ࡱ> +.()* mbjbj w|vXX%%%%%4%%%h7&d'L%!m)i-(---0n14M1@lBlBlBlBlBlBl$!oqjflu%M2I0M0^M2M2fl%%--l555M2%-%-@l5M2@l55d\i-pɃX%;3 gF,ll0!mfg-r3 -r\i\i-r%pii1"1511i1i1i1flfl4i1i1i1!mM2M2M2M2-ri1i1i1i1i1i1i1i1i1X a$: Identification Information (please print)Employee Name (Last, First, MI):  FORMTEXT       Employee, Jonathan D.Person Completing Review: Employee s SupervisorEmployee ID:  FORMTEXT       K000012345Agency Name: Department of AdminClass Title:  FORMTEXT       Administrative SpecialistPosition Number: K0123456Date of this Review: October 15, 2010 October 15, 2009 To October 15, 2010 (Month/Day/Year) Timeframe Being Evaluated (Month/Day/Year)Review Type: r Probationary r Recommend permanent status r Extend probationary status r Not recommended for permanent status X Annual r Special r UnclassifiedOverall Performance Rating: r Unsatisfactory r Needs Improvement X Meets Expectations r Exceeds Expectations r Exceptional  Part I: Performance Planning Instructions: Identify objectives for the employee based on the manager/employee performance planning discussion. Please ensure each objective is a SMART objective (Specific, Measurable, Attainable, Relevant, Time-Based). In setting the objectives, be as specific as possible using quantitative (e.g., numbers, data, quotas, dates) and/or qualitative measures or feedback where helpful. Indicate how progress against the objectives will be observed or measured (tracking method). Modify objectives as needed throughout the performance management cycle. The number of objectives should be based on the outcomes of the performance planning discussion; you may add more lines below (objectives) as necessary. In the Annual Performance Review, indicate employees overall performance against each objective. Objectives List Objectives in the Table BelowMeasurementA measurement scale and target should be established for each objective.  ObjDescriptionTracking MethodAnnual Performance Review1Enter payroll with no more than three payroll adjustments due to timekeeper entry error each quarter.6 or more - Unsat. 4-5 NI 3 ME 1-2 - EE 0- ExceptionalOne payroll entry error during first quarter. Two payroll entry errors during second quarter. One payroll entry error during third quarter. Three payroll entry errors during fourth quarter. Overall rating in this area is EE.2Conduct a team building activity at the end of each of the four quarterly staff meetings that will enhance employees understanding of the benefits of team work.I Team building activity per quarter. 0 -1 Unsat 2-3 NI 4 ME A team building activity was conducted each quarter. Overall rating in this area is ME.3Attend Effective Communication training during the rating period. Yes ME No - UnsatAttended Effective Communication training 12/15/09. Overall rating in this area is ME.4All bills are to be coded and submitted for payment within 10 working days of the date stamped.15 days or more Unsat 11-14 days NI 8-10 days ME 4-7 EE 1-3 - ExceptionalThe average amount of time spent on coding and submitting bills for payment was 11 days. The overall rating in this area is NI.5Be prepared for weekly meetings by making copies for staff of all documents that will be discussed as indicated by the immediate supervisor. Yes ME No UnsatWas prepared for all weekly meetings. Overall rating in this area is ME.Part I: Performance Planning (continued) Instructions: Considering the employees overall strengths and weaknesses, identify the critical competencies (from pages 4-7), essential requirements (from page 3) or agency specific competencies for this review period that the employee should focus on. Consider those competencies that are critical for achievement of responsibilities and objectives for the coming year in addition to those that are important from a developmental perspective (important for a future position and/or for increased or changed responsibilities). The competencies chosen should be based on information from manager/employee performance planning discussion(s), any items identified through the development planning process, and any items from the most recent performance review. For each competency, provide any project or on-the-job suggestions that the employee can engage in to help in development. In the Annual Performance Review, indicate employees overall performance against each competency. CompetencyProject or On-the-Job SuggestionsAnnual Performance Review1. Initiative Addresses Current Opportunities or Problems. Contact supervisor for additional tasks during slow times.Jonathan has done a good job of contacting his supervisor for additional tasks during slow times. He has also taken the initiative to provide assistance to his peers.2. Job Responsibilities: Experienced Knowledge Demonstrates technical knowledge and computer efficiency in performing everyday tasks. Attend Excel training to increase technical knowledge and computer efficiency in developing and maintaining