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Management Performance Evaluation Form PENNSYLVANIA STATE SYSTEM OF HIGHER EDUCATION (PASSHE)

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PENNSYLVANIA STATE SYSTEM OF HIGHER EDUCATION (PASSHE)
MANAGEMENT PERFORMANCE EVALUATION
AND DEVELOPMENT FORM
Employee Name:
Rating Supervisor Name:
Employee Position Title:
Rating Supervisor Position Title:
Department/Division:
Reviewing Officer Name:
Date of Review:
Period Covered:
Type of Review:
Probationary
Annual
Interim
From:
To:
□
□
□
GENERAL INSTRUCTIONS
Types of Evaluations
This instrument is to be used for probationary, annual, and interim performance evaluations for PASSHE Managers. Probationary evaluations
for managers covered under merit principles shall occur prior to the Manager’s completion of six months of employment. Interim evaluations
may occur as determined by the Manager’s immediate supervisor (Rating supervisor) to evaluate performance six months after a change in
responsibilities or as a remedial tool when a Manager is experiencing performance problems.
Evaluation Cycle
The annual evaluation cycle is the July 1 through June 30 fiscal year. (The probationary cycle is the 6-month period beginning with the
manager’s date of employment.)
Planning: July 1 – September 30
Rating Supervisor checks priority factors in Part I that will be emphasized in the evaluation. Manager and Rating Supervisor identify work
products or objectives to be measured, check priority work products or objectives, and complete professional development plan in Part IIA.
Measurement and Informal Assessment: October 1 – May 31
Rating Supervisor and Manager discuss performance progress at least once during a mid-cycle performance evaluation.
Rating Supervisor monitors performance progress and provides coaching as necessary.
Formal Assessment: June 1 – June 30
Manager completes self-evaluation portions in Part I and IIB. The Rating Supervisor reviews the self-evaluation with the Manager and
then completes his or her ratings.
Rating Supervisor assigns ratings for each proficiency factor in Part I, for performance work products and objectives in Part IIB, and for
the overall rating in Part IV.
Rating Supervisor completes the evaluation, forwards it for review and approval by the Reviewing Officer, and then provides and
discusses the evaluation with the Manager.
PERFORMANCE RATING SCALE
Needs Improvement
Performance meets
standards in some areas, but
is below standards in others
and falls short of meeting
normal expectations.
Print Form
PART I: PROFICIENCY FACTORS
At the beginning of the performance cycle, Manager and Rating Supervisor discuss the factors and identify priority factors to be emphasized
in the evaluation. At the end of the cycle, using the performance rating scale, Manager self-evaluates and Rating Supervisor evaluates the
Manager’s proficiency in each of the factors.
Proficiency Factors
(Evaluate how work is performed)
Ratings: Manager = M Rating Supervisor = S
1. Commitment to the University’s/System’s Mission, Vision, and Values (Check if priority) □
Needs Improvement
Produces results or manages
operations in a manner not
always consistent with the
University’s/System’s
mission, vision and values.
Generates some work
products that do not support
the goals and objectives of
the organization. Gives
priorities inconsistent with
organizational or unit
priorities to some work.
Behavior is at times
inconsistent with
organizational values.
M □
S □
M □
S □
M □
S □
M □
S □
M □
S □
Manager Comment:
Rating Supervisor Comment:
2a. Leadership (or alternatively, complete Initiative and Commitment below) (Check if priority) □
Significantly Exceeds
Inspires confidence in the
organizational mission and
generates excitement,
enthusiasm and commitment
to unit or team goals and
objectives. Anticipates the
need for and facilitates
changing conditions within the
organization. Is highly adept in
organizing and maximizing
operations or functions as
demonstrated through
exceeding stated goals.
Effectively communicates
thoughts and concepts and is
adept at gaining buy-in and
enthusiasm for ideas. Exhibits
strong written and
communication skills.
Demonstrates sound and
thorough analytical judgment
and considers the
organizational implications of
events or decisions. Serves
as an exemplary role model
for other University/System
leaders.
Exceeds
Articulates the
organizational mission and
encourages commitment to
unit or team goals and
objectives. Is proficient in
organizing and managing
operations or functions to
exceed stated goals.
Anticipates the need for and
effectively addresses
changing conditions within
the organization. Solicits
support and buy-in for
ideas. Communicates ideas
with clarity of thought and
intent. Systematically
gathers relevant data,
analyzes information and
makes appropriate
decisions consistent with
organizational needs.
Accepts ownership or
decisions. Establishes
norms for group behavior
and personally models
desired behaviors.
