09 Evaluation MaterialsAGENDA INFORMATION SHEET
PROJECT: Appointment of a City Council Work Committee to develop an evaluation instrument
by use by City Council in the evaluation of the City Manager, City Attorney, and Municipal Court
Judge.
BACKGROUND: City staff has been requested to place an item on the agenda for a City Council
work committee to develop an evaluation instrument. The instrument would subsequently be used
by City Council in the evaluation of the City Manager, City Attorney, and Municipal Court Judge.
DESCRIPTION: In furtherance of assisting Council in understanding various means of performing
evaluations, City staff have attempted to locate evaluation forms for upper management personnel
and provide those materials as background information associated with this process. This agenda
package includes the following source and background materials:
Evaluation materials provided by Personnel Law Specialist, Ms. Bettye Lynne, entitled
Effective Performance Appraisal.
2. Evaluation materials located on the internet from the following sources:
Lewis-Clark State College;
Nebraska Department of Economic Development;
The Commonwealth of Massachusetts.
3. Evaluation materials provided by the Texas Municipal League.
An older Employee Performance Evaluation form and instruction sheet used some years ago
by the City of Paris.
A review of these materials would indicate that the customary approach to evaluation includes
the governing body setting various goals and objectives considered of primary importance for
an ensuing time period (for example, a fiscal year). Thereafter, the employee is evaluated on
the progress of achieving these identified goals and objectives at the end of the evaluation
period. Of course, accommodation needs to be made in the system to account for time
devoted by the employee to other items of importance and priority which arise during the
course of the evaluation period, but which were unknown and unanticipated at the time the
original list of goals and objectives was created.
If City staff is able to identify additional materials prior to the Council meeting on Monday,
and subsequently thereafter for the work committee, then those materials will likewise be provided.
COSTS: N/A
RECOMMENDED ACTION: Consider appointment of the City Council Work Committee.
STAFF CONTACTS: Michael E. Malone, City Manager; Larry W. Schenk, City Attorney; and
Thomas Hunt, Municipal Court Judge
SCHEDULE: Consider creation of the subcommittee at City Council's October 14, 2002, regular
Council meeting.
HP Laser Jet.' ~o~..~
CITY AI~ORNEY. CITY OF PARIS
(903) 782-9721 ~
SEP-30-2002 2:26PH
invent
2ob Date Time Type
227 9/20/2002 2:21:17PH Receive
Identification
Duration Pages Result
4:59 19 OK
Karger Key Barnes & Springer, PC
THOUGHT STIMULATORS
FOR SELF-APPRAISAL
These questions can help you prepare for your performance appraisal. As you
read each question, think about your performance; your p~'ogress; and yo~tr plans
for future growth.
1. What critical abilities does my job require? To what extent do I fulfill them?
2. What do I like best about my job? Least?
3. What were my specific accomplishments during this appraisal period?
4. Which goals or standards did I fall short of meeting?
5. How could my supervisor help me do a better job?
6. Is there anything that the organization or my supervisor does that hinders
my effectiveness?
7, What changes would improve my performance?
8. Does my present job make the best rise of my capabilities? How could I
become more productive?
9. What do I expect to be doing five years from now?
10. Do I need more experience or training in any aspect of my current job? How
could it be accomplished?
11. What have I done since my last appraisal to prepare myself for more
responsibility?
12. What new goals and st:andards should be established for the next appraisal
period? Which old ones need to be modified or deleted?
YOU HAVE PERMISSION TO coPY THIS SHEET FOR
YOUR EMPLOYEES
¸25
Suggested Outline For a Narrative App~alsa!
1: List the employee's greatest accomplishments s~ce the previous
appraisal.
2: List the employee's least successfu~ performances during the
same period.
3: Suggest the employee's strongest areas.
4: List the performance areas in which the employee needs
improvement.
5: SuC~gest ways to correct the demonsh'ated weaknesses.
6: Additional comments.
7: Overall appraisal and recommendations.