spreadsheets. Jonathan completed Excel training on February 20, 2009. He continues to work on increasing skills in developing and maintaining spreadsheets.3. Communication: Facilitates Participation. Expresses oneself clearly in conversations and interactions with others as well as expresses oneself clearly in written communication.Be a more active participant in staff meeting conversations in expressing ideas and providing feedback to others. Jonathan has done a tremendous job of becoming a more active participant in staff meeting conversations. He is doing a good job of bringing forth new ideas of how to improve processes and in providing feedback to others when requested.4. Customer Service: Takes Personal Responsibility: Takes personal responsibility in addressing internal and external customer complaints and improving customer-service satisfaction.Use active listening skills and the teaching method when receiving a customer complaint call. Take active steps to research, address, and correct (if possible) the complaint/problem and involve the supervisor, as needed. Provide supervisor with three examples of calls per quarter and discuss ways in which the call could have been handled more effectively. Jonathan has shown a lot of growth in this area during the rating period. He is taking much more time in listening to the customers problems and taking steps to correct the problem and increase the level of customer service satisfaction.On-Going Feedback and Coaching Process Instructions: Identify the process to be used throughout the year to provide feedback and coaching to the employee. Identify any customer input tools that will be used to provide feedback throughout the year. In addition, you may identify the timing for the mid-year review and/or any other coaching sessions. Identify any employee responsibilities in the process. For instance, you may wish to identify when and how on-going feedback will be delivered, who has responsibility for setting up coaching sessions, when the mid-year review will happen, if current customer input tools will be used, etc. On-Going Feedback and Coaching Process January 15, 2009 Jonathan continues to work on feeling more comfortable in expressing his views and ideas in staff meetings. He has great ideas and provides constructive feedback after the meetings to his supervisor rather than during the staff meetings. Jonathan needs to continue to work on handling customer complaints appropriately. Instead of listening to the caller, he interrupts and becomes defensive in his tone and words. Jonathan has been doing an excellent job of informing me of downtimes. During these times, he works with peers on other projects. His peers really appreciate this extra assistance and have communicated this. Jonathan continues to do a great job of entering payroll with minimal errors. July 15, 2009 Jonathan is doing a much better job of expressing his views and ideas during staff meetings. He is doing a good job of coming up with team building activities, in which staff feel is beneficial in improving their working relationships. He has done a tremendous job of improving his customer service skills. He is taking much more time in listening to the customers problems and taking steps to correct the problem and increase the level of customer service satisfaction. Jonathan continues to come up with different methods of trying to decrease the number of days it takes to process bills. We will brainstorm some solutions together to see if he cant increase his speed. Jonathan does a good job of maintaining his work plan and providing it to me on a weekly basis.   Part II: Mid-Year Discussion Instructions: Document progress against the Objectives and Competencies as defined in the Performance Planning process. Be as specific as possible about the employees actual performance to date, documenting specific observable results wherever possible, and adding qualitative information or feedback wherever helpful. Any valid updates to employees objectives, which are based on changes in State or agency needs, may also be documented in this section. Mid-Year Discussion and Coaching Progress April 15, 2009 met with Jonathan and discussed his impressions and thoughts around his performance to date. We then reviewed the performance objectives and competencies that were on target. These included: Jonathan is doing a much better job of handling customer complaints and providing examples. He is using his active listening skills and the teaching method in handling these situations. We also discussed areas for improvement. This included Jonathan needs to continue to work on brainstorming solutions to help increase his bill processing time. Jonathan attended Excel training and continues to work on increasing his skills in developing and maintaining spreadsheets.Part III: Essential Requirements Instructions: For the annual review consider the level the employee