Needs Improvement
Work products and
operations managed
generally meet stated goals,
but at times falls short of
expectations. Sometimes
adjustments for changing
conditions are not made in
sufficient time to avoid
problems or to ensure
continuity of efficient
operations. At times,
behavior is inconsistent with
expected professional
values. Some approaches to
problem solving lack sound
methodology or result in data
or information that are
insufficient for sound
decision making. Does not
always support decisions or
inform those impacted in a
timely fashion.
M □
S □
M □
S □
M □
S □
M □
S □
M □
S □
Manager Comment:
Rating Supervisor Comment:
2b. Initiative and Commitment (Check if priority) □
Significantly Exceeds
Demonstrates a consistently
enthusiastic approach to work,
both within and outside the
organization. Demonstrates a
belief that the work of the
organization has intrinsic
value. Takes personal
ownership in the success of
PASSHE/university. Keeps
organizational needs in the
forefront and articulates and
strives for support of those
needs with both internal and
external constituencies.
Anticipates and takes action to
create opportunities and to
avoid a crisis well in advance.
Generates and maintains a
creative environment among
staff and colleagues leading to
new and effective ideas to
benefit PASSHE/university.
Motivates others to achieve
goals well beyond normal
performance expectations.
Sets and meets challenging
and far reaching goals.
Exceeds
Consistently performs
one’s job with the broader
goals of the organization
in mind. Is self-motivated
and displays a sense of
personal responsibility for
the welfare of the
organization and
colleagues. Talks
positively about the
organization, both
internally and externally.
Acts quickly and
decisively in a crisis and
in a time-sensitive
situation. Works to
expand abilities, both
professionally and
personally. Thinks
“outside the box” and
beyond the traditional
boundaries to improve a
situation or result.
Persists until personal
and team goals are
achieved. Sets and
maintains high
performance standards
and objectives that
exceed normal
expectations for self and
others.
Meets
Demonstrates an overall
understanding of the needs
of the organization.
Produces work consistent
with organizational values
and needs. Conscientiously
abides by the rules,
regulations and procedures
governing work.
Demonstrates personal
accountability and
responsibility for the work
done. Expresses pride in
the organization. Identifies
problems and obstacles to
meeting objectives and
addresses them in
advance. Identifies and
takes active steps to take
advantage of future
opportunities. Recognizes
when a situation calls for or
could benefit from a new
approach or better quality
of approach. Helps and
supports fellow employees
in their work to contribute
to overall organizational
success. Consistently
strives to achieve better
than average results.
Needs Improvement
Does not demonstrate a
reasonable dedication to the
success of PASSHE/university.
Produces work sometimes
inconsistent with the needs of
the organization. Does only
what is necessary to meet
basic job standards and
requirements. Rarely works
proactively to identify and
resolve problems or to identify
or suggest improvements to
processes or work products.
Rarely expresses pride in the
organization. Infrequently sets
difficult goals or strives for
better than average results.
Unsatisfactory
Displays personal ethics that are
contrary to expected work ethics.
Remains satisfied with the status
quo, even when work is
determined to be barely sufficient
and of mediocre quality. Does not
make reasonable suggestions for
improvement in work process or
work products. Talks negatively
about the organization. Focuses
only on one’s own job and
neglects to support or hinders
fellow employees in their work to
support the overall organization.
Sets easy to achieve goals and
achieves mediocre results.
M □
S □
M □
S □
M □
S □
M □
S □
M □
S □
Manager Comment:
Rating Supervisor Comment:
3. Management Practices (Check if priority) □
Significantly Exceeds
Exhibits insight and thoroughness in
anticipating organizational or unit needs
as demonstrated through prompt,
efficient adaptation of goals to meet
needs or to address new and changing
priorities. Develops innovative plans and
strategies that realistically anticipate
and prepare for obstacles. Sets priorities
with a knowledgeable and informed
sense of what’s important to the
organization. Produces optimum results
in excess of goals and objectives with
minimal resources and is innovative in
obtaining alternate resources. Discovers
and develops hidden talents and latent
potential in employees, team members
or others. Effectively works with staff to
identify and effectively employ their
strengths and strengthen or negate the
effect of deficiencies. Uses state-of-the-
art methods and actively engages the
support of others in planning, directing,
coordinating, and organizing activities.
Completes administrative tasks and
projects in a manner that results in
reduced costs and/or time investment.
Exceeds
Plans with an awareness of
organizational or unit needs.
