Company has a firm commitment to performance evaluation of all personnel,
whatever their category and level, through the medium of a formalized
system. The primary purpose of such evaluation is to assist personnel in
professional development and in achieving Company goals. The procedures
outlined in this document apply to every full-time and home based employee.
formal performance evaluation system is designed to:
Maintain or improve each employee’s job satisfaction and morale by letting
him/her know that the supervisor is interested in his/her job progress and
Serve as a systematic guide for supervisors in planning each employee’s
Assure considered opinion of an employee’s performance and focus maximum
attention on achievement of assigned duties.
Assist in determining and recording special talents, skills, and
capabilities that might otherwise not be noticed or recognized.
Assist in planning personnel moves and placements that will best utilize
each employee’s capabilities.
Provide an opportunity for each employee to discuss job problems and
interests with his/her supervisor.
Assemble substantiating data for use as a guide, although not necessarily
the sole governing factor, for such purposes as wage adjustments,
promotions, disciplinary action, and termination.
HRD Department has the overall responsibility for the administration of the
Performance Evaluation Program and will ensure the fairness and efficiency
of its execution:
The distribution of proper forms in a timely manner.
Ensuring completed forms are returned for file by a
Reviewing forms for completeness.
Ensuring proper safeguard and filing of completed
(Evaluator) is the employee’s “evaluator” and has the responsibility for:
Developing Evaluation Support Form (ESF 1 ) in concert
with each employee.
Continuously observing and evaluating an employee’s
job performance. Holding periodic counseling sessions with each employee to
discuss job performance.
Completing Performance Evaluation Forms as required.
Reviewing Official: The Reviewing Official is the
“Evaluator’s” supervisor and has the responsibility for:
Reviewing the evaluation for accuracy and objectivity.
Investigating and resolving any disagreement(s)
between the supervisor and the employee.
Evaluation Support Form: An Evaluation Support Form (ESF 1 or 2 ) will be
completed for each employee. This is a joint effort between the employee and
his/her immediate supervisor. Evaluation Support Forms will be completed for
all new employees within five working days from date of employment. A copy
will be given to the employee. The original will be retained by the
immediate supervisor. This form should be reviewed annually and revised as
necessary to indicate any significant changes in duties and/or
responsibilities. The support form is designed to increase planning and
relate performance to assigned responsibilities through joint understanding
between the immediate supervisor (evaluator) and the employee as to the job
description and major performance objectives.
Counseling Sessions between immediate supervisors and
employees will be scheduled periodically. During these sessions, an open
dialogue should occur which allows the exchange of performance oriented
information. The employee should be informed of how well or how badly he/she
has performed to date. In the case of negatve comments, the employee should
be informed of the steps necessary to improve performance to the desired
level. Counseling sessions should include, but not be limited to, the
following: job responsibilities, performance of duties and attendance. A
memorandum for record will be prepared following each counseling session and
maintained by the supervisor.
Annual Performance Evaluation will be prepared during
the month of March for each employee having been employed six months of
longer. The evaluation period will cover April 1, through March 31.
ESF 1 will be used for Operations Personnel and
ESF 2 will be used for Support and Administration
The Immediate Supervisor will:
Complete the evaluation form as promptly as possible.
Note that any area evaluated as Inadequate, Minimally Meets Requirements, or
Exceptional must be discussed in Comments section of the evaluation form.
Describe why performance is not satisfactory and specify how performance can
be improved, or explain why performance is outstanding.
Discuss evaluation with the employee emphasizing
strong and weak points in job performance. Commend the employee for a job
well done if applicable and discuss specific corrective action if warranted.
Set mutual goals for the employee to reach before the next performance
evaluation. Recommendations should specifically state methods to correct
weaknesses and/or prepare the employee for future promotions.
Allow the employee to make any written comments he/she
desires. Have employee sign the evaluation form and initial after
Forward the original copy of the evaluation form in a
sealed envelope, marked Personal-Evaluation Form to the appropriate
reviewing official. Retain a copy of the completed form for the department
and the employee. Subsequent to the completion of this evaluation by the
supervisor, and review by the employee, revisions must be discussed by both
parties. In addition, if changes in the form are made after the employee has
signed the form, the level of authority making the changes must notify the
immediate supervisor and give the employee and supervisor copies of the
The Reviewing Official upon receipt will:
Review the evaluation form for objectivity and
accuracy. If the employee has stated that he/she disagrees with the
evaluation, the Reviewing Official will attempt to resolve these
disagreements prior to forwarding the evaluation form. Comments as to
conflict resolutions are required. Forward the original evaluation form to
the appropriate Director/Dean in a sealed envelope marked,
General Manager will :
Review each form to ensure proper actions have been
taken to resolve any identified conflicts.
Account for all evaluation forms in his/her area of
responsibility. Forward all original forms together as a group to the
Office of Human Resources in a sealed envelope marked Personal-Evaluation
Upon Human Resources’ receipt of the completed
evaluation form, it will be reviewed for completeness and accuracy. Any
unresolved problems will be brought to the attention of the next line of
authority. The completed form will be placed in the employee’s permanent
New Employees will be evaluated during the fifth month of employment. On the
first working day of the fifth month of employment, the Human Resources Office
will send the new employee’s supervisor a Probationary Evaluation Form ( PEF
1). The evaluation form will be processed as outlined above. If job performance
is judged to be unsatisfactory, a memorandum recommending termination will be
forwarded with the completed Probationary Evaluation Form.