Figure 2. Narrative eppraisal outline
127
l~a~a!lement By Objectives Appraisal Fo~rm
Objective 1:
Standard for acceptable performance:
Results:
Special [actors and other comme~:
Objective 2:
Standard Jot acceptable performance:
~esutts:
Special factors and other comments:
Objective 3:
Standard for acceptable performance;
Res,its:
Special t`actors and other comments:
O~)ective 4;
Standard for acceptable performance:
Results:
Special tactors and other comments:
Figure 4 A management by objectives appraisal Iorm
132
t38
Supervisor:
Rating Period;
Department:.
Reason for Appraisal:
CR.ITERIA TO BE EVALUATED
List three (3) to five (5) of the employee's primary job responsibilities or job perfonmanee criteria (i.e.,
reference elements of the job duties this employee performs which you consider most important and
relevant to his or her job performance) as well as the elements which are requked to demonstrate
satisfactoo' performance on each responsibility or criteria: ....
EMPlOyMENT FOIkMS AND POLICIES ach ca Issue 0 (2001)
Employment For.ms and P olivles'
- spEciFiC EVALUATION OF EMPLOYEE
Use the folio'wing guidcllnes to evaluate employee's performance for each specific responsibi, lity or
criteria listed above:
Exceeds Requirements: performance is well above the normal standards for this position. This evaluation
should be documented in ali areas of job responsibilities or criteria and perhaps in criteria not listed as
w¢11.
Effectively bleats Requirements: This employee consistently demonstrates competent performance or
exceeds the standards tn each job responsibility or criteria. If the margin is narrow and standards are
barely satisfied, explain in d~tail ~is rating.
Note: Set goals for performance improvement.
ReC. luires Improvement: Performance periodically or regularly falls short of normal standards. Specific
deficiencies should be noted in fl~is evaluation. This evaluation indicates the supervisor's' belief that the
employee can and will make tile necessary improvements.
Note: Be sure to design an improvamellt plan·
Not Acceptable: P,lfformance is clearly inadequate. The employee has demonstrated an inability or
unwillingness to improve or to meet standard performance levels.
Note: Define clearly how file responsibility or criteria are not being met!
6- J 2 I~MI't,O¥ M~,NT FORMS AND I'OLIC:IE$ 4th ~d I$a0¢ 0 (2001 )
OVERALL RATING OF EMPLOYEE'S PERFORMANCE:
GOALS AND IMPROVEMENT PLAN
The following are areas m luch the employee needs to or should improve. 'Note specifically how the
employee can make progress towards improvement goals and set a time by which each goal should be
completed.
2.
3.
4.
5.
EMPLOYEE ACKNOWLEDGMENT AND COMMENTS
Employee Signature: _
Comments:
Supervisor(s) Signature(s):
Date Appraisal Discnssed with Employee:
F, ivlpl~O yMI~ N31 ['ORM$ ^fid ItOl,l¢ I1:.~ 4th Cd. Issm: 0 {l(}OI ) (~- I ']
~,mPloyment Forms and l~liciesl ' ' '
6-CL-6:
O
0
[]
[]
[]
O
0
0
r~
· PER.FOR_MANCI~ APPRAISAL CHECKLIST
Emfioye¢ name and position.
Supecvisor/Eva[uator name and position.
Time period covered by the appraisal.
Definition of the rating system used.
Criteria or job responsibilities being rated,
Space for supervlsor/evaluator comments and specific observations of on-the-job behaviors.
Summary/overall rating.
Should any goals be stated to be accomplished by nex, t appraisal?
Employee acknowledgment, with space for date and signature, that appraisal has been
discussed.
Do you want to include a statement of what effect the employee's signature has, or does not
have? ....
Should a second level of management or representative of haman resources review the forms
before they are finalized and presented to the employees?
I-las proper training been provided to supervlsorslevaluators before appraisal forms are
completed.'?
6 - 14 I~MOLOYMENT I:0 P,M~$ AND ~'OUCtES 4[1~ ~:ll. I$$u~ 0 (.~00i)
Review Period: From. To
Employee_ ;j ~
Performance, Behavlo~r or Development Goal To Be Measured:.