typically or consistently operated at during the review period, check (() the box which best describes his/her behavior for the competency below. A behavioral example must be provided for the Unsatisfactory rating. Dependability: Recognizes their responsibilities to the agency and applies effective work habits and attitudes to meet work requirements. Accomplishes tasks by showing concern for all aspects of the job and manages workload or completes tasks in a timely manner. Attends work regularly and on time Unsatisfactory *  FORMCHECKBOX Meets Expectations X Plans appropriately for absences Assumes personal accountability for work Example: There was a discussion with Jonathan on January 5, 2009 pertaining to arriving to work on time. There were five instances (December 3, 11, 23, 29, and 30) during the month of December in which Jonathan arrived 15 minutes late to work. Since the discussion, there have been no more instances of arriving late to work. Agency Values: Individuals adhering to agency values align their actions with high standards of conduct, accept responsibility for behavior and exhibit personal integrity at all times. Acts as a role model for other employees and does the right thing, even when no one is watching. Individual does not waste agency resources (i.e., time, material). Unsatisfactory *  FORMCHECKBOX Meets Expectations X Demonstrates personal integrity and ethical behavior Displays good stewardship of public resources Adapts to changes in processes, procedures or responsibilities Example: * An Unsatisfactory rating in Dependability or Agency Values will result in an Overall Performance Rating of Unsatisfactory Part IVa: Annual Performance Review - Competencies Instructions: In Performance Planning go thru all five competencies on pages 4-7 and check (() the top row of boxes for each competency at which level of the competency the employee is expected to be at by the end of the review period. For the annual review check (() the bottom row of boxes which best describes the level the employee typically or consistently operated at during the review period for each competency. A behavioral example should be provided for each competency. Core Competencies (For all Employees): Job Responsibilities: Please determine the level the employee needs to be at on execution of their expected day-to-day responsibilities, and specialized knowledge as outlined in the job description. Specialized Knowledge is the knowledge of and/or skill in a particular field (e.g., marketing, engineering, etc.) or trade (e.g., electrician, housekeeping, etc.) and the ability to apply that knowledge and/or skill in a variety of business situations. (Upper boxes for planning session and lower boxes for end of year)  FORMCHECKBOX  X  FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX  X  FORMCHECKBOX   FORMCHECKBOX Learner: Limited ability to conduct job responsibilities; needs more experience or practice. Requires clear and specific instructions to get the job done. Understands enough to independently handle some routine tasks of the job. Understands regulations and policies; correctly applies them.Experienced Knowledge: Technically experienced and competent. Has thorough working knowledge of the area. Handles most routine tasks of the job; needs direction for more difficult tasks. Supervises others effectively through proper delegation, communication, and follow-up. Expert Knowledge: Can exercise independent judgment regarding all technical issues and responsibilities. Understands how area of responsibility relates to broader issues. Requires assistance for the most difficult aspects of the job. Supervises others with a focus on coaching for effective performance.Transferring Knowledge: Independently handles the most difficult aspects of the job. Understands how the area of knowledge relates to broader departmental or agency goals. Plays a role in transferring skills and knowledge to others. Takes responsibility for projects and tasks that have broader departmental or agency impact.Behavioral Example: Jonathan continues to work on improving his technical knowledge and provide good services to internal staff. He does a good job of assisting less experienced staff in performing day to day tasks. Communication: Understands others ideas and expresses thoughts and information effectively, utilizing appropriate gestures, tone, organization, grammar, format and materials. Maximizes performance through effective communication and develops a communication style that optimizes individual and team performance. It includes expressing ideas, requesting actions, summarizing events, and formulating plans by means of clear and effective writing, communicating, or presenting.  FORMCHECKBOX  Employee does not demonstrate any of the levels below; this competency will be included in the employees development plan.  