V. TRAITS TO BE EVALUATED
The following is a guide which can be used in evaluating
an employee’s overall performance:
Support and Administrative Staff
Knowledge of work - How well does the employee
know his or her job? In order to successfully complete the duties and
responsibilities of this position, what level of technical knowledge does
the employee demonstrate?
Quantity of Work - Is employee’s rate of
production adequate? How does employee’s production compare with that of
others? Does employee display efficient use of time?
Quality of Work - Does the employee make
frequent mistakes? Does employee’s performance require constant supervision
in order to ensure accuracy? Does employee take pride in his/her work and
strive for excellence?
Initiative - Does employee volunteer for new
assignments and responsibilities? Does the employee require a great deal of
supervisory guidance regarding initiative? Does employee initiate new
methods or techniques?
Dependability/ Responsibility - Does employee
consistently fulfill responsibilities? How much follow-up is required? How
reliable is this employee?
Quality of Interpersonal Relationships - Does
employee create resentment in fellow employees? How tactful is employee when
communicating with fellow employees? Does employee promote teamwork? Is
employee cooperative with fellow employees and supervisors?
Attendance - How often is employee absent or
late? Does the employee notify his/ her supervisor promptly when absence or
tardiness occurs? How does the employee’s attendance record compare with
others? Punctuality - Is the employee consistently prompt? Is there an
impact on his/her job performance?
Supervisory Ability - Does employee exert a
positive influence on others? Does employee demonstrate fair and equal
treatment of subordinates? Does employee demonstrate the ability to make
sound feasible decisions? Does the employee attempt to resolve problems at
the local level?
Operational employees should be evaluated on
predetermined and predefined goals and objectives. The supervisor should
identify projects, tasks and special assignments important to the employee’s
performance. In addition, the employee will be rated in the following
Job Knowledge - Possesses the technical
knowledge necessary to accomplish all job requirements. Understands the
facts and information related to work assignment.
Accomplishment of Objectives - Contributes to goals of
Quality of Work - Consider the thoroughness,
accuracy and dependability of results of work.
Productivity - Meets deadlines, adapts to
changes, uses resources efficiently. Uses good judgment in establishing
Initiative and Creativity - Self-motivated,
develops new methods and procedures.
Interpersonal Relationships - Motivates and
develops others. Builds teamwork. Communicates with peers, subordinates and
others. Cooperates with persons outside of department.
Supervisory Skills - Develops sound, practical
solutions. Makes prompt decisions, accepts responsibility, resolves
Professional Contribution - Contributions made on the part of the
employee to the advancement of the industry.
Dependability - Follows through to meet schedules. Makes sound
Makes positive contributions. Consider the contributions made to the
improvement of procedures and day to day working..
VI. PITFALLS IN MAKING PERFORMANCE APPRAISALS
The “Isolated” Incident
A rating should not be based on a few isolated
performance incidents. When this is done, the rating is unfairly influenced
by non-typical instances of favorable or unfavorable performances.
The “Halo” Effect
The “Halo” effect occurs when one factor influences
ratings on all factors. Examples: An employee’s work is of good quality,
therefore, other ratings (such as those on promptness or work quantity) are
higher than normal. Another employee is frequently absent, with the result
that the ratings on other factors are usually low.
The “Cluster” Tendency
The tendency to consider everyone in the work group as
above average, average, or below average. Some raters are considered “tough”
because they normally “cluster” their people at a low level. Others are too
lenient. “Clustering” overall ratings usually indicates that the rater has
not sufficiently discriminated between high and low levels of performance.
Rating the Job and Not the Individual
Individuals in higher-rated jobs are often considered
superior performers to those in lower-rated jobs. This normally means that
confusion exists between the performance appraisal and how the job has been
Length of Service Bias
There is a tendency to allow the period of an
individual’s employment to influence the rating. Normally, performance
levels should be higher as an individual gains training and experience, but
this is not always the case.
Avoid judgments made purely on the basis of
personality traits. Effective, efficient employees do not necessarily agree
with everything a supervisor believes in or states.
Consider the entire appraisal period. Try to enumerate
high points and low points in performance, then assign a rating that
typifies the individual’s normal performance. Do not attempt to assign a
rating to a performance indicator and then create justification to support
it. Be able to explain the reason for each rating.
Rate each indicator independently. When evaluating
more than one person simultaneously, it may be helpful to rate all
employees’ performances on one indicator rather than one employee’s
performance on all factors. Use the summary evaluation to give substance to
In a group of people in similar jobs, performance is
likely to be spread over most performance categories. Review your own record
as a rater. Check the tendency to be either “too tough” or “too lenient” in
your appraisals. Consider how an individual is performing in relation to
what is expected.
Rate the person’s performance, not importance of the
Recognize that some people may never achieve top
ratings, regardless of length of service. Watch closely the progress of
newcomers and be ready to recognize superior performance if it is achieved.
It is incumbent
upon each employee, regardless of level or category, to perform in an
exemplary manner reflecting those principles and disciplines upon which this
institution was founded. Used constructively, this program of performance
evaluation can prove to be a valuable tool regarding individual career
advancement, and result in increased productivity throughout all areas of