Greatly Below Below Standard .-: Meets ~c~eds Greatly Exceeds
A~hieve- Standard = Standard = Standard
ment
Standard
Defined
Performance, Behavior/or Development Goal To Be Measured: W~isht
(e,) __%
Greatly Below Below Meets Excceds Grea[tly Exceeds
Achieve- Standard = Stamdard = Standard = Standard -- Standard =
Standard
Defined
~ql~ eye:c?'''~'~.~..~' ' ''= ....... ' ........
Ra~lng: ' ... G[~ ~low :..='... Below Standard. '.' ' =~fe~pard '"'.. ~eed~.Standard .G.E. Stan- Points
(~:,& e'.~) "" ... ':. ~(d .': ..~:~:. · . (100 ~s ': . ,. · (2~o p~).. ' .. (~ P:tS) . aard
.:..':." . ·...?(~.'. ..:.'::., . . ...: .:.. :'.'. ~.... . ... · (~
Su~g6s{i~n~f~:~f~lng. Re~ultS: ...... '. : ." ." · P0inm
' ".~..'=:'.' ' ' '.. ' '' ..... : (axb~
Appendix 5C
(Continued)
Em[51oyee:
Signatures at Beginning of Evaluation Period:
Review Period; From
5-51
agree to the stated goals, standards, and weights·
-_'mployee: Date;
Supe~'isor: Date:
Manager: Date:
· "-' ,'": ;.'G?e~IIy: Below .. '. B~low ' Meets E~ceeds Greatly Exceeds Standard .'
.~., .,., ~-.. <.: .. ':.' ,'(450-500) "·
"' ' - .... · ·: * " . IAt~ach adc~i§onal Sheafs if t~e ce,~sary.) .~.
:EI11p oyee. s.~,~omments ~bou! Evaluation: ~
· ': L'..,:: TM ,!. .. · (Altech ~dd tJona sheet,'If necessary..
SIgnatures.li~}, Eni~ ot:E~aluation Period:
S upe~vls(~r ':
'Manag~:~eyiew Eri6[ to Issuance;.
Manager: ."
Date:
Date:
Date:
Date:
Appendix 5C
(Continued)
PROFESSIONAL STAFF PERSONNEL EVALUATION FORM Lewis-Clark State College
Employee's Name Department
Position (Title) Rating Period__ to
Type of Evaluation__
Place a check mark behind or circle the number that most nearly describes the employee's performance for
each applicable factor.
JOB KNOWLEDGE
Evaluate slrength of experiemial and educational background as well as ability to effectively apply knowledge to
assigned responsibilities.
15 14 13 12 11 10 9 8 7 6 5 4 3 2 I
EXPLANATION:
PRODUCTIVITY
Consider number of assignments completed and amount of work performed taking into account the nature of work,
working conditions and amount of responsibility assigned.
15 14 13
12 11 10
9 8 7
6 5 4
3 2 1
EXPLANATION:
QUALITY OF WORK
Consider thoroughness, accuracy and orderliness of work completed without regard to quantity of work performed.
15 14 13
12 11 10
9 8 7
6 5 4
3 2 I
EXPLANATION:
Exempt Staff Personnel Evaluaaon Form (Second Page) Lewis-Clark State College
INITIATIVE
Evaluate demonstration of imagination, innovation and ambition as well as tendency to take the initiative in
determining what needs to be done.
15 14 13
EXPLANATION:
12 11 10
9 8 7
6 5 4
3 2 I
DEPENDABILITY
Consider application to assigned tasks, punctuality in completing work and amount of supervision needed.
15 14 13 12 11 10 9 8 7 6 5 4 3 2 1
EXPLANATION:
JUDGEMENT
Evaluate ability to make wise decisions and exercise sound discretion in the absence of specific instructions.
15 14 13
EXPLANATION:
12 11 10
9 8 7
Exempt Staff.Personnel Evaluation Form (Third Page) £ewi$-Clark State College
EXPLANATION:
INTERPERSONAL RELATIONSHIPS
Evaluate ability to work harmoniously and effectively with fellow employees, supervisors and others staffincluding
the public.
ORGANIZATION
Evaluate ability to implement techniques and arrange workload to achieve maximum, effectiveness of effort.