FORMCHECKBOX  X  FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX  X  FORMCHECKBOX   FORMCHECKBOX Shares Information: Shares relevant information and keeps others informed. Listens to others opinions. Explains reasons for decisions. Facilitates Participation: Communicates objective and purpose and how individual is critical to team success. Encourages participation from all team members. Runs effective meetings; uses agendas, outlines expectations, keeps group focused. Negotiates for win-win solutions.Tailors Communication: Understands audience and tailors communication so that it is perceived as being clear, relevant, and even handed. Develops a communication style to facilitate a positive team environment and advance the teams agenda. Adjusts style/approach to build partnerships with others and to ensure acceptance of ideas. Uses Communication to Promote Agency Effectiveness: Uses communication to promote broad learning, effectiveness and efficiency. Communicates with different people at different levels throughout the agency to ensure the buy-in of others. Communicates broadly to ensure others understand the link between the current task and long-term strategies.Behavioral Example: Jonathan has done a tremendous job of becoming a more active participant in staff meeting conversations. Customer Service: Addresses underlying customer needs that add value, to remove causes of customers problems and ensure the long-term viability of the relationship. It includes demonstrating understanding of the customers point of view, delivering on commitments, gaining the confidence of customers, and maximizing customer satisfaction. Customers include external and internal customers or clients, suppliers, etc.  FORMCHECKBOX  Employee does not demonstrate any of the levels below; this competency will be included in the employees development plan.  FORMCHECKBOX  X  FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX  X  FORMCHECKBOX   FORMCHECKBOX Maintains Communication: Follows through on customer inquiries, requests, and complaints. Keeps customer up-to-date about progress of projects. Gives friendly, cheerful service and distributes helpful information to customers. Maintains clear communication with customers regarding mutual expectations. Takes Personal Responsibility: Takes personal responsibility for correcting customer-service problems. Corrects customer-service problems promptly and un-defensively. Makes self fully available to the customer, especially when they are going through a critical period. Addresses Underlying Customer Needs: Seeks information about the real, underlying needs of the customer beyond those expressed initially. Makes concrete attempts to add value to the customer, to make things better for the customer in some way. Gets at the root of a customer problem and removes the cause of the problem.Uses Long-Term Perspective: Develops strategies and solutions that have long-term benefits for the customer. Addresses customer problems with a focus on the long-term relationship. Proactively builds customer relationships and maintains good relationships with the customer over the long term. Behavioral Example: Taking personal responsibility was an area in which Jonathan has shown a great amount of growth during this rating period. He is taking the necessary steps in listening, researching and using active listening skills in addressing and correcting customer complaints. Great job! Initiative: Identifies a problem, obstacle or opportunity and takes action to address current or future problems or opportunities.  FORMCHECKBOX  Employee does not demonstrate any of the levels below; this competency will be included in the employees development plan. X  FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX  X  FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX Addresses Current Opportunities or Problems: Recognizes when a situation calls for a different approach from the usual. Pulls together ideas, issues and observations when a new perspective emerges. Recognizes and acts on current opportunitiesIs Decisive in a Crisis: Acts quickly and decisively in a crisis situation. Makes decisions and takes action where the norm is to wait and hope the problem will resolve itself. Is prepared to try out different solutions or take a different approach. Plans Ahead and Takes Action: Looks for opportunities to make improvements. Looks beyond the facts in order to develop solutions that have currently not been used in the agency before. Generates new and varied solutions to problems. Identifies changes that will improve performance in own agency. Anticipates and Prepares for Long-Term Problems: Anticipates situations 6 months to a year ahead or more and acts to create opportunities or avoid problems that are not obvious to others. Applies and modifies learned concepts, methodologies or ideas that have been used in other departments or agencies, to develop new solutions to problems. Behavioral Example: Jonathan continues to come up with different solutions and ideas in addressing problems. He is a great asset to the team! Teamwork: Achieves team objectives by developing and sustaining cooperative relationships. Employee works cooperatively with others as part of the team, as opposed to working separately or competitively. At the highest levels, it includes an ability to ensure the cohesiveness of the team and to ensure success.  