Develops and implements
sound, effective plans and
modifies them as necessary to
achieve stated results. Sets
priorities that maintain a focus
on organizational goals. Often
gets more out of available
resources than expected.
Guides and coaches
employees, team members or
others to improve their
performance. Effectively
allocates and adjusts time and
resources to ensure
accomplishment of stated
objectives. Develops and uses
effective techniques in
planning, directing,
coordinating and organizing
activities so as to achieve or
exceed desired results.
Completes administrative tasks
and projects on or ahead of
time and on or under budget.
Meets
Understands
organizational or unit
needs. Develops and
implements realistic
plans and strategies.
Eliminates activities that
are unnecessary. Sets
priorities consistent with
organizational goals.
Organizes activities to
best utilize staff and
other resources.
Communicates standards
and expectations and
encourages productive
performance in
employees, team
members and others.
Effectively plans, directs,
coordinates, organizes
operations and
cooperates with others to
achieve desired results.
Adheres to applicable
policies, procedures and
regulations. Completes
administrative tasks and
projects on time and on
budget.
Needs Improvement
Work plans or strategies
generally reflect an
understanding of
organizational or unit needs,
but may fall short in some
areas. Some activities
performed do not contribute to
planned goals. At times, does
not shift resources or adjust
work products to meet
changing organizational needs
or goals. Organizes activities in
a way that does not make
maximum use of staff and
resources. Does not
consistently encourage
productive performance or
communicate standards
required of positions. Does not
take advantage of available
cost efficiencies. Adheres to
required policies and
procedures. Some
assignments are not
completed in a timely manner
or go over budget.
Unsatisfactory
Is inconsistent or
ineffective in
establishing courses
of action that ensure
accomplishment of
objectives. Does not
use appropriate
resources or shift
resources in order to
meet objectives. Is
ineffective in
directing or
organizing the
capabilities of people
and/or resources to
achieve desired
results. Does not
maintain cost
effective operations.
Does not clearly
explain to others or
apply standards
required of the
position. Does not
consistently
complete
assignments on time
or within budget.
M □
S □
M □
S □
M □
S □
M □
S □
M □
S □
Manager Comment:
Rating Supervisor Comment:
4. Relational Skills (Check if priority) □
Significantly Exceeds
Works with staff to create a
sense of group commitment
and ownership. Is viewed
positively by colleagues and
subordinates. Successfully
promotes and generates unit or
team commitment. Succeeds in
building trust even in difficult
situations. Places a high value
on improving employee or team
member skills and abilities.
Continually and successfully
finds common ground. Actively
seeks the input of others and
encourages their participation.
Gives others multiple
opportunities to share
concerns, ask questions, and
offer ideas, and makes
following up with information a
top priority. Works to achieve
results that generally benefit all
involved parties. Consistently
and actively supports
EEO/diversity programs and
creates opportunities to
support cultural diversity.
Respects, values and promotes
the benefit in considering and
addressing differing opinions.
Exceeds
Supports teamwork and
collaboration within and
across units. Is readily able
to reduce resistance,
increase acceptance and
gain commitment from team
members or employees.
Builds trust among team
members. Values team
member’s skills and abilities
and works to capitalize on
their strengths. Always
takes a positive approach to
conflict. Encourages and
empowers others to
succeed. Publicly credits the
good work of others on the
team. Understands diversity
issues and embraces
activities that support a
diverse community.
Respects and encourages
differing opinions.
Meets
Works effectively with
others. Cooperates with the
team and supports team
decisions. Appreciates the
value of team member trust.
Shares relevant information
with employees, team
members and others.
Understands the
contributions of employees
and team members.
Demonstrates sensitivity to
the rights and opinions of
others, even in
disagreement. Respects
cultural differences and
ensures a supportive
environment. Acknowledges
conflicts and works to
resolve conflicts
constructively. Respects and
is tolerant of differing
opinions.
Needs Improvement
Generally, is able to work
effectively with others when
requested. Does not
contribute to the fullest
extent when working with a
team. When in
disagreement, demonstrates
insensitivity to others’
perspectives. Does not
demonstrate an appreciation
for team efforts or team
results. Rarely suggests or
speaks in favor of
collaborative approaches.
Sometimes holds back
information that would be of
value to the group. Does not
regularly seek input from
others or use input received
to the best advantage. Is
tolerant of differing opinions.
Unsatisfactory
Creates conflict. Does not work
to understand others’
perspectives. Does not
understand the value of team
collaboration. Avoids or resists
contributing to team efforts.
Demonstrates little respect for
others or for differing opinions.
