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PERFORMANCE MANAGEMENT PROCESS

PMP FORM BOWIE STATE UNIVERSITY

EMPLOYEE NAME ID # PERIOD COVERED DATE OF REVIEW

JOB TITLE DIV./DEPT. SECTION/UNIT SUPERVISOR

INSTRUCTIONS FOR COMPLETING PMP FORM:

Beginning of Review Period

1. Complete identification information above.

2. Identify major performance areas applicable for employee (Section 1). Sign and date form after discussing factors/objectives.

3. Review the performance factors with each employee.

4. (Optional) Write operational objectives and standards (Section 4).

5. Employee and supervisor retain copy of PMP form.

During Review Period

1. Update performance factors and operational objectives as necessary, and use form as basis for discussing performance and

providing feedback and coaching.

End of Review Period

1. Evaluate performance on key performance factors and operational objectives (if applicable), and document performance under

“Comments” or “Results.” Consider performance during entire period. Offer suggestions for areas needing improvement in the

comments section where appropriate.

2. Evaluate overall performance (Section 5) by reviewing the individual factors that were rated and note any overall comments on

performance.

3. Discuss evaluation with next level supervisor or department designee.

4. Conduct performance review discussion and complete development plans (Section 6).

5. (Optional) Employee may add his/her comments (Section 7).

6. Sign and date form (Section 8).

7. Forward original signed form to Office of Human Resources Management

RATING SCALE:

OUTSTANDING:

ABOVE STANDARDS:

MEETS STANDARDS:

BELOW STANDARDS:

UNSATISFACTORY:

Performance consistently above standards and far exceeds normal expectations; exceptional achievement and

contribution to institution.

Performance above standards in many important aspects and exceeds normal expectations

Performance meets standards in all important aspects.

Performance below standards in some important aspects, but meets standards in other respects; improvement

needed.

Performance below standards in critical aspects; improvement required.

SECTION 1: MAJOR PERFORMANCE AREAS

Check major performance areas applicable for employee:

Individual Performance Factors (Section 2)

Manager/Supervisor Performance Factors (Section 3 – used only if employee is responsible for

supervising others)

Operational Objectives (Section 4 – optional)

Signatures below indicate performance factors and objectives have been identified and discussed with employee:

Employee: Date: ________________________________

Supervisor: Date: ________________________________

SECTION 2: INDIVIDUAL PERFORMANCE FACTORS

Impt.

Wgt.:

High

Med

Low

RATING SCALE

BASIC WORK FACTORS

OUT-

STAND-

ING

ABOVE

STAND-

ARDS

MEETS

STAND-

ARDS

BELOW

STAND-

ARDS

UNSAT-

ISFAC-

TORY

QUALITY OF WORK: Completing work thoroughly, accurately, neatly and

according to specifications; producing output with minimal errors

QUANTITY OF WORK: Consistently producing a high volume of acceptable work;

producing services or output quickly and efficiently

TIMELINESS: Completing tasks and assignments by scheduled time; allocating

time to various tasks and assignments in accordance with priorities; informing

supervisor when schedule problems occur

USE OF RESOURCES: Making good use of resources, and not wasting time or

material; looking for ways to reduce costs; staying within budgets allocated

ATTENDANCE AND PUNCTUALITY: Coming to work regularly without

excessive absences; maintaining assigned work schedules

COMMENTS:

COM

COMMUNICATIONS

OUT-

STAND-

ING

ABOVE

STAND-

ARDS

MEETS

STAND-

ARDS

BELOW

STAND-

ARDS

UNSAT-

ISFAC-

TORY

ORAL COMMUNICATIONS: Speaking clearly, concisely, and using words easily

understood; exchanging ideas with others; making oral presentations at meetings;

listening to understand meaning of oral material

WRITTEN COMMUNICATIONS: Writing reports, memos, letters, etc. using

appropriate style format, spelling, and grammar; writing in a clear, concise manner

COMMENTS:

Impt.

Wgt.:

High

Med

Low

RATING SCALE

INTERACTING WITH OTHERS

OUT-

STAND-

ING

ABOVE

STAND-

ARDS

MEETS

STAND-

ARDS

BELOW

STAND-

ARDS

UNSAT-

ISFAC-

TORY

COOPERATION AND TEAMWORK: Putting the group’s success ahead of

personal goals; sharing information and resources with others; giving timely

response to request made by others; promoting teamwork

INTERPERSONAL RELATIONSHIPS: Showing sensitivity to and concern for the

interests and needs of others; working to reduce conflict and establishing smooth

work relationships; negotiating with others

CUSTOMER SERVICE: Understanding the needs of internal and external

customers; making special effort to be responsive in meeting their needs and in

building customer satisfaction.