FORMCHECKBOX  Employee does not demonstrate any of the levels below; this competency will be included in the employees development plan. X  FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX  X  FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX Cooperates: Cooperates willingly with others. Ensures all group members have the relevant and needed information. Speaks positively of other team members.Solicits Input: Solicits ideas and opinions from others to help form specific decisions or plans. Genuinely values others input and expertise and is willing to learn from others.Encourages Others: Takes specific steps to create a team environment and model desired behavior. Encourages all members of the group to contribute. Publicly recognizes the contributions of other team members.Promotes the Team: Acts to promote a friendly climate, good morale and cooperation within the team. Protects and promotes the teams reputation with others. Resolves team conflicts. Brings conflict within the team into the open and encourages or facilitates a beneficial resolution. Partners with other teams and promotes collaborative decision making to solve problems. Behavioral Example: Jonathan serves as a great team member. The team appreciates the team building activities he developed and has reported feeling that they are beneficial in strengthening the working relationship of the team members. Leadership Competencies (For Supervisors & Managers only): Performance Management: Promotes employee development opportunities and fosters the long-term learning or development of others. Sets clear goals and expectations, ensures feedback and addresses performance issues in a timely manner. It includes the ability to apply State of Kansas regulations and policies, to delegate effectively, to deal with performance issues, and to hold others accountable.  FORMCHECKBOX  Employee does not demonstrate any of the levels below; this competency will be included in the employees development plan.  FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX Sets Clear Objectives and Expectations: Gives detailed explanations of specific goals and objectives to others. Delegates effectively to employees to enable focus on managerial responsibilities. Holds People Accountable for Performance: Sets goals or objectives for employees that drive high performance. Holds employees accountable for their performance. Reviews employees performance against clear standards and objectives, and rectifies performance issues. Provides timely feedback and performance evaluations to employees.Coaches for Effective Performance: Provides real-time coaching to others to improve performance. Addresses performance problems early to ensure minimal department or agency impact. Utilizes employee recognition to reinforce positive outcomes and behaviors. Identifies training or development needs for team or group of employees.Creates Climate for High Performance: Implements specific tactics to create a climate for high performance. Interfaces with other leaders to develop best-practice people practices for the good of the agency. Develops employees for future roles. . Behavioral Example: Leadership: Outstanding State of Kansas managers view themselves as leaders of people. They recognize that they are responsible for facilitating the work of their employees, which may mean providing essential information, creating efficient work structures or processes, or securing additional resources. These leaders inspire confidence in people and create excitement about the work and purpose.  FORMCHECKBOX  Employee does not demonstrate any of the levels below; this competency will be included in the employees development plan.  FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX   FORMCHECKBOX Keeps People Informed: Provides clear, consistent, and ongoing communication to team members. Lets people affected by the team know what is happening and the status of decisions. Makes sure the team has all the information it needs to make decisions and carry out its responsibilities, individually and collectively. Explains the reasons behind a decision promptly and candidly.Promotes Team Effectiveness: Creates the conditions that enable the team to perform at its best (e.g., setting clear direction, delegating responsibility, getting the right people). Makes team membership (including selection and dismissal) and assignments in a manner that promotes morale and productivity of the team. Obtains input from others to promote the