15 14 13
12 11 10
9 8 7
6 5 4
3 2 1
EXPLANATION:
Supervisor Section:
MANAGERIAL QUALITIES- (if applicable)
Evaluate ability to select and supervise personnel, conduct effective performance evaluations, plan and organize tasks
and make effective use of staff and other support services.
15 14 13
12 11 10
9 8 7
6 5 4
3 2 1
Comments in the areas of selecting and supervising personnel, evaluating performances, planning and organizing tasks
and making effective use of staffand support services should be addressed separately.
EXPLANATION:
Exempt Staff Personnel Evaluation Form (Fourth Page) Lewis-Clark State College
Employee's Name:
Overall Rating
Complete the overall rating by placing an x in one of the blocks below. This rating need not be an arithmetical average
score marked; it should weigh the elements of evaluation in accordance with the particular job description.
15 14 13 12 11 10 9 8 7 6 5 4 3 2 I
Supcrvisor's General Comments
Please add any general comments concerning the employee's performance, including observations about the following
pertinent considerations: l) changes in this employee's performance since previous evaluation; 2) this employee's
plans for professional growth; 3) action which the supervisor should take to aid this employee's professional growth;
4) this employee's areas of strength and weakness; 5) qualities or handicaps which will, if not corrected, hinder this
employee's future development.
Employee's Comments
Please comment about conditions and circumstances that the employee has identified as helping or hindering his or her
performance.
My performance was reviewed with me
(date)
Ra~dbZ
(Employee's signature)
(Immediate Supervisor)
Reviewed by.
(Depamnental Adminislrator, Vice President or President)
INSTRUCTIONS FOR COMPLETION OF EVALUATION FORM
1. Performance evaluations should be referenced to the employer's job description.
2. Photocopy this form and use the photocopy as a preliminary worksheet. Schedule a
conference with the employee to review the preliminary evaluation after completing
the worksheet.
3. Complete the evaluation form recording any aspects of the discussion with the
employee. Ratings must be supported by cifmg specific examples in the
"explanation" section (use additional pages if necessary).
4. Complete the "Overall Rating" block. This rating need not be an arithmetical average
of scores marked; it should weigh the elements of evaluation in accordance with the
particular job description.
5. The signature of the person evaluated indicates that the performance evaluation was
reviewed - not that the employee agrees with the rating. The section entitled
"Employee Comments" is designed for employee comment related to the
performance appraisal.
6. Review by the departmental administrator, Vice President, or President is an option
that may be exercised by these administrators. When requested, copies of the
evaluation shall be forwarded to the reviewing administrator before distribution.
7. Make a photocopy of the completed evaluation for your department files; the original
is sent to Human Resources for the employee file. The Human Resources
Department will make a copy for the employee and send it directly to him/her.
NEBRASKA DEPARTMENT OF ECONOMIC DEVELOPMENT
PERFORMANCE REVIEW FORM
July 2001 (Revised September 21, 2001)
Employee Name:
Position:
Supervisor Name:
Title
Team (s)
Time Period Covered:
Type of Appraisal __lnitial 6-months __Probationary Annual __Other
Rating Scale:
Performance exceeds expectations; Performance meets expectations;
Performance below expectations
Performance Rating (Rating is based on job description, workplan and overall
performance..)
Section I Interpersonal and Team Exceeds Meets Below
Relationships
1. Cooperates with others and offers to help
others
2. Effectively resolves conflict/problem
situations with others
3. Deals well with outside contacts and
customers
4. Demonstrates a commitment to the work ~ f
the team by listening and contributing to
the work of the team
5. Listens and communicates well with othei
6. Other
Supervisor's Comments (must be completed if Below expectations).
Employee's Comments (must be completed for items marked Below expectations).
Continual Improvement Actions
Perfonmance Review Form 1 Issued July 16, 2001
Section II Values/Attitude Exceeds Meets Below
1. Is proactive; takes action; strives for
improvement; generates ideas for
improvement
2. Has a positive attitude
3. Is flexible in adaptin~ to change
4. Adheres to department policies and
procedures
5. Is t~'uthful and accepts responsibility for
actions
6. Respects confidentiality
Supervisor's Comments (must be completed if Below expectations).
