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Alabama A&M University Non Academic Administrative-Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 1 of 8
PERFORMANCE APPRAISAL
NON-ACADEMIC ADMINISTRATIVE -
SUPERVISORY
Name:
Job Title:
Date of Evaluation:
Department/School:
AAMU Hire Date:
Time in Current
Position (years/months):
Unit:
Type of Evaluation:
Annual:
Other:
Rating Period:
From:____________
To:______________
Supervisor:
Years/months with Supervisor:
Office of Human Resources
Alabama A&M University
Normal, AL 35762
Revised April 2011
Alabama A&M University Non Academic Administrative – Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 2 of 12
PERFORMANCE APPRAISAL: NON-ACADEMC ADMINISTRATIVE -
SUPERVISORY
GENERAL INFORMATION
To support a culture of personal and professional growth, the performance of each staff employee of the University,
whether full-time or part-time, will be evaluated each year. Performance evaluations are part of the University’s
goals of enhancing academic excellence and building a culture that values leadership and employee development.
PURPOSE
The purpose of Administrative-Supervisory Performance Appraisals is to inform employees of the quality of their
work, to identify those areas needing improvement, set specific objectives for employee, and provide an opportunity
to discuss career goals and the support needed to meet those goals. Performance appraisals also assist Vice
Presidents and Directors in evaluating their work force, identifying employee potential, and establishing priorities
for training, education, and reward.
Article I. ADMINISTRATIVE INSTRUCTIONS
Each employee will be evaluated by the supervisor to whom the employee reports. In cases of multiple supervisors,
the evaluation may be made by the supervisor who oversees the majority of the work or the department head may
require separate and independent evaluations by each supervisor.
As part of the performance evaluation, the supervisor and employee will review the Position Description or
equivalent document that includes a list of essential functions and physical requirements of the position as well as
notation of the employee’s Fair Labor Standard Act (FSLA) status. If no position description exists for a position,
then contact the Office of Human Resources to receive assistance in preparing one. If the existing position
description requires modification, then the employee and supervisor will draft and discuss proposed updates as
needed. The signed and dated original or proposed revised Position Description must be sent to the Office of Human
Resources for approval and final modification.
THE PERFORMANCE EVALUATION MEETING
The performance evaluation meeting will be held between the supervisor and employee as part of the evaluation
procedure to ensure that the employee understands his or her duties, the performance standards and objectives
established, and the areas requiring improvement. It is a time to share each person’s evaluation of the employee’s
work over the past year and to discuss differences. It is also time to set goals for the next evaluation year or period.
The employee and supervisor will each sign the evaluation form to indicate that a discussion of the document
occurred. In addition, the employee will be given the opportunity to respond in writing to the oral and written
evaluation.
A copy of the evaluation is given to the employee and the original shall be forwarded to the Office of Human
Resources to be kept in the employee's official personnel file.
FOR MORE INFORMATION
For additional information regarding the evaluation process, please contact the Office of Human Resources
Note: This evaluation tool has been revised. Therefore, please read each section carefully.
Alabama A&M University Non Academic Administrative – Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 3 of 12
RATING GUIDE
Use the following guide when completing your ratings for the Employee Job Performance Factor and Summary
Rating of Employee Performance. You are encouraged to document your ratings with comments and supporting
examples. Comments are required for ratings: Requires Improvement and Unsatisfactory Performance.
Job Performance Factors Weight Performance Factor Weight
[1] Job Knowledge 05 [7] Directing/Appraising 05
[2] Quality of Work 10 [8] Communication 05
[31 Productivity 15 [9] Problem Solving/Decision Making 10
[4] Accepts Responsibility 05 [10] Work Commitment 10
[5] Public/Client Contacts 10 [11] Planning/Organizing 10
[6) Co-Workers Contacts 05 [12] Leadership 10
RATINGS:
[5] Outstanding Performance
[4] Exceeds Standards/Expectations
[3] Proficient Performance
[2] Requires Improvement
[1] Unsatisfactory Performance
[1] Unsatisfactory Performance (Less than 250 Points)
Rarely meets expectations for goals, objectives and job performance factors. Performance at this level is
clearly unacceptable and cannot continue. A specific plan for bringing performance to an acceptable level
should be clearly outlined in the Employee Development Plan. Immediate improvement is needed. Major
shortcomings in performance. Will require reassignment or separation if plans for progress are
unsuccessful.