effectiveness of the team. Takes Care of the Team: Obtains needed resources and information that the team needs to meet its goals. Provides or secures needed support and development for individuals or the team as a whole. Holds team members accountable for their contributions to team success, including bringing team resources to their assistance. Inspires the Team: Generates excitement, enthusiasm, and commitment to agency and/or departmental goals. Develops a workforce plan that positions the department or agency for long-term success. Inspires confidence in the mission of the agency. Models desired behavior. Behavioral Example: Part IVb: Annual Performance Review - Summary Discussion Points Based upon your ratings in the previous sections, identify the employees major strengths in this job, and areas for improvement. In addition, include any additional accomplishments. Comments summarized here will help focus your end of year performance review discussion, and help you prioritize relevant objectives and development priorities for the coming year. Additional Accomplishments: Jonathan attended both Excel and Communication training and reported to his supervisor the benefits he received from these trainings and how they would benefit him in carrying out his day to day tasks. Jonathan served on the program policy review team and proved to be a great contributor to the team. Jonathan has expressed an interest in continuing to improve his technical skills. We will explore different options for the next rating period of available training within the agency. Employees Major Strengths in this Job: Jonathan continues to be a great asset to the team in being opened minded to different solutions/options in addressing problems within the unit. He continues to show growth in dealing with customer complaints and has taken an active role in improving his active listening skills. Areas Where Improvement Would Benefit Job Performance: Jonathan tries hard to meet deadlines, but in the process doesnt always review work for errors. When letters are reviewed for signature, there are times when the supervisor discovers several typos and grammar errors that are a result of rushing and not reviewing work. This will be identified as an expectation/goal for the next rating period.  Part IVc: Annual Performance Review: Overall Performance Review Rating Instructions: Indicate which level most appropriately describes the overall performance level of the individual. Add any comments that provide clarification to the Overall Review (may include unique circumstances, relevant career objectives, or other considerations). Overall Performance Level: Unsatisfactory  FORMCHECKBOX Needs Improvement  FORMCHECKBOX Meets Expectations XExceeds Expectations  FORMCHECKBOX Exceptional  FORMCHECKBOX Employee is not making the contributions expected of an employee in this role. Employee did not meet expectations on one or more of the Essential Requirements. Immediate improvement is required.Employee is inconsistent in performance. Employee sometimes meets expectations and requirements. Continual improvement is required to fully meet expectations.Employee is making meaningful and valuable contributions. Employee has shown consistent and continual performance throughout the review period.Employee is making significant contributions and often exceeds objectives and expectations. Employee demonstrates a high level of competency.Employee is making outstanding contributions on a continual basis. Employees achievements are clearly distinguishable from solid performers, and are highly valued by others. Employee consistently performs at a high level of competency.Manager Comments: Jonathan is a great asset to the team and continues to show growth in his position. He shows great motivation in learning new things and sharing learned information with his supervisor and demonstrating how it relates to his position. 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It only indicates the employee s awareness of the information contained herein. A permanent emploXXXYYYYBZ{ $Ifgd31 $Ifgd4) 0$*$Ifgd4ckd>$$Ifl40**0*4 laf4:Y*CJOJQJ$j?h>*CJOJQJUh4hCJ OJQJaJ $hj@h31>*B* CJOJQJphPhCJOJQJ-jh>*CJOJQJU^JmHnHu$j^?h>*CJOJQJUh>*CJOJQJjh>*CJOJQJU"BZDZFZZZ6[8[[[\\\{ $Ifgdbr $Ifgd4) 0$*$Ifgd4ckdJ@$$Ifl40**0*4 laf4 ZZZZZZ[[[([2[4[6[8[[[[[[[[[[[[[[[[2\6\ݽo`ݽMݽo`$jTAh>*CJOJQJUh4hCJ OJQJaJ $h31h>*B*CJOJQJph$h31h31>*B*CJOJQJph$hyhh31>*B*CJOJQJphhCJOJQJh6)#>*CJOJQJh>*CJOJQJ)jh>*CJOJQJUmHnHujh>*CJOJQJU$j@h>*CJOJQJU6\8\L\N\P\Z\\\h\t\z\|\\\\\\\\\\]^lylzl{l|l商}rdbdTIEhrh6CJOJQJh^rh46CJOJQJUhqhq6CJOJQJh6CJOJQJh5OJQJh4hCJ OJQJaJ hU>*CJOJQJ$j@Bh>*CJOJQJUhCJOJQJ)jh>*CJOJQJUmHnHu$jAh>*CJOJQJUh>*CJOJQJjh>*CJOJQJU\\zl{l|l1,gd4`kdXC$$Ifl[0**0*4 la $Ifgd31ckdB$$Ifl4|0**0*4 laf4yee, within seven calendar days after being informed of his/her rating, may appeal to the agency head. See K.A.R. 1-7-12.   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