Annual Performance Evaluations – Performance Management Tool

CCWRC Performance Management Tool Overview Version 2.0

Performance Management System Overview:

The following overview explains the CCWRC Annual Performance Management Review System. This document will aid supervisors and employees in their understanding and implementation of the system overall and the specific forms that are part of the system.

The positions in the CCWRC are now organized according to Job Families. These job families are categorizes that group positions with similar performance expectations together. Examining the job descriptions of each position, and conducting interviews with or surveying members of the organization established performance similarities utilized to categorize each position. These categorizes enable a balance of customization of the management system for the different positions while still enabling the system to be standardized across the center. See Appendix A, B, and C for Job Family breakdowns.

Individual performance will be evaluated by according to specific Competencies assigned to each job family. These competencies may differ slightly in their assessment of specific positions within one general job family. Competencies describe job essential groups of behaviors that indicate different levels of effective performance in a given position. The examination of job descriptions, surveys of members of CCWRC, and interviews of members of CCWRC led to the development of the competency lists for each job family. See Appendix A, B, and C for Competency definitions by Job Family.

Performance Management Tool:

The Behavioral Examples Forms (BEF)

The BEF is the official worksheet for supervisors to use when they complete an annual review of an individual’s performance. There are worksheets for each job family and some worksheets within the job family only apply to certain positions. The BEF is organized by the competencies required of the individual’s position within each job family. Each competency page has behavioral performance examples required by for the position being evaluated. The supervisor must examine each behavioral example and categorize the individual’s performance on that example as ineffective, effective, or highly effective for the entire rating period.

These categories of performance are defined as:

  1. Ineffective – Does not meet the performance requirements of the job
  2. Effective – Meets the performance requirements of the job
  3. Highly Effective – Goes above the expectations of the job

The ratings of behavioral examples are designed to come from objective observations. Though some examples are more subjective by nature, the supervisor must base his/her evaluations on the actual performance of the individual as much as possible. Supervisors should base their evaluation of an individual’s performance on any notes that detail the individual’s performance, products of the individual’s work, and prior work experience with the individual. It is appropriate to consider structured comments from co-workers that can contribute job-relevant input about the individual’s work performance.

When a supervisor goes through one of the sheets on the form, he/she should generally evaluate the individual’s performance and put it into the category of ineffective, effective, or highly effective performance. The supervisor should describe his/her thought process in the comments section on the bottom of the sheet. Once the supervisor rates the individual on all the behavioral examples on the sheet, he/she needs to assign an overall rating of performance on the competency with a number from 1-7. One indicates ineffective performance and 7 represents highly effective performance.

The Performance Management Summary Form (PMSF)

After the supervisor uses the BEF to evaluate the individual’s performance for the review, the supervisor will use the PMSF to summarize their performance feedback. The form captures all the administrative information about the individual whose performance is being evaluated. The supervisor will then transpose their overall rating of the individual on each competency into the appropriate space. The supervisor then captures three to five comments about individual strengths the person demonstrated over the past year and three to five areas in need of improvement in the appropriate spaces of the PMSF. The individual being evaluated gets the opportunity to make additional comments on the PMSF and then the supervisor and individual both sign the document to acknowledge the annual review took place and that a feedback session on the evaluation took place.

