June 2004


ANNUAL PERFORMANCE EVALUATION CHECKLIST
Check the relevant provisions of the applicable Collective Bargaining Agreement
Notify the employee that the review will take place. Suggest the employee review his/her position description and use the self-evaluation to prepare for the discussion
Review and update the position description

Prepare the evaluation

  Insert the Employee Information
  • Name: Employee’s official name. Put nickname in “quotes”, e.g. Mouse, Michael “Mickey”
  • Classification: The classification of the position, not the working title
  • Bargaining Unit: CBID is determined by the classification.
  • Evaluator: Full name of person designated by the Appropriate Administrator
  • Department: Name of organizational unit
  • Evaluation Period: Beginning and ending dates the evaluation covers
  • Employee Status: Permanent, Probationary or Temporary
  • Evaluation Type: Annual
Draft the evaluation of the employee?s performance
  • List the employee's key responsibilities from the position description.
  • Use whole numbers, on a scale of 1-5, to indicate the level of the employee’s performance in each of the applicable dimensions. The numeric scale is interpreted as follows:

    5 = Superior
    4 = Above Satisfactory
    3 = Satisfactory
    2 = Needs Improvement
    1 = Unsatisfactory

Check to verify that the rating is supported by the tone, content and examples contained in the narrative comments for the performance dimensions:
  1. KNOWLEDGE OF POLICIES, PROCEDURES AND PROGRAMS
  2. KILLS AND ABILITIES
  3. QUALITY
  4. USER FRIENDLY INTERACTIONS
  5. QUANTITY
  6. PLANNING AND RESULTS
  7. CREATIVITY AND INNOVATION
Overall Rating
  • Add (total) the ratings; divide by the number of performance dimensions rated; insert the result in the box provided.
  • Describe the employee’s overall performance. Is the rating consistent with your description?
Complete the PERFORMANCE PLAN

(Planning for future success)

  • List the development objectives the employee has achieved during the evaluation period.
  • List your developmental objectives, the activities through which you propose the employee should achieve them and the projected timelines.
RECOMMENDATION Not applicable on an annual evaluation.
GIVE the employee the draft evaluation and updated position description with up to 5 days to review.
SCHEDULE meeting with employee within the timelines specified in the appropriate collective bargaining agreement
MEET WITH EMPLOYEE
  • Reserve a private location for the meeting without interruptions
  • Open the meeting by emphasizing the purpose of the meeting
    • Review the employee’s performance for the previous year
    • Provide feedback on accomplishments as well as areas for development
    • Promote communication
RESPECT THE EMPLOYEE
  • Turn off any forms of communication that could interrupt the meeting
  • Ask the employee if he or she has read the evaluation and ask for reactions
  • Ask for the employee’s view of his or her own performance
  • Allow the employee to discuss his or her own rationale for ratings
  • Keep an open mind. Listen for points you had not considered and may be valid.
MAKE appropriate changes to the evaluation and return to employee for signature.
SIGNATURES EVALUATOR'S NAME, TITLE and SIGNATURE: Required
EMPLOYEE'S ACKNOWLEDGMENT:
  Preferred; not required. If the employee declines, this should be noted and the evaluation forwarded according to normal department procedures.
REBUTTAL: If the employee submits a rebuttal to Human Resources for the Official Personnel File, a copy will be sent to the Evaluator and Appropriate Administrator.
APPROPRIATE ADMINISTRATOR'S REVIEW:
Required when the recommendation to grant permanent status or reject during probation is made OR if the employee requests a meeting with an Appropriate Administrator other than the evaluator.
DISTRIBUTION:
The final signatory ensures that the original goes to Human Resources for the official
Personnel File and a copy is given to the Employee and the Evaluator.
CONTINUING THE DIALOGUE: WEEKLY CHECKLIST
  • Have I spent at least a few minutes with every employee this week?
  • Have I recognized every employee at least once this week?
  • Are there any concerns that I have that I haven’t expressed to my employees?
  • Were there any performance problems that I neglected to address today?
  • Do any of the employees appear to be behind schedule in achieving their goals?
  • For the employees falling behind, did I take time to discuss their problems and help them get back on track?