PUBLIC RELATIONS: Representing the University in a positive way to members of

the university community and external groups

COMMENTS:

CONCEPTUAL SKILLS

OUT-

STAND-

ING

ABOVE

STAND-

ARDS

MEETS

STAND-

ARDS

BELOW

STAND-

ARDS

UNSAT-

ISFAC-

TORY

PLANNING: Developing strategies and work plans for accomplishing goals;

organizing tasks in a logical sequence and identifying resources required

PROBLEM SOLVING: Identifying problems and analyzing causes; taking or

recommending actions after evaluating alternative solutions; following up to ensure

problems are actually corrected.

CREATIVITY: Discovering and implementing new and improved ways of doing

things breaking out of the “status quo” to find better ways to accomplish goals

COMMENTS:

JOB SKILLS

OUT-

STAND-

ING

ABOVE

STAND-

ARDS

MEETS

STAND-

ARDS

BELOW

STAND-

ARDS

UNSAT-

ISFAC-

TORY

JOB KNOWLEDGE: Understanding job procedures, policies and responsibilities;

keeping up-to-date technically; acting as a resource person on whom others rely for

assistance

HANDLING CHALLENGES: Maintaining high performance under conditions of

pressure or uncertainty; dealing with varying workload requirements; remaining

composed when decisions have to be made quickly.

INITIATIVE: Anticipating problems and voluntarily taking appropriate actions;

assuming responsibility for work without being told; seeking out or willingly

accepting tough assignments

ADMINISTRATION: Keeping accurate records and documenting actions;

processing paperwork; organizing information for follow-up and retrieval later

COMMENTS:

OTHER FACTORS (OPTIONAL)

OUT-

STAND-

ING

ABOVE

STAND-

ARDS

MEETS

STAND-

ARDS

BELOW

STAND-

ARDS

UNSAT-

ISFAC-

TORY

COMMENTS

SECTION 3: MANAGER/SUPERVISOR PERFORMANCE FACTORS

Note: Complete this Section only if employee is responsible for supervising others

Impt.

Wgt.:

High

Med

Low

RATING SCALE

PLANNING AND ORGANIZING

OUT-

STAND-

ING

ABOVE

STAND-

ARDS

MEETS

STAND-

ARDS

BELOW

STAND-

ARDS

UNSAT-

ISFAC-

TORY

SETTING OBJECTIVES: Establishing appropriate objectives and priorities for the

unit based on strategic goals of the University; communicating objectives and

priorities to others; updating objectives as needed.

BUDGETING: Developing budgets for the unit based on strategic goals to be

accomplished; monitoring status during year; recommending changes to budget

when appropriate.

COORDINATION/INTEGRATION: Interacting with others to achieve common

goals; facilitating the flow of information among individuals and groups; seeking

support from other functions when appropriate.

MONITORING GROUP RESULTS: Tracking performance to ensure the unit is

meeting its objectives; initiating timely action when required by internal or external

change

COMMENTS:

MANAGING/SUPERVISING EMPLOYEES

OUT-

STAND-

ING

ABOVE

STAND-

ARDS

MEETS

STAND-

ARDS

BELOW

STAND-

ARDS

UNSAT-

ISFAC-

TORY

STAFFING: Planning and staffing the unit with the appropriate number and skills

mix of employees; selecting highly qualified persons for the unit; using staff

creatively to solve staffing shortages

DEFINING EXPECTATIONS: Reaching agreement with employees on

their objectives, priorities and measures; ensuring objectives and work plans are

updated when required

FEEDBACK AND COACHING: Providing employees with frequent performance

feedback and coaching; providing recognition for areas of high or improved

performance; working with people to correct performance problems

PERFORMANCE REVIEWS: Evaluating performance and conducting

performance review discussions; conducting interim review discussions when

appropriate

HUMAN RESOURCES DEVELOPMENT: Supporting employees in increasing

their capabilities to contribute more on their present jobs and to prepare them for

future jobs; identifying training needs and suggesting training programs

LEADERSHIP AND MOTIVATION: Creating a productive, creative environment

where people strive for quality of service; fostering a commitment for achieving

University goals; setting an example for others to follow.