CCWRC Performance Management Procedures for CCWRC Full and Part-time Employees

  • Responsibilities of the Rater:
    • The rater of any person at the CCWRC should be the person most familiar with day-to-day performance of the person being rated.
    • The rater should be the person primarily responsible for assigning tasks to the person being rated.
    • The performance management system involves the following:
  • Goal-Setting Meeting: Within the first 30 days of a new hire joining the CCRWC, the new hire’s rater must conduct an initial face-to-face discussion to establish an initial set of goals for the ratee. These goals will be mutually discussed and developed to help the ratee understand the  work priorities for the next rating period.
    • Use the CCWRC Goal Sheet (Page 1) to document the goals and keep them on file. The rater will file a copy of the agreed upon goals for their records and provide a copy to the ratee for their records. (See Appendix A)
    • The initial face-to-face meeting should incorporate a discussion of the job descriptions and both the rater and ratee should develop a mutual understanding of what the ratee will accomplish in the position during the following evaluation period.
    • After the first goal setting meeting, the procedures for establishing goals for the next rating period will take place during the ratee’s annual performance management evaluation meeting.
  • Performance Progress Review: During the course of the evaluation period, the rater will utilize Page 2 of the CCWRC PMT Goal Sheet to document key points of note that capture important examples of the ratee’s performance and progress towards goal accomplishment.
    • The documentation of performance throughout the rating period is key to successfully providing feedback and providing sufficient examples to support performance ratings during the six-month review and at the end of the evaluation period.
  • Formal Performance Review: At the six-month point of the ratee’s evaluation period, the rater and the ratee will have a face-to-face meeting to review the ratee’s performance to date. At a minimum, the rater will review the initial goal sheet with the ratee and document their observations of the ratee’s performance to date. The purpose of this meeting is to give the ratee formal feedback, review and adjust goals if necessary, and ensure there is a mutual understanding of the rater’s perceptions of the ratee’s performance over the six-month period. Any disagreements should be discussed and documented on Page 3 of the CCWRC PMT Goal Sheet.
    • During a new hire’s first evaluation period, they will receive a complete informal evaluation of their performance using the goal sheets previously described and an initial informal evaluation using the appropriate Performance Management Tool (PMT) for their position. The more thorough review of performance at the six-month point is only required during the inaugural evaluation period at the CCWRC. See below for a full description of the PMT procedures for employees that are not new hires.
  • The Annual Performance Evaluation: As previously stated, the performance evaluations for CCWRC members will take place annually, based on a person’s date of hire. Raters, however, can reschedule an evaluation one month earlier or later to avoid too many overlapping evaluations being due at the same time. A rater must first obtain approval from their supervisor before altering the timing of performance evaluations.
    • In preparation for receiving their annual review, the ratee will prepare a personal evaluation/summary of their performance accomplishments over the past year using Page 4 of the CCRWC PMT Goal Setting Form to the rater. The rater will consider the ratee’s submission as they fill out the individual’s annual review.
    • Three weeks prior to the annual review meeting, the rater will request feedback on the ratee’s performance from the approved 360 degree feedback list. The rater will request that all people on the feedback list utilize the 360 Degree Feedback Form to submit their comments.
    • The rater will provide a DRAFT copy of the PMT Form to the ratee 24 to 48 hours before their face-to-face meeting. This will give both parties the opportunity to review the form before the formal meeting.
      • Reminder: This is a developmental process. The goal is to help others to improve. If either party has concerns with the feedback, they must discuss it during the PMT face-to-face meeting.
    • During the face-to-face meeting, the rater will review the key points of the PMT Form with the ratee and  provide her/him the opportunity to ask questions. The ratee can request 24 to 48 hours to make a statement on the last page of the PMT Form before signing the form.
    • After the PMT Tool and Summary Form have been reviewed by both parties, the rater will provide the ratee with a copy for their records and will also file a copy of the completed form with the CCWRC.
    • After the review of the PMT Form, the rater and the ratee will complete Page 1 of the CCRWC PMT Goal Setting Form for the next years evaluation period.
      • Note: It is important that this document is completed at this time to ensure key points discussed during the review of the PMT Form are incorporated into the next evaluation period goals.
  • If the rater is leaving the CCWRC, an evaluation should be provided prior to the rater’s departure whenever possible, pending 90 or more days have transpired since the last evaluation.
    • If it is not possible for the rater to evaluate the ratee before their departure, the incoming rater will conduct the performance evaluation on the schedule planned by the previous rater.
    • For example, if a ratee was not evaluated prior to their previous rater’s departure, the ratee would be due to receive an evaluation in six months. The evaluation would occur as planned with the new rater using the notes from the previous rater, the 360 feedback, and the individual’s self-evaluation to provide as thorough feedback as possible.
  • Responsibilities of the Ratee:
    • From the ratee’s perspective the use of the performance management system will take place on the following basis:
  • Goal-Setting Meeting: Within the first 30 days of a new hire joining the CCRWC the new hire should expect an initial face-to-face discussion with their rater to establish an initial set of goals for the next year at the CCWRC. These goals will be a mutually discussed and developed set of goals that help the ratee understand their priorities of work for the next rating period. The ratee should be thinking about their goals based on their job description and personal goals.
    • The ratee should review the CCWRC Goal Sheet Page 1 and be prepared to discuss goals with their rater during the goal setting meeting . The ratee should ask for a copy of the the agreed upon goals for their records after the meeting.
    • If the initial face-to-face meeting does not include a discussion of the job descriptions and the ratee should ask the rater about the job description. It is critical that the ratee has a full understanding of their specific position after the goal setting meeting.
    • After the first rating period, the ratee should expect the goal setting discussion to occur during their formal annual performance review.
  • Performance Progress Review: During the course of the evaluation period, the ratee should maintain a list of notes that document their many accomplishments over the course of the rating period. This will make it much easier to fill out the Personal Evaluation Form on Page 4 of the CCWRC PMT Support Forms.
  • Formal Performance Review: At the six-month point of the ratee’s evaluation period, the rater and the ratee will have a face-to-face meeting to review the ratee’s performance to date. At a minimum, the ratee should be prepared to discuss their progress toward the accomplishment of their initial goals. The ratee should also be prepared to discuss any questions about the expectations of their rater if they need additional clarity.  If there are specific points of discussion the ratee would like documented, the ratee should ask the rater to capture them on Page 3 of the CCWRC PMT Support Forms.
  • The Annual Performance Evaluation:  In preparation for receiving their annual review, the ratee will prepare a personal evaluation/summary of their performance accomplishments over the past year using page 4 of the CCRWC PMT Support Forms. The submission of this form is the ratee’s opportunity to ensure their supervisor is aware of all their major accomplishments over the past year. This form is due to the rater no later than two-weeks prior to their annual performance review with their rater.
    • The ratee can also identify specific CCWRC Staff they feel can provide insight into their performance over the past year. The rater will provide a DRAFT copy of the PMT Form to the ratee 24 to 48 hours before their face-to-face meeting. This will give both parties the opportunity to review the form before their formal meeting.
      • Reminder: This is a developmental process. The goal is to help others to improve. If either party has an issue with the form, they must discuss it during the PMT face-to-face meeting.
    • During the face-to-face meeting, the ratee will review the key points of the PMT Form with the rater and ask the rater any questions they might have. The ratee should request 24 to 48 hours to make a statement on the last page of the PMT Form before signing the form if they do not agree with the evaluation or if they feel some critical piece of information is not included in the document.
    • After reviewing the PMT Form, the rater and ratee will complete Page 1 of the CCRWC PMT Goal Setting Form for the next evaluation period.
      • Note: It is important that this document is completed at this time to ensure key points discussed during the review of the PMT Form are incorporated into the next evaluation period goals.