Does not establish trust or
credibility. Does not readily share
information with others or seek
the input of others. Is insensitive
to the differing needs of diverse
groups.
M □
S □
M □
S □
M □
S □
M □
S □
M □
S □
Manager Comment:
Rating Supervisor Comment:
5. Job Knowledge (Check if priority) □
Significantly Exceeds
Uses resources, technology and
expertise in a highly effective,
creative manner. Ensures
outcomes reflect advanced
professional standards,
appropriate best practices, and
effective procedures so as to
maximize accomplishment of
objectives. Demonstrates
superior professional and
technical knowledge/expertise
and is generally recognized as
an authority/expert in the field.
Emphasizes and is recognized
for efforts in continuous
improvement that have proven
beneficial to the unit or
organization as a whole.
Develops practical and
effective solutions and/or
applications for complex issues
and circumstances. Identifies
and seeks professional growth
opportunities.
Exceeds
Uses resources, technology
and expertise proficiently.
Strives for and encourages
continuous improvement.
Applies established
professional standards,
practices, and procedures
to maximize
accomplishment of
objectives. Demonstrates a
comprehensive, advanced
and thorough understanding
of professional and
technical expertise ideally
required for the position.
Grasps essentials of
complex issues and
develops practical, effective
solutions and/or
applications for complex
issues and circumstances.
Takes advantage of
professional growth
opportunities.
Meets
Uses resources, technology
and expertise appropriately.
Recognizes and understands
the effect that resources and
technology have on the
organization. Appropriately
applies professional
standards, practices, and
procedures. Demonstrates
an understanding of
professional and technical
knowledge necessary for the
position. Sorts relevant from
irrelevant information. Uses
job knowledge to effectively
deal with complex issues
and make recommendations
for improvement.
Participates in professional
growth opportunities
provided.
Needs Improvement
Generally, applies resources,
technology and expertise in
a manner consistent with
the expectations of the
position. At times, does not
demonstrate or employ the
required technical
knowledge for the position.
Demonstrates an
unawareness of certain
professional standards and
practices. Applies some
standards or practices to
work products or operations
in an inappropriate or
ineffective manner. Lacks
an understanding of the
details and misses relevant
information critical to
addressing some complex
issues. Some responses to
problems or
recommendations are
impractical to implement or
have elements that are
ineffective. Responses to
problems do not take into
account or anticipate
changing conditions.
Unsatisfactory
Does not use resources,
technology or expertise in a
manner consistent with the
expectations of the position.
Does not consistently
demonstrate the
professional/technical
knowledge required or expected
of the position. Does not
consistently apply appropriate
standards, practices or
procedures. Is unable to grasp
essentials of complex issues.
Cannot determine relevant
information. Is unable to develop
practical or effective responses
for problems or to appropriately
address issues in unexpected or
changed circumstances. Does
not participate in identified
professional growth
opportunities.
M □
S □
M □
S □
M □
S □
M □
S □
M □
S □
Manager Comment:
Rating Supervisor Comment:
6. Communication Skills (Check if priority) □
Significantly Exceeds
Is articulate, professional, and
persuasive in presenting
information. Makes effective
use of accurate and convincing
support data or information.
Builds commitment through the
use of fact-based, rational
arguments. Writes effectively,
with clarity of intent and an
excellent grasp of the subject
matter. Facilitates and
conducts meetings or group
discussions which assure
varying points of view are
solicited and appropriately
considered with the goal of
reaching consensus.
Demonstrates exceptional
professionalism and actively
promotes civility in
communicating with others.
Communicates openly, with
appropriate candor. Probes for
new ideas and works to break
down communication barriers.
Exceeds
Proficiently organizes and
presents difficult facts in a
clear, concise, manner, both
orally and in writing. Highly
competent in establishing
and maintaining effective
communications with all
levels in the organization.
Manages meetings
effectively to ensure that
they have clearly stated
objectives, documented
accomplishments and
follow-up items. Works to
ensure others’
understanding of issues
through effective
information sharing.
Demonstrates civility in
communications with
others. Listens with true
interest and invites
comments.
Meets
Shares appropriate
information with internal and
external constituents in a
timely and responsible
manner. Manages meetings
effectively to achieve stated
objectives. Possesses
effective listening and
speaking skills. Uses
appropriate style and format
in writing. Presents facts,
ideas, and concepts in a way
that can be easily
understood. Shows respect
for the opinions of others
and listens without
interrupting.
Needs Improvement
Shares necessary
information with others
internally and externally,
usually on a timely basis.
