Tip Sheet: Developing and Conducting Staff Performance Evaluations

Tip Sheet: Developing and Conducting Staff Performance Evaluations
Objective
This resource outlines ideas for establishing and implementing a personnel performance
measurement processes in your organization. This resource can be used by volunteer
coordinators, executive directors, program managers, and other supervisors to design staff
evaluation systems and structure evaluation meetings. After reading this resource, you will be
able to:
• Design a format for a performance evaluation, and
• Lead a formal performance evaluation meeting
Introduction
Staff are our most important (and most costly) resources, so supporting staff should be one of
our key priorities as managers. When coupled with ongoing communication via email, phone,
and face-to-face meetings about clients and projects, an annual performance evaluation creates
opportunities to review your programs’ objectives and your staff’s role in achieving them. It also
creates opportunities to identify areas for improvement (for your staff members and for you, as a
manager). As such, performance evaluations lead to better services for refugees.
NOTE: We view volunteers and interns as unpaid staff. All comments about staff in this
resource apply to both employees and volunteers.
What performance areas should be rated during an evaluation?
If your organization does not have an efficient evaluation process in place, or if you are looking
to review and adjust existing evaluation tools, start by identifying the measures of staff
performance that are tied to your ability to achieve your programs’ objectives. Managers and
staff can work together to identify performance areas for inclusion in the evaluations.
To make your evaluation tool “SMART” (specific, measurable, achievable, realistic, and timely),
consider measuring 8-10 performance areas. Here are some areas to consider:
• Work Habits/Quality of Work/Job Knowledge. Does the staff person:
Understand his or her job expectations? Is he or she competent in required job skills?
Serve as “resource person” for other staff in his or her area of specialty?
Stay current with developments in his or her area of specialty?
• Problem Solving/Decision Making. Does the staff person:
Anticipate and respond preemptively to potential problems?
Determine the cause of problems before taking action?
Provide solutions using available resources?
• Analytical Ability/Analysis/Judgment. Does the staff person:
Recognize the best way to complete assignments in a timely fashion?
Find relevant information, identify key issues, and develop important relationships?
Relate and compare data from different sources?
Identify cause-and-effect relationships?
• Human Relations/Positive Attitude. Does the staff person:

Display commitment to your organization and refugee clients?
Support your organization’s goals by demonstrating loyalty and dedication?
Display poise and courtesy, even in challenging situations?
• Empathy with Clients. Does the staff person:
Actively respond to clients’ needs?
Build trust with clients through attention to detail, listening, and communication?
Go the “extra mile” to provide high quality services to clients?
• Ability to Work Independently. Does the staff person require minimal supervision to
perform majority of his of her duties?
• Familiarity with Work. Does the staff person:
Follow established company policies and procedures when appropriate?
Make accurate and timely decisions?
• Productivity/Management of Resources. Does the staff person:
Perform tasks thoroughly?
Meet deadlines and prioritize various assignments appropriately?
Produce the required level of documentation?
Maintain an organized work area?
• Attention to Quality. Does the staff person:
Set high standards for personal performance and client relations?
Exert extra effort to ensure quality work is delivered to clients in a timely fashion?
Strive to continuously improve processes and learn best practices?
• Adaptability. Does the staff person:
Quickly respond to changing priorities?
Exhibit flexibility, open-mindedness, and acceptance of feedback and criticism?
Switch between various tasks, depending on work flow and daily demands?
Respond efficiently under stress?
• Goal Orientation. Does the staff person:
Stay focused on program goals?
Follow through on tasks?
Anticipate obstacles and think
ahead to next steps?
Assume responsibility beyond the
scope of normal work duties to achieve overall organization and program goals?
• Communication. Does the staff person:
Organize and present ideas clearly, concisely, and logically both orally and in writing?
Adjust speaking and writing style to meet needs of clients, funders, and others?
Actively participate in meetings and provide valuable feedback?
• Integrity. Does the staff person:
Display high standards for honesty?
Demonstrate ethical behavior in the execution of all tasks?
Build trust and respect in relationships with peers and clients?
TIP: In deciding what criteria to include in your
evaluation tool, consider brainstorming a list
of all of possibilities. Rate each option on a
scale of 1-5 (where 1=not crucial; 2=has some
importance; 3=important 4=essential; and
5=crucial). Include the most highly rated
criteria on your evaluation.
• Personal Responsibility. Does the staff person:
Accept responsibility for tasks?
Exhibit professionalism in the resolution of work environment issues?