[2] Requires Improvement (Between 251-350 Points)
Partially meets expectations for goals/objectives and job performance factors. Performance at this level is at
low expectations and should not be considered acceptable. Although several aspects of performance may
meet expectations, the work in general is below the level expected of a proficient employee. Employees
rated at this level are expected to improve to "Proficient Performance" in a relatively short period.
Improvement needed in some key job areas. Considerable guidance and supervision are required. Not all
planned objectives were completed within the established standards, and some position responsibilities
were not completely met.
[3] Proficient Performance (Between 351-400 Points)
Meets expectations for goals/objectives and job performance factors. Performance at this level is
satisfactory. May exceed expectations in some areas and require improvement in others, but on balance, the
work meet expectations, All position responsibilities were met and planned objectives were accomplished
within the established standard. There were no critical areas where accomplishments were less than
planned.
[4] Exceeds Standards/Expectations (Between 401-450 Points)
Consistently meets and frequently exceeds expectations for goals/objectives and job performance factors.
Good working relationships with subordinates, peers, and a superior is noted. Demonstrates extra effort and
above average ability.
[5] Outstanding Performance (More than 450 Points)
Consistently exceed expectations for goals/objectives and job performance factors. Performance at this
level is clearly unique and rarely attained. All position requirements were exceeded. All planned objectives
were achieved above the established standards, and accomplishments were made in unexpected areas as
well.
Alabama A&M University Non Academic Administrative – Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 4 of 12
EMPLOYEE MAJOR JOB RESPONSIBILITIES
Identify the employee's major job responsibilities as it relates to the job description, University’s
Quality Enhancement Plan (QEP), NCAA Policies and Procedures and Compliance Issues, other
complaince matters and the duties associated with them. Employee involvement in this process is
encouraged. At a minimum, you should discuss job responsibilities with the employee and explain
how they relate to the job performance factors in the next section. Additions or changes made in job
responsibilities during the appraisal period should also be discussed and recorded as they occur.
(Additional sheets may be attached)
Major Job Responsibilities:
EMPLOYEE JOB PERFORMANCE FACTORS
Using the rating scale below, read each job performance factor and reflect on the employee’s job
performance. Select the rating that you believe best matches the employee’s actual performance. An
explanation of each rating is on page 3.
[5] Outstanding Performance
[4] Exceeds Standards/Expectations
[3] Proficient Performance
[2] Requires Improvement
[1] Unsatisfactory Performance
You are encouraged to provide comments or supporting examples to document your ratings.
Supervisor comments are required for ratings: Requires Improvement and Unsatisfactory
Performance. Additional sheets may be attached for comments/support examples.
[1] JOB KNOWLEDGE Weight (05) Rating:
Demonstrates technical knowledge of job procedures, equipment and materials sufficient for proficient
performance. Understands and effectively applies laws, rules, regulations, policies and procedures.
Seeks out opportunities to keep knowledge and skills up-to-date.
Comments/Supporting Examples:
Alabama A&M University Non Academic Administrative – Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 5 of 12
[2] QUALITY OF WORK Weight (10) Rating:
Work output is complete, accurate and timely. Work quality positively impacts interactions with the
public, clients, other departments and outside agencies. Work quality results in a minimum expenditure
of time or resources to correct errors or re-do work Meets specified standards for quality. Provide
quality service to students, colleagues and the public.
Comments/Supporting Examples:
[3] PRODUCTIVITY Weight (15) Rating:
Produces an appropriate level of work. Completes assignments within specified time limits. Adjusts to
unexpected changes in work demands to meet timetables. Uses available resources effectively to
achieve goals. Maintain high level of constructive activity.
Comments/Supporting Examples:
[4] ACCEPTS RESPONSIBILITY Weight (5) Rating:
Demonstrates consistent, reliable work effort. Requires minimal supervision. Maintains positive work
attitude. Assists others or takes on added responsibilities when time permits. Willingly accepts all
assignments. Demonstrates creativity and ingenuity in developing and improving work methods/results.