Employee's Comments (must be completed for items marked Below expectations).
Continual Improvement Actions
Performance Review Form 2 Issued July 16, 2001
Section III Quality Exceeds Meets Below
and Quantity of Work
1. Customers are satisfied w th
the courteous, timely
responses.
2. Keeps commit~nents and
follows through
3. Maintains a high quality ¢ f
technical skills
4. Makes suggestions about
assigned work
5. Manages work time well
6. Completes sufficient
quantity of work.
7. Concentrates on what is
important vs. peripheral
issues; focuses on
agency goals and
priorities
8. Other
Supervisor's Comments (must be completed if Below expectations).
Employee's Comments (must be completed for items marked Below expectations).
Continual Improvement Actions
Performance ReviewForm 3 Issued July 16, 2001
Section IV For Managers and Exceeds Meets Below
Team Leaders ONLY
1. Efficiently prepares and monitors team w rk
plans and budgets
2. Facilitates team cooperation and
productivity
3. Works well with superiors
4. Encourages and recognizes staff
5. Other
Supervisor's Comments (must be completed if Below expectations).
Employee's Comments (must be completed for items marked Below expectations).
Continual Improvement Actions
Performance Review Form 4 Issued July 16, 2001
Section V Performance Improvement Goals
A. Goal for Improved Performance:
Progress toward meeting goal:
B. Goal for Improved Performance:
Progress toward meeting goal:
Supervisor Summary Comments (if any):
I have reviewed with the employee the above evaluation.
Supervisor
Employee Response (if any):
Date
I have had the opportunity to comment on this evaluation. My signature indicates I have
received and reviewed the evaluation. At my request, any additional comments I may
have will be submitted for my Personnel File.
Performance ReviewForm 5 Issued July 16, 2001
Employee Date
Performance Review Form 6 Issued July 16, 2001
Table 5-7 Personnel Evaluation for Managers Form DPA 57, The Commonwealth of Massachusetts
~i~a~e of P. ~e~on Evaluated. Po,sition Title and Grade Organizational Unit Period Covered by thi~ £valuation
your
ii~,aluated. All rati~s must be do~e by persons who have performance in it as compared with others doing similar
t~.~.~;ii~!tE:.: :k!~ ;. 'l-~aboveaverage, exceeds ob,tandards, check ---below average doesnot mee job
:~t~?.!~?~'i'~l!" ~ l,!i:!~;~ BehiwAverage' 'Average Above Average · Outstanding
Meeting estabI~hed Pails to meet Work is generally Completes Consistently completes
standards of quality established deadlines, accurate and assignments on time complex assignments
and quantity of work Production does not complete. Mcets with above average quickly and accurately.
production, meet established e~tablished standards results. Accepts Regularly does more
stan0ards. Requires a and deadlines, additional tasks when thai required with
high degree of requestad, exceptional
assistance, competence.
Oral facility with prequentiy fails to Has adequate ability Presents ideas and Outstanding ability to
language which achieve in making an ora[ material in an present ideas mid
expidltes results while understanding from presentation, effective maimer. Has articulate thoughts to
maintaining listeners. Speaks in Occasionally is above average ability diverse audiences and
.relationships; poorly organized required to repeat or to obtain agreement organizafion~.
maintain channels, fashion. Has difficuity amend position to and support for Expedites results
articulating thoughts, achieve desired desired goals, through ability to
respome, command positive
responses.
Written; Presenting Lacks the ability to Written Effectively presents Consistently writes
and explaining ideas provide written communications are thoughts in writing in complex directives,
cleaHy and effectively communications in a readable and a very understandable letters, reports, etc. in
in writing; developing logical, understandable with style with very little a clear, concise, highly
written work in a understandable and only occasional need need for understandable style.
logical and tinlely manner, for edhing and interpretation or Writing is convincing
comprehensive Requires constant rewriting. Usually repetition, and timely, and
manner, rewrite and editing, completes written achieves desired
assignments within results.
prescribed time limits.