• Forward Thinking/Initiative. Does the staff person:
Generate innovative ideas, approaches, and solutions to better serve refugees’ needs
and to meet program goals?
Listen to and builds on others’ ideas and generate suggestions for improving work?
Meet challenges with resourcefulness?
• Commitment to Teamwork. Does the staff person:
Demonstrate diplomacy and the ability to work cooperatively with other staff members?
Display willingness to help others when needed?
Keep team members apprised of developments in work done independently?
Encourage open communication and avoid destructive interpersonal behavior such as
gossip?
• Dependability. Does the staff person:
Arrive to work on time and honor scheduled break times?
Makes advance requests for absences in order to enable appropriate staff coverage?
• Leadership (for staff who supervise other staff or volunteers). Does the staff person:
Apply leadership abilities, motivate others to support programmatic goals, and
delegate tasks wisely?
Plan, coordinate, and follow-up on the work of others, if deemed necessary?
Effectively select and develop personnel?
Deal appropriately with clients regarding unsatisfactory work by subordinates?
Once you select the areas for evaluation, decide on a format. The format is up to you, but it
should be written and should be consistent for all employees. Some organizations use a simple
memo format, while others use structured forms. Samples are provided in this resource, and
many others are available on the Internet or from other organizations.
Engaging your staff members in the development (or improvement) of your organization’s
performance evaluation procedures will help foster a trusting and productive working
environment.
Now that I have an evaluation format, how should I share the information with my staff?
Set up a block of uninterrupted time to meet with your staff, and request a meeting time a week
or more in advance.
When planning for your meeting, consider the following questions. Summarize your reflections
in your conversation with your employee.
• To improve his/her effectiveness in the job, on what should the employee focus? What
should he or she avoid doing in the future?
• Were there notable obstacles to the employee achieving his or her responsibilities during
the performance review period? If so, what were they?
• What events occurred in the employee’s performance over the past evaluation period?
Next, draft a list of questions to ask the employee during the meeting. Here are some examples:
• What skills would you like to develop in the year ahead?
• What special contributions do you feel you have made to our organization during the
performance review period?
• What do you believe were the most important aspects of your job during the performance
review period?
• What can I, as your supervisor, do to better support you in your job?

The following tips will help you conduct a productive meeting – and will set the tone for a
productive working relationship in-between reviews.
Prepare
Schedule evaluations of staff members around the same time period (e.g. December).
Some organizations schedule performance evaluation cycles to precede their annual
budgeting processes, so that any merit-based salary increases can be considered in the
budgeting process.
Provide the employee with a recent job description and blank evaluation form for selfassessment,
in advance. Ask the employee to return the completed self assessment
form prior to his or her scheduled performance evaluation.
Make sure to set aside at least 30 – 60 quiet minutes to discuss your feedback, the staff
members’ self-assessment, and the staff member’s job description.
Bring any pertinent data for the discussion (e.g. self-assessment form, past and current
job descriptions, information on any training received or requested, etc.)
Do not schedule the review conversation in between meetings or at the end of a long
workday. Allow plenty of time, and do not allow any interruptions. Ensure complete
privacy – schedule a conference room if necessary.
Make your evaluation process available to your volunteers, as well as your paid staff
members. Providing volunteers with feedback on their performance will improve their
ability to support your programs, and may encourage them to represent your
organization positively in the community.
Be Positive
Open and close the conversation with positive feedback. Use phrases such as “I count
on you because…”
Single out specific accomplishments for special praise.
Look for opportunities to use the staff member’s strengths to the benefit of the
organization. For example, discuss how your staff member can develop strengths
further, whether through training or other means.
Focus on the performance, not the person.
Stick to behaviors and performance from the past year.
Avoid extreme expressions such as “you always…” or “you never…”
Never compare one employee with another.
Offer realistic solutions to problems, and make sure to follow-up after the meeting.
If the employee has been underperforming in some area, offer examples of the
problematic behaviors and preferable behaviors. Agree on a plan of action.
Emphasize improvement for the future, rather than criticism of the past.
Provide Critical Feedback
Listen without interrupting. Give opportunities for your staff member to ask questions.
Ask your own open-ended questions to encourage communication.
Give your staff member a chance to restate your feedback in his or her own words.
When giving feedback, reference specific examples of actions, dates, and events, rather
than speaking abstractly.
Give the staff member time to think before responding. Ask whether he or she agrees
with the feedback you provide.
Explore together options for change and agree on a course of action.
Follow-up
Update your memo or form to reflect new information from the evaluation.

