amount of supervisory guidance in normal, job-

related decisions.

 Good— Regularly makes decisions promptly and accurately in normal, job-related decisions.

 Commendable—Makes sound decisions and uses considerable amount of analysis in performing

responsibilities. Judgement can be depended upon.

Comments:_______________________________________________________________________

_________________________________________________________________________________

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VIII. Dependability: Consider employee’s ability to follow through on assignments.

 Unacceptable— Requires constant supervisory follow-up in order to get scheduled work done.

 Needs Improvement— Work is completed only with more than normal supervisory observation

or close control.

 Good— Can be depended upon to complete assignments. Occasionally does more than is

expected. Minimal supervision required in any phase of work.

 Commendable—Thinks in advance of needs, frequently does more than expected. Seldom

needs supervision once an assignment is given.

Comments:______________________________________________________________________

_______________________________________________________________________________

IX. Communication–Verbal: Consider employee’s ability to convey information and present ideas

clearly and concisely throughout the organization and with outside contacts.

 Unacceptable— Rude with unpleasant mannerisms or tone which hinders verbal

communication.

 Needs Improvement— Poor command of language and grammar thus presenting difficulty in

communicating information and ideas.

 Good— Regularly demonstrates good verbal communication ability.

 Commendable— Tactful, pleasant mannerisms. Able to present information in an

understandable manner, even when dealing with a complex situation.

Comments:______________________________________________________________________

_______________________________________________________________________________

X. Communication–Written: Consider employee’s ability to convey information and present ideas

clearly and concisely throughout the organization and with outside contacts.

 Unacceptable— Unable to communicate ideas in written form.

 Needs Improvement— Poor command of language and grammar. Written communication

often unclear and misunderstood.

 Good— Regularly demonstrates good written communication ability.

 Commendable— Writes in an interesting, concise and understandable manner even when

dealing with complex subject matter.

Comments:______________________________________________________________________

_______________________________________________________________________________

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XI. Supervisor’s comments: Please use this area to comment on any additional topics related to this

employee’s performance not covered elsewhere in this review.

_____________________________________________________________________________________

Evaluation Summary:

 Unacceptable— Consistently performs below acceptable standards; fails to meet expectations.

 Needs Improvement— Frequently performs below acceptable standards; often fails to meet

expectations. Improvement necessary.

 Good— Dependably does a good job; consistently meets expectations.

 Commendable— Demonstrates effective performance; clearly and consistently exceeds

expectations.

______________________________________________________________________________

Signature of Employee Date

______________________________________________________________________________

Signature of Supervisor Date

______________________________________________________________________________

Signature of Executive Vice President Date

Employee’s signature is required only to indicate that the employee has read the evaluation form, not to

approve or disapprove. An employee that does not agree with a performance evaluation may submit a

response/rebuttal to the evaluation, which shall be reviewed by the Supervisor and the Executive Vice

President, and then attached to the file copy of the evaluation.

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Date: ____________

Performance Evaluation For _____________________

1) I like it that I:

•

2) I would be more effective if I:

•

Signed: ______________________________________

Printed name: _________________________________

Date: ________________________________________

Member Service Performance Review

Employee Name:

Position

:

Department: Supervisor:

Review Period: Date:

Performance Areas

The following are the areas upon which performance will be measured.

Teamwork:

The extent to which the employee works closely and productively with team members.

The extent to which the employee communicates openly and frequently with team

members and other staff members. The extent to which the employee shares in tasks

and supports the team (verbally and in actions).

Service:

The extent to which the employee provides quality customer service to both internal and

external customers.

Job Knowledge:

The employee's level of understanding of the technical requirements of the position and

how it fits into the overall organizational structure. The extent to which the employee

has a comprehensive understanding of all phases of the job.

Cooperation:

The ability to deal appropriately with different stressors that are part of the job. The

extent to which the employee has emotional maturity and a positive outlook.

Work Habits:

The extent to which one can be counted on, makes good decisions that have

appropriate or positive outcomes and takes initiative to improve processes.

Planning & Organization:

The employee's ability to anticipate workload and schedule established tasks for

efficient and timely accomplishment. Ability to prioritize and coordinate with others as

necessary and manage time effectively.

Potential Ratings

The following are the potential ratings for each of these areas.

EE – Exceeds Expectations / Excellent

AE – Above Expectations / Above Average

ME – Meets Expectations / Average

NI – Needs Improvement / Below Average

Category Rating

Teamwork EE – Works exceptionally well with team. Promotes and sets example of

teamwork. Open with group.

AE – Works very well with team. Always helpful and supportive.

ME – Works well with work team. Will usually support efforts.

NI – Does not respond well to teamwork. Keeps tasks for self, does not

share information with group.

Service EE – Sets standard of service for the department. Approachable, helpful,

quick to respond, makes customer feel important. Anticipates

customer needs.

AE – Very good at serving customer. Fills all requests for service well.

anticipates some needs.

ME – Good at serving customers. Fills all request for service in pleasant &

helpful manner

NI – Does not respond to service requests in timely manner. Grumbles about

serving others. Plays favorites.

Knowledge EE - Able to perform all functions of position. Able to teach others in processes

Of

Job & procedures.

AE – Able to perform most of the functions of position. Still has some

learning.

ME – Able to perform over half of all functions of position. Still learning basic

operations and overall work of department

NI – Able to perform less than half of all functions of position. Learning is slow,

with repeated instruction.

Cooperation EE – Extremely positive about work and co-workers. Friendly, easy to work

with. Able to rise above pressure on job.

AE – Positive about work and most co-workers. Usually handles pressures well

ME – Usually positive about work and most co-workers. Handles pressure

most of the time.

NI - Usually negative about work and most co-workers. Usually does not

handle pressures well.

Work Habits EE – Extremely dependable & trustworthy. Always looks to take on new projects

and go the extra mile. Always recognizes consequences of actions and

decisions.

AE – Very dependable & trustworthy. Usually looks to take on new projects.

ME – Dependable & can trust most of the time. Will take on new projects after

being asked.

NI - Not always dependable. Question trust. Does not look for additional

projects and/or resents them. Does not recognize consequences of

decisions and does not demonstrate logical thinking.

Planning & EE – Always plans and organizes workload and can efficiently accomplish both

Organization individual and group tasks. Can also handle changes that arise in

workload or priorities easily.

AE - Usually plans and organizes workload and can usually accomplish both

individual and group tasks efficiently. Can also usually handle changes

that arise in workload or priorities.

ME – Plans and organizes workload most of the time and accomplish both

individual and group tasks. Most of the time can handle changes that

arise in workload and priorities.

NI - Does not plan and organize workload or accomplish tasks. Has difficulty

handling changes that arise in workload and priorities.

Performance Rating

Category Rating Comments & Goals for 2005

Team Work:

Service:

Knowledge

of Job

:

Cooperation:

Work Habits:

Planning &

Organization

:

Conclusion:

Based on the above, I have judged your performance as XX and raised your annual

salary for the period of January 1, 2005 to December 31, 2005 to $XX, an increase of

XX%. I hope you find this increase to be reflective of the work you have done and the

contributions you have made.

___________________________ __________________

XX Date

I have reviewed the above evaluation and discussed it with my supervisor. My signature

below shall not be construed to mean either agreement or disagreement with the

evaluation but rather acknowledgment that the evaluation has been seen by me. I also

understand that I have the right to append comments to the evaluation if I so desire.

____________________________ __________________

XX Date

Fillable Printable Employee Evaluation Form Sample

Fillable Printable Employee Evaluation Form Sample