Communications lack
refinement and are not
written with consideration of
the reader. Some meetings
are not planned and
managed in a way that
achieves expected results.
Does not demonstrate good
listening skills or tries to
control the conversation.
Written material is
incomplete or ineffective
because it does not include
the ideas of others or
address differing points of
view. Presents complex
ideas and facts in a way that
it is difficult for others to
understand unless they are
in the same discipline.
Unsatisfactory
Does not communicate with
clarity or attempt to improve
understanding. Does not share
appropriate information or keep
others informed. Is an ineffective
listener and/or frequently
interrupts. Does not solicit, or
include the ideas of others’
points of view. Does not comply
with standards for written
documents. Manages meetings
ineffectively, with little results or
with wasted time spent to
achieve minimal results.
M □
S □
M □
S □
M □
S □
M □
S □
M □
S □
Manager Comment:
Rating Supervisor Comment:
PART IIA: MAJOR WORK PRODUCTS AND OBJECTIVES
Part IIA creates the performance deliverable, which will be measured and scored in Part IIB at the end of the cycle. At the
beginning of the performance cycle and working collaboratively, the Manager and Rating Supervisor identify 4 to 6 major work
products or objectives, check the strategic goal each work project or objective addresses, check priority items to be emphasized
in the evaluation, and complete professional development work plan. If priorities change over the course of the year, the
Manager and Rating Supervisor should adjust deliverables accordingly.
Major Work Products or Objectives
(Evaluate what work is performed)
Check if
priority
□
1.
Check if
priority
□
2.
Check if
priority
□
3.
Check if
priority
□
4.
Check if
priority
□
5.
Check if
priority
□
6.
PART IIB: PERFORMANCE RESULTS
At the end of the performance cycle, Manager provides description of accomplishments for each of the performance items in Part
IIA in the spaces below. Manager self-evaluates and Rating Supervisor evaluates the manager’s performance for each
performance deliverable using the performance rating scale on page 1. Manager describes results obtained for professional
development initiatives. Rating Supervisor adds comments or makes any adjustments to performance accomplishments and
professional development results.
Rating Scale: Significantly Exceeds = S Exceeds = E Meets = M Needs Improvement = N Unsatisfactory = U
(Manager Completes)
Manager
Rating Supervisor
1.
S □ E □ M □ N □ U □
S □ E □ M □ N □ U □
2.
S □ E □ M □ N □ U □
S □ E □ M □ N □ U □
3.
S □ E □ M □ N □ U □
S □ E □ M □ N □ U □
4.
S □ E □ M □ N □ U □
S □ E □ M □ N □ U □
5.
S □ E □ M □ N □ U □
S □ E □ M □ N □ U □
6.
S □ E □ M □ N □ U □
S □ E □ M □ N □ U □
Professional Development Plan Results:
Rating Supervisor Comment on Results:
Manager Comment on Results:
PART III: SUMMARY OF OVERALL PERFORMANCE
At the end of the performance cycle, the Rating Supervisor summarizes in the space below the evaluation of the Manager’s
performance during the performance cycle.
Rating Supervisor Summary Evaluation:
PART IV: PERFORMANCE RATING FOR PARTS I AND II
The Rating Supervisor checks the box for the overall performance rating and provides feedback on specific recommendations
designed to improve performance. These recommendations should be carried forward and included in the planning process for
the next rating period. For evaluations of “Needs Improvement” or “Unsatisfactory”, the Rating Supervisor must complete this
section, providing recommendations to improve or correct performance and a comprehensive improvement plan, which should
be reflected in the proficiency factors, work products or objectives, and professional development plan for the next rating period.
Overall Performance Rating:
Significantly Exceeds
Standards/Expectations
□
Exceeds Standards/
Expectations
□
Meets
Standards/Expectations
□
Needs Improvement
□
Unsatisfactory
□
Recommendations for Improvement:
PART V: SIGNATURES
Upon completion, the Rating Supervisor seeks review and approval from the Reviewing Officer, signs the form and then provides
the form to the Manager. The Manager then signs the form, attesting to having reviewed and discussed the evaluation with the
Rating Supervisor, and if requested by the Manager, having been afforded the opportunity to meet with the Reviewing Officer. The
Manager’s signature does not necessarily indicate that the manager agrees with the evaluation. Manager comments are optional.
Reviewing Officer’s Signature:
Date:
Rating Supervisor’s Signature:
Date:
Manager’s Signature:
Date:
Manager Comments:
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Management Performance Evaluation Form PENNSYLVANIA STATE SYSTEM OF HIGHER EDUCATION (PASSHE)

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