CCWRC Performance Management Procedures for CCWRC Volunteers

  • The performance management process for the CCWRC volunteers is driven primarily by self evaluations.
  • Responsibilities of the Rater:
    • The rater of volunteer performance is responsible for tracking the evaluation periods for all the volunteers.
    • The rater must provide all volunteers with the necessary documents needed to conduct the review.
    • The evaluation of the volunteer’s performance will be done on a yearly basis following an initial six-month evaluation at the beginning of their association with the CCWRC.
    • The rater will let the volunteers know when they are required to submit the Volunteer PMT.
    • Once the rater receives the initial Volunteer PMT Self Evaluation, the rater will review the self evaluation and summarize the information on the Volunteer Summary Form.
    • The rater will also include any other relevant information in the appropriate box on the Volunteer Summary Form.
    • The rater will then set-up a meeting with the volunteer to discussion the summary of the information included in the Volunteer PMT.
      • Face-to face meetings are preferred, but given the nature of the volunteering situation at the CCWRC, phone meetings are acceptable.
  • Responsibilities of the Volunteer:
    • All CCWRC Volunteers are required to conduct a self evaluation of their performance at the initial six-month mark of their association with the CCWRC and on an annual basis thereafter.
    • The volunteer is responsible for working with their rater to establish a discussion of the Volunteer Performance Summary in a timely manner.
    • Volunteers should be prepared to discuss any issues or concerns that they have about their ability to volunteer or the resources required to execute their duties as a volunteer. This includes but is not limited to: access to necessary resources, effectiveness of their training, or issues with other volunteers they are partnered with during their volunteer shifts.

Project Management Tool Templates

Administration PMT
Client Services PMT
Client Support – Admin Assistant PMT
Client Support – Bookkeeper PMT
Client Support – Legal PMT
Client Support – Outreach PMT
Volunteer PMT
Support Forms
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