Comments/Supporting Examples:
[5] PUBLIC/CLIENT CONTACTS Weight (10) Rating:
Projects a positive, professional attitude. Demonstrates patience, consideration, and respect for others.
Views people objectively and avoids biases. Demonstrates ability to work effectively with external
groups, other departments and individuals.
Comments/Supporting Examples:
[6] CO-WORKER CONTACTS Weight (05) Rating:
Projects a positive work attitude. Works effectively as a member of a team. Develops cooperative
working relationships with peers and supervisors. Demonstrates respect and understanding in co-
workers contacts. Assists co-workers or acts as a resource. Works effectively with individuals of
diverse styles, abilities, backgrounds and motivations.
Comments/Supporting Examples:
Alabama A&M University Non Academic Administrative – Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 6 of 12
[7] DIRECTING/APPRAISING Weight (05) Rating:
Effectively delegates work to staff while maintaining control and accountability. Establishes
performance standards and ensures they are met. Effectively directs the fiscal and human resources
under his or her control. Facilitates professional growth. Provides staff with resources and assistance
needed to obtain objectives. Conducts timely, effective performance appraisals. Develops and monitors
individual employee development plans. Disciplines and rewards employees promptly and consistently.
Comments/Supporting Examples:
[8] COMMUNICATION Weight (10) Rating:
Demonstrates good listening skills. Communicates ideas clearly both orally and in writing. Presents
information objectively in clear, concise, logical manner. Demonstrates knowledge of effective
communication techniques in achieving objectives.
Comments/Supporting Examples:
[9] PROBLEM SOLVING/
DECISION MAKING Weight (10) Rating:
Identifies problems and their underlying causes. Gathers, develops and analyzes data. Develops
alternative solutions and identifies their consequences and impacts. Makes timely, logical decisions
based on available information and reasonable assumptions. Functions effectively in stressful or
emergency situations. Demonstrates acceptable ethical standards in making decisions. Makes decisions
within scope of agency policies and procedures.
Comments/Supporting Examples:
[10] WORK COMMITMENT Weight (10) Rating:
Willingly accepts all aspects of job. Demonstrates initiative, enthusiasm, dedication and
conscientiousness in carrying out job responsibilities. Adapts to changes in procedures, priorities, or
work demands. Systematical1y pursues personal and professional growth.
Comments/Supporting Examples:
Alabama A&M University Non Academic Administrative – Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 7 of 12
[11] PLANNING/ORGANIZING Weight (10) Rating:
Demonstrates ability to plan and organize work to meet objectives. Effectively establishes and manages
work priorities. Anticipates and effectively deals with problems. Efficiently allocates time and utilizes
resources. Effectively handles multiple assignments. Plans consistently on a long and short term basis.
Comments/Supporting Examples:
[12] LEADERSHIP Weight (10) Rating:
Ability to motivate, direct, and coordinate staff and gain their support, cooperation and commitment.
Takes charge and initiates action. Develops positive work atmosphere that promotes staff participation
and fosters teamwork. Adapts leadership style to situation. Resolves conflicts. Accepts accountability
for group performance, identifies and resolves issues and problem areas. Establishes and monitors
department standards/policies. Provides staff with information and ensures understanding of the
University’s Quality Enhancement Plan (QEP), goals/decisions, and culture. If applicable, also
provides staff with informaiton and ensures understanding regarding NCAA Policies and Procedures
and Compliance Issues.
Comments/Supporting Examples:
EVALUATION POINTS:
(Rating x Weight = Points)
Review the Ratings on page 3 for an explanation of the evaluation points. If the evaluation points
are below 350, please provide a development plan to address the areas of concern. Attach
additional sheet(s) if needed.
Alabama A&M University Non Academic Administrative – Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 8 of 12
EMPLOYEE WORK RULES
Rate the following work rules for the employee. If it requires improvement or unsatisfactory, please
provide a developmental plan and comments to explain the rating.