COMMUNICATION LINK: Acting as a communications link between employees

and higher management; keeping people in unit informed about things important to

them

COMMENTS:

OTHER FACTORS (OPTIONAL)

OUT-

STAND-

ING

ABOVE

STAND-

ARDS

MEETS

STAND-

ARDS

BELOW

STAND-

ARDS

UNSAT-

ISFAC-

TORY

COMMENTS:

SECTION 4: OPERATIONAL OBJECTIVES (OPTIONAL)

Employee name:

OBJECTIVES/STANDARDS RESULTS

Impt.

Wgt.:

High

Med

Low

OUT-

STAND-

ING-

ABOVE

STAND-

ARDS

MEETS

STAND

-ARDS

BELOW

STAND-

ARDS

UNSAT-

ISFAC-

TORY

SECTION 5: SUMMARY OF OVERALL PERFORMANCE

OVERALL PERFORMANCE RATING

Review the individual rated factors and determine an

overall rating.

OUT-

STANDING

ABOVE

STAND-

ARDS

MEETS

STAND-

ARDS

BELOW

STAND-

ARDS

UNSAT-

ISFAC -

TORY

Overall Comments:

SECTION 6: EMPLOYEE PERFORMANCE DEVELOPMENT PLANS

SPECIFIC PLANS FOR DEVELOPMENT

TIMING

SECTION 7: EMPLOYEE COMMENTS

Employee Comments (optional)

SECTION 8: SIGNATURES

Supervisor: ________________________________________ ____________________________________ __________________

(Signature) (Title) Date

Next Level Supervisor _______________________________ ____________________________________ __________________

or Dept. Designee: (Signature) (Title) Date

Employee: _________________________________________ ____________________________________ __________________

(Signature)* (Title) Date

*Signature acknowledges that the performance review has been discussed with me.

PMP RATINGS WORKSHEET Employee

Individual Performance Factors Mgr./Sup. Performance Factors

Factor Wgt

Rating Wgt x Rating Factor Wgt

Rating Wgt x Rating

Quality of work Setting objectives

Quantity of work Budgeting

Timeliness Org. & wk. allocation

Use of resources Coordi./Integ.

Attend. & punct. Monitor. grp. results

Oral comm.. Staffing

Written comm. Def. expectations

Coop. & teamwk. Feedbk. & coach.

Inter. relat. Perf. reviews

Customer service Hum. res. devel.

Public relations Leader. & motiva.

Planning Comm. link

Problem solving Other

Creativity Other

Job knowledge

Handling challenges

Sub-Total

Initiative

Administration

Other

Overall “Score”

Sub-Total Wgt

Wgt x Rating

Ind. Perf. Fact.

Mgr./Sup. Perf. Fact.

Op. Objectives

Total (A) (B)

Operational Objectives

Overall “score” = (B) / (A) =

Objective Wgt

Rating Wgt x Rating

Overall Performance Rating

III

Outstand- Above Meets Below Unsatis -

ing Standards Standards Standards factory

Sub-Total

4.5 3.5 2.5 1.5

CLICK HERE FOR FINAL CALCULATION

PMP RATINGS WORKSHEET

Instructions:

1. If the operational objectives were established for the employee, note short descriptive titles on the form.

Do the same if additional (non-standard) performance factors were established.

2. Record the importance weights for all relevant objectives and factors. Use numbers instead of letters:

3 = High

2 = Medium

1 = Low

3. Record the ratings for all relevant objectives and factors. Use these number for the corresponding

performance levels:

5 = Outstanding

4 = Above Standards

3 = Meets Standards

2 = Below Standards

1 = Unsatisfactory

4. Complete the “Wgt x Rating” column by multiplying the weighting times the rating for each relevant item.

5. For each relevant major performance area, add the numbers in the “Wgt” columns and enter the totals in the

boxes at the bottom. Do the same for the “Wgt x Rating” columns. Transfer the sub-totals to the Overall

Score section of the form.

6. Total the weights (Box A) and the Wgt x Rating (Box B). Calculate the overall score by dividing (B) by

(A). This number has a possible range of 1.0 to 5.0.

7. Check the appropriate box for the overall performance rating. Check the box on the PMP form itself.

**See Sample Form in the PMP Manager’s Guide**

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