Inspiring teamwork Is unable to motivate Maintains effective Effectively utilizes the Obtains outstanding
and productivity; staff to meet work ou~ut by skill of available staff productivity and
maintenance of organization goals in utilization of available to obtsin a high degree quality of work while
dis/fipline; s~imulating an efficient and personnel ~sources. of productivity, maintaining excellent
suggestions; checking effective m,~a~er. Maintains good level morale. Maintains
the work of of morale; promoles I~sitive relationships
subordinates, leamwork, with other agencies.
continued
Efficient use ol~ staff Has difficulty Accepts established Uses staff and Achleve~ agency goals
necessat~ elf<live objectives. Lacks subordinates while has above average human and budgetary
delegation of understanding of achieving average ability to adjust resources to meet
Implementing policles required, goals and objectives, authority effectively.
p~ob~=Sol.~ana vt.. 12.~.. 13.1.. 4.- 15.,.. 16.,.. 7.- 18.,.. b.l..
Decision Making Is unable to adapt to Recognizes problems Applies a highly Anticipates and
application of not make decisions, or imp~vement. Usually carries them through applies corrective
knowledge'and skills makes them hastily or coordinates decisions promptly. Suggests action with superior
~;ecomm,,endations. when necessary.
mordtoring ~
ind prog~ss.
l~,~epon~ibility Is reluctant to accept Will accept Works independently Develop new and
~rlormance appr..al]al example, programs.
Co .nu~t of per, on evaluated:
00T-09-02 WED 11;14 aN TML F~X NO, 5127196410 P, Ol
Texas Municipal League
Legal Department
1821 Rutherford Lane, Suite 400
Austin, TX 78754 - 5128
(512) 231-7400
Fax (512) 231-7490
Legal~tml.org
Date:
Title:
From:
~ Laura Saleedo, Legal Secretary
X Meichihko Proctor, Law Clerk
Sending on behalf of;
Omniah Ebeid, Assistant Gn~neral Counsel
__.Scotl Houston, As,nistanl General Counsel
Bennett SandlJn, Assislanl General Counsel
Karen Kennard, Special Counsel
(~ollllllelllS:
Facsimile Cover Sheet + .~ page(s)
T -XAs
N, IUNICIPAL LEAGUF,
If any par1 of this transmis,qion is incomplete, plea,~ call (512) 231-7400.
00T-09-02 ~ED 11:15 ~ T~L F~X NO, 5127196410 ?, 02
,7
EMPLOYEE PERFORMANCE EVALUATION
.' DATE:
NAME:
JOB LOCATION:
JOB TITLE:.
DATE OF LAST EVALUATION:
Please complete this form carefully and thoroughly. Remember Ils
purpose is to:
Provide objective criteria for personnel performance evaluations on a standard
basis within your organization.
Compel you to examine ail of the individual traits affecting employee
performance.
Help you to support your conclusion and r~commendatlon for job classification
and compensation improvements,
Produce fairer evaluations of employees.
PROCEDURE:
Pages 2 and 3 describe Fifteen personal traits identified with Job success or failure.
Decide for each, the level at which the employee performed for this rating period.
Write the corresponding value number in the rating column. Add the numbers to
obtain a total score.
Transfer this total to the rating scale on page 4. This will indicate, and support,
your overall opinion of the employee's performance.
Refer back to pages 2 and 3 to comment on the employee's principal strengths and
weaknesses. Your comments should be consistent with your rating of individual traits.
Finally, you should describe the employee's reaction to this evaluation, if you discuss
It, and make your recommendation for any changes in the employee's job classificc-
tion or rate of pay.
00T-09-02 WED 11:1~ ~ TML FAX NO, 51271964~0 P, 03
PERSONAL TRAITS
KNOWLEDGE Iob-re~aled ed uc ~,tlon,
QUANTITY or,put generated
ACCURACY Absence gl errors.
Capaclly Io
JUDGMENT make reasonable
decisions.
INNOVATION
APPEARANCE
Imagination and creativity
used to lower cosfs and
Improve prolits.
Personal hablls, clolhlng and
& HABITS grooming (evaluallon should
consider the nature of the Job).
Ocganlzalion of the
ORDERLINESS IndivlduaFs work
and work area.