After the evaluation, meet with each employee briefly to discuss the final evaluation
form, set specific, measurable, attainable goals for the upcoming year, and review and
update the job description as
necessary. Your employee should
agree in advance to the specific
behavioral changes which will
indicate successful improvement.
Both parties should sign any
document that outlines objectives
for the upcoming year. This
document can be referenced in the
next year’s review. Provide the
employee with copies of the
signed documents. Store the completed personnel documents in the staff member’s file.
Store electronic copies of all signed documents in a confidential location. If your
organization has a human resources director, send copies of these forms to him or her.
If desired, schedule a mid-year check-in with your employee. Otherwise, repeat the
review process after one year.
Handle Disagreements Professionally
You and your staff member should try to understand each others’ perspectives and
come to an agreement on goals for moving forward.
If there is disagreement on the performance review, instruct your employee to write a
letter outlining his or her specific disagreements. Attach this to the evaluation, and
include copies in the staff member’s personnel folder.
Conclusion
To keep staff members moving forward and ready to take on new challenges, set goals, identify
new areas of responsibility and provide opportunities that will expand their professional
development. The staff needs to know what is a good performance benefiting the organization,
how it’s measured, and how it is rewarded. Clarifying these concepts should be the goal of your
evaluation system.
For more information
TIP. Copies of evaluations that have been signed
by you and the staff person should be placed in
the employee’s confidential personnel file. This is
also where you will keep documentation about
the staff member’s performance during the year
such as letters of commendation from clients, or
notes from conversations about areas for
improvement. This will help you when preparing
future evaluations (and when writing
recommendations for former staff).
• Read A Nonprofit Organization Operating Manual, by Arnold and Philip Olenick, The
Foundation Center, New York, 1991.
• Visit www.EthnicCommunities.org. The Strengthening Human Resources section of the
Resource Library contains practical guides on Recruiting and Developing Staff, Volunteer
Management, and Conducting Performance Evaluation Meetings.
Acknowledgements: This resource was researched, written, and designed by Leyla
Dursunova, Program Coordinator at Nationalities Services Center, drawing upon resources from
Philadelphia Youth Network, the Marshall Brooks Library at Principia College, and the Blue
Ridge Foundation. Harriet Kuhr, Project SOAR Field Advisor and Manager of Resettlement
Programs at the IRC’s office in Atlanta, also contributed.
This Project SOAR Tip Sheet is produced under the auspices of the International Rescue Committee pursuant to
grant number 90RB0028 from the U.S. Office of Refugee Resettlement (ORR). The opinions expressed do not
necessarily state or reflect those of ORR.

Attachment 1. Sample Employee Evaluation Form, Version 1
NAME JOB TITLE DATE HIRED
From:
To:
REVIEWING MANAGER REVIEW PERIOD REVIEW DATE
General Questions
Please complete the following form prior to your review discussion with your supervisor. The
purpose of these questions is to stimulate your thinking about past and future goals and
achievements, and to provide you with the opportunity to consider your job in the broader
context of our organization’s mission.
1) What do you see as your major accomplishments over the past review period? What contributions
to our organization are you most proud of?
2) What have you learned over the past year at our organization that has contributed to your
professional or personal growth? Are there experiences which stand out in particular as “lessons
learned?”
a) Professional:
b) Personal:
3) Are there any areas in which you are not satisfied with your own job performance?
4) What do you like most about your job? What do you like least? Can you suggest any ways to
maximize the positive aspects or improve upon the negative ones?
Goal Setting
During your conversation with your supervisor, you will evaluate the achievement of your past work
goals and set targets for the coming year. These can be
• Skill-related – “I want to improve my efficiency as measured by the number of clients I can
respond to each day.”
• Interpersonal – “I want to work on my ability to provide support to others in the office.”
• Developmental – “I would like to master foreign language skills well enough to start using it
consistently in communications with non-English speaking clients.”
Please bear in mind that for a goal to be successful, it should be “SMART”— Specific,
Measurable, Attainable, Relevant, and Time-bound.

1) Describe 2–3 major goals and/or developmental steps you set out to accomplish this past year.
What were the results? (Please be as specific as possible in describing both your achievements
and the ways in which they helped our organization advance its mission.)
2) What did you hope to accomplish this year, but were unable to? Why?
3) Are there any areas in which you would like to develop your job-related knowledge or skills?
Please include any specific trainings or workshops you would like to take.
4) What major goals have you set for yourself for the upcoming year? Are there any new types of
projects you would like to be involved in?
Goal Review and Goal Setting - TO BE COMPLETED TOGETHER WITH EMPLOYEE
Please refer to last year’s performance evaluation when completing this section.
REVIEW OF PAST YEAR’S GOALS:
GOAL DESCRIPTION OF RESULTS NEEDS MORE WORK?
1.
2.
3.
SETTING NEXT YEAR’S GOALS:
Note: To be successful, a goal should be “SMART”— Specific, Measurable, Attainable, Relevant,
and Time-bound. Goals should include any planned trainings as well as work targets.
GOAL WHAT SUCCESS WILL LOOK LIKE DEADLINE(S)
1.
2.
3.