Ratings:
(3) Satisfactory (2) Requires improvement (1) Unsatisfactory
Rules Ratings
Observance of Work Hours
Is punctual for work, meetings, and appointments.
Attendance
Attendance and punctuality are consistent. Being prudent in
use of leave and adhering to leave policies. When absent
from work, informs supervisor and ensures work assignments
are completed. Attends Faculty/Staff conferences, committee
meetings as appropriate, University-sponsored programs
(Founders’ Day, Convocation, Graduation, etc.) and other
University functions.
Safety Practices
Professional Appearance
As a representative of the school, presents a businesslike
appearance and demeanor which would instill confidence in
others. Demonstrates restraint and self-control in difficult
situations.
Integrity
Complies with the Unit’s, University’s and NCAA Policies
and Procedures and compliance policies and guidelines.
Supervisor expectations and comments:
Alabama A&M University Non Academic Administrative – Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 9 of 12
SPECIAL GOALS AND OBJECTIVES FOR APPRAISAL PERIOD
At the beginning of the appraisal period, list any significant goals or objectives for which
the employee will be responsible during the appraisal period and discuss them with the
employee. These could be either individual or unit goals/objectives. Employee
involvement in establishing goals and objectives is encouraged. If additions or changes are
made during the appraisal period, the immediate supervisor to whom the employee reports
should discuss them with the employee and record them below. (Use additional sheets if
necessary.)
At the end of the appraisal period, both the employee and supervisor should comment or
provide examples of the employee’s performance related to the employee's job
performance factors rated herein during the appraisal period.
Special Goals and Objectives: (Complete at the beginning of appraisal period)
Employee Comments and Examples: (Complete at beginning of appraisal period.)
Supervisor Comments and Examples: (Complete at beginning of appraisal period.)
Alabama A&M University Non Academic Administrative – Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 10 of 12
PROFESSIONAL DEVELOPMENT PLAN
To be completed by the employee at the beginning of the appraisal period. Employer input is
optional, at the discretion of the employee. Identify any knowledge, skills or abilities you would
like to develop during this appraisal period. These could be areas you would like to either build
on or improve. Identify ways you might achieve this development related to the unit and/or
departmental goals, as well as the University goals.
Identify any short-term or long-term career goals you would to pursue, and explain what steps
might be taken to help you achieve these goals. Well written goals are SMART: Specific,
Measurable, Achievable, Results Oriented, and Time Bound. Additional sheets may be attached.
Completion Date
Completion Date
Completion Date
Completion Date
Alabama A&M University Non Academic Administrative – Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 11 of 12
To be completed by Supervisor at the beginning of the Appraisal Period:
Based on your knowledge of employee strengths and needs, as well as employee career goals
previously listed, identify skills or abilities that should be targeted for development during this
appraisal period. Additional sheets may be attached.
Target Date
Target Date
Target Date
Target Date
Alabama A&M University Non Academic Administrative – Supervisory Performance Evaluation
Office of Human Resources Rev. June 2015
Page 12 of 12
Summary Report
Employee Name_________________________________Department ____________________
Summary Rating of Employee Performance
[ ] Unsatisfactory Performance [ ] Requires Improvement
[ ] Proficient Performance [ ] Exceeds Standards/Expectations
[ ] Outstanding Performance
Supervisor Comments (additional sheets may be attached):
Employee recommended for Merit Increase [ ] Yes [ ] No
This report represents my true and complete appraisal of this employee during this appraisal period.
Supervisor (print name/title)
Supervisor's Signature: _____________________________________ Date: _______________
To Be Completed By Employee
I have reviewed my performance appraisal and had an opportunity to discuss it with my
supervisor. My signature below does not necessarily indicate that I agree with all aspects of my
performance appraisal. I understand that I may comment on the appraisal in the space below, or
submit additional comments within the next five working days.
Comments (additional sheets may be attached):
Employee Signature ___________________________________________ Date ____________
Note: Return the completed performance appraisal form to the Office of Human Resources. Provide the
employee with a copy and maintain a copy in your department as supporting documentation. After completing
the performance appraisal, the supervisor should schedule a meeting with the employee to start the appraisal
process for the next appraisal period.
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