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Sample Rating Guide - AT UC DAVIS, PEOPLE ARE OUR MOST ...

Sample Rating Guide - AT UC DAVIS, PEOPLE ARE OUR MOST ...

HRDefinition5 -

HRDefinition5 - EXCEPTIONAL 4- EXCEEDS EXPECTATIONS 3 - MEETS EXPECTATIONS 2 - IMPROVEMENT NEEDED 1 - UNSATISFACTORYPerformance consistently farexceeds expectations in the ratedcompetencies and/or job functionsand the quality of work performedwas superior.Performance consistently exceeded Performance consistently metexpectations in all essential areas ofresponsibility, and the quality of workoverall was excellent. Annual goalswere met.expectations in all essential areas ofresponsibility, at times possiblyexceeding expectations, and thequality of work overall was verygood. The most critical annual goalswere met.Performance did not consistentlymeet expectations – performancefailed to meet expectations in one ormore essential areas ofresponsibility, and/or one or more ofthe most critical goals were not met.A professional development plan toimprove performance must beoutlined in Section 4, includingtimelines, and monitored to measureprogress.Performance was consistently belowexpectations in most essential areasof responsibility, and/or reasonableprogress toward critical goals wasnot made. Significant improvementis needed in one or more importantareas. In Section 4, a plan tocorrect performance, includingtimelines, must be outlined andmonitored to measure progress.Rating DistributionRecommendation10-15% of staff 20-30% of Staff 60-65% of Staff 5-10% of StaffIs dependable, highly reliable andfollows through on all provided orotherwise undertaken assignmentsand is highly effective in a variety ofsettings.Perceived by others (peers,students, faculty, and othercustomers) as collaborative, skilledand dependable.Is dependable, highly reliable andfollows through on all assignments.Frequently requires directsupervision and follow-up. Isperceived by others as notreliable/dependableWorks at a minimum standard withinconsistent productivity.Demonstrates exceptional in-depthknowledge of their jobfunctions/duties and is highlyrecognized by others within theUniversity community or within theirarea of expertise as an authority intheir area of work.Recognized by peers, managers,students and othercustomers/personnel ascollaborative skilled, and reliable.Recognized by members of theunit/customers as someone whoknows how to do their job, and getsit done.Sometimes viewed by others assomeone who does not exhibit fullunderstanding of their job functions.Does not understand job functions ordoes them inaccurately.Exhibits model behavior thatexemplifies the values and qualitiesof the organization and is worthy ofemulation by supervisors/staffmembers (e.g. Principles ofCommunity).Understands and is proactive inpromoting the Principles ofCommunity and other values of theorganization.Understands the Principles ofCommunity and other values of theorganization.Sometimes engages in behaviorsthat do not adhere to the Principlesof Community and other values ofthe organization.Violates the Principles of Communityand other values of the organization.Skillfully resolves conflict in themidst of differing opinions bycreatively developing a compromisewithin competing interests.Sometimes able to resolve conflictor identify people or programs thatcan help resolve differencesRegularly interacts effectively withpeers, managers and otherUniversity staff, public and students.Sometimes engages in ineffective ornegative interactions with peers,colleagues, management, studentsor other members of the Universitycommunity.Engages in unprofessional ornegative interactions with others inthe workplace.Exhibits teamwork or is a teamplayer in varied settings andinfluences others to workcollaboratively to bring about apositive impact while furthering thegoals of the unit, department and/ororganization.Exhibits teamwork or is a teamplayer and attempts to buildconsensus among team members.Exhibits teamwork or is a teamplayer in varied settings andcollaborates with others.Sometimes does not collaborateeffectively with co-workers and doesnot exhibit teamwork.Routinely does not collaborateeffectively with co-workers and is nota team player.4 6/2/2013

HRDefinition5 - EXCEPTIONAL 4- EXCEEDS EXPECTATIONS 3 - MEETS EXPECTATIONS 2 - IMPROVEMENT NEEDED 1 - UNSATISFACTORYPerformance consistently farexceeds expectations in the ratedcompetencies and/or job functionsand the quality of work performedwas superior.Performance consistently exceeded Performance consistently metexpectations in all essential areas ofresponsibility, and the quality of workoverall was excellent. Annual goalswere met.expectations in all essential areas ofresponsibility, at times possiblyexceeding expectations, and thequality of work overall was verygood. The most critical annual goalswere met.Performance did not consistentlymeet expectations – performancefailed to meet expectations in one ormore essential areas ofresponsibility, and/or one or more ofthe most critical goals were not met.A professional development plan toimprove performance must beoutlined in Section 4, includingtimelines, and monitored to measureprogress.Performance was consistently belowexpectations in most essential areasof responsibility, and/or reasonableprogress toward critical goals wasnot made. Significant improvementis needed in one or more importantareas. In Section 4, a plan tocorrect performance, includingtimelines, must be outlined andmonitored to measure progress.Rating DistributionRecommendation10-15% of staff 20-30% of Staff 60-65% of Staff 5-10% of StaffTakes initiative consistently that hasa larger impact (e.g. contributes tocost savings or increasedefficiency).Actively seeks additional duties;goes above and beyond to get thejob done.Takes initiative frequently thatimpacts their own team or othergroups.Assumes additional responsibilitiesoccasionally; does whatever it takesto get the job doneTakes initiative occasionally thatimpacts their own position/functionalarea.Willing to take on some additionalresponsibilities when asked.Rarely takes initiative to completetasks or resolve problems.Does not willingly take on additionalresponsibilities when asked.Does not take initiative to completetasks.Refuses to take on additionalresponsibilities when asked.Identifies programs, developsrecommendation, carries outsolution independently.Fosters a "can do" attitude in others,builds the team up.Creates opportunities for self andothers to support thedirection/mission/goals of thedepartment/unit or organization.Identifies problems and participatesin solutions.Possesses a "can do" attitude.Actively supports thedirection/mission/goals of thedepartment and encourages thesame from others.Identifies problems, asks for help increating a solution.Willing employee, open to newideas.Agrees with thedirection/mission/goals of thedepartment/unit and does nothing toundermine success of the team.Sometimes not able to identify Routinely unable to identify problemproblem areas or carry out solutions. areas or carry out solutions.Occasionally a nay-sayer about newideas.Occasionally disagrees with thedirection/mission/goals of thedepartment/unit and undermines thesuccess of the team.Routinely exhibits behavior thatbreaks down the team.Routinely disagrees with thedirection/mission/goals of thedepartment/unit and undermines thesuccess of the team.5 6/2/2013

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