Suggestions
1) Do you possess any skills which you are not currently using in your job but which could be useful
to our organization?
2) Are there any tasks/duties which you believe should be added to or dropped from your job
description?
3) Please share any concerns you may have about team dynamics at Organization:
4) Do you have any ideas for ways in which the stressful aspects of your job can be minimized or
offset?
Position-specific Responsibilities
Please answer the following questions with reference to the specific behaviors and
accomplishments detailed in the employee’s job description. (Attach a copy of the job
description to this document.)
1) What do you consider to be this employee’s major achievements over the past review period?
2) Which of the employee’s professional or personal skills have been most effective in helping
her/him to fulfill the responsibilities of her/his job?
3) Which areas of performance might require more attention or improvement?
Suggestions for Training & Further Development
Based on the evaluations above, please use this space to make any recommendations for
specific training opportunities.
My signature below acknowledges that I have read and discussed the contents of this
performance review with my supervisor/employee and that we have agreed upon the goals
outlined above. (If there is significant disagreement about any area of this review, the employee
should attach a letter explaining her/his specific objections.)
_______________________________________________
Employee
(Date)
_______________________________________________
Supervisor
(Date)

Attachment 2. Sample Employee Evaluation Form, Version 2
Report On:
Period Evaluated:
_____________________________________________________
_____________________________________________________
Nature of Work: _____________________________________________________
Prepared By:
_____________________________________________________
SECTION ONE
Grade the staff member on each listed item by number:
(5) Outstanding (4) Above Average (3) Satisfactory (2) Below Average (1) Unsatisfactory
In the space provided, please give comments (if any) that will assist in appraising and counseling the staff
member. It is extremely important that your comments furnish a full explanation and justification of
outstanding or unsatisfactory ratings. Specific illustrations are more helpful than general comments. If
space is insufficient, continue on a separate sheet and staple to this form.
GENERAL PERFORMANCE FACTORS
• QUALITY OF WORK ( )
• WORK HABITS ( )
• INITIATIVE ( )
• DEPENDABILITY ( )
Unexcused lateness: Weekly ( ) Bi-monthly ( ) Other ( )
Time Deficiency: Vacation ( ) Sick ( ) Personal ( )
• ANALYTICAL ABILITY ( )
• CREATIVITY ( )

• HUMAN RELATIONS ( )
• EMPATHY WITH CLIENTS ( )
• CLIENT EVALUATIONS ( )
Number Considered: ( )
Number Favorable: ( )
Number Unfavorable: ( )
SPECIFIC PERFORMANCE FACTORS
• Ability to prepare and draft necessary writing, etc. ( )
• Knowledge of programs and goals, organization’s mission and vision ( )
• Ability to research for resources and network for additional services available ( )
• Representing clients’ interests and advocacy, ability to connect to available resources ( )
• Grant Reporting Requirements ( )
Ability to meet level of service for funding sources? Yes ____
No ____
Complies with funding source reporting requirements in a timely fashion?
Yes ______
No ______
• Review of Case Files ( )
Number Open: __________ Number Reviewed: __________

Are files kept in an orderly manner? Yes ______
No ______
Are legible notes in files setting out chronology of event? Yes/No (circle one)
SECTION TWO
OVERALL PERFORMANCE RATING
1. Needs Improvement (Has not met standards of all noted competencies to perform effectively)
2. Meets Quality Standards (Generally is progressing as expected and/or is meeting standard
performance)
3. Exceptional (Performance is well above average, consistently exceeding standard)
PERFORMANCE COMMENTS
1. To improve his/her effectiveness in the job, what should this employee begin or concentrate on
improving?
2. To improve his/her effectiveness in the job, what should this participant avoid doing in the future?
3. What significant positive or negative events occurred in the employee’s performance over the
past evaluation period?
4. Develop performance improvement plan.
Additional Comments:
Overall Rating: ______________
Evaluator Signature: ____________________________ Dated: ____________
Employee Signature: ___________________________ Dated: _____________