Respect for leaUngs
COURTESY gl o~her~. Pol~f..ess
on the Job.
j--
COOPERATION others accomplish
INITIATIVE projects. Atlempting r~on.
RELIABILITY
Depends blllly and
PERSEVERANCE
Sleedlast pursuit of job
obiecllves when faced wilh
unexpected obstacles.
STABILITY
Acceptance gl unavoidable
ATTENDANCE Avalleblllly far work.
Abllily fo Quickly
ALERTNESS undersland new
Information and siiuallons.
UNSATISFACTORY
0
Severely lacking
In knowledge,
Usually below
acceplable standacd.
Constantly commits
Frequently makes
IrraBonal duelS;ohS.
Poor judg0menl.
p~ocedure or new Idea,
Frequently offensive.
Usually disorderly
and chootic.
Frequently rude. Causes
noticeable dlscomlorl to
others.
Usually uncooperative. A
"roadblock" lo COwor~ers,
Shows IIIIte initiative.
Never volunteers. Slicks
closely Io ~ob rouline.
Not reliable. OUen lulls
to deliver a complete Job.
FrequenOy qulls when
faced wllh unexpected
Obstacles.
Volatile, Inconsistent
personeFIty, Disrupts
work environment.
SOME DEFIC!ENC ES
EVIDENT
1
in job knowledge.
Barely acceptable Icwel of
Error level Ioo high.
NOOC~S improvement.
Rarely suggesls new Ideas.
Occasionally sloppy appearance
or display of offensive hub;la.
F[aquently unorganized or
work area {n die. array.
OccasionaUy impolite to
coworkecs or others.
Too orlon uncooperative when
faced wilh reasonable requests
Shows some Initiative. She,aid
do more wilhout having to
be Iold.
Occasionally leaves routing
lasks Incomplete.
Very slow 1o grasp
Ideas and events,
00T-09-02 NED 1I:15 AH THL FAX NO, 5127198410 P, 04
SATISFACTORY EXCEPTIONAL CLEARLY OUTSTANDING INSERT
L NUMERICAL
RATING
2 3 4 -- (0 'THROUGH 4)
Understands lob r0uline, Understands why all job func ions
Some knowledge slill to Complelely underslands are per ormed and inter.
be acquired. , all ~spects O[ the job. teialionship wilh other Jobs.
, An experL
~ Satisfactory. Meets axpeclatlon$ Usually exceeds Ihs no~. Exceplional produce¢. Generates
of average Ouipul. A last worker, maximal Oulput,
"
Makes ewrags number gl Ve~' accurate. C4)mmlts Exlramely accurale, Rarely
mistakes, law errors, commlls an error.
L Usually exercises sound Above average reasoning ability. Sustmtns high laver of sound
Judgemalll. Seldom errs In judgernenl, ludgoment, Decisions usually best
under circumstances,
-
U!iually properly dressed end ,
Extremely ef ficienL
Do~s not shirk. Volunlarily Places hlghesl priorfty'on getting
L obstaclos, Objective Is reached.
excessive exptanaU~, in{ofmalion quickly, uhdecsland$ wiih m;nJmum
TO TOp OF
TOTAL ( PA.~, )
05
Comment on principal slrenglhs:
Comment on principal weaknesses and suggestions for Improvement:
Has this evaluation been discussed with the employee? [::] Yes I-1 No
Comments: __
F Yol~"o'~acommendatlon for present and future
I. Job.cl"s'lflcet'on'
Completion of this section by
employee, is optional, and sub-
Jecl to the policy of your
organization.
RATED BY (Name and Title):
APPROVED BY;
have reviewed this evaluation and I completely undersland Ils
conlenls.
Dale
Employee's signature
HP Laser Jet
CITY ATTORNEY, CITY OF PARIS
(903) 782-9721
0CT-9-2002 11:12AM
Job Date Ti me Type
385 10/ 9/2002 11~10:57AM Receqve
Identification
5127196410
Duration
0:55
Pages
5
Result
OK
Texas Municipal League
Legal Department
1821 Rutherford Lane, Suite 400
Austin, TX 78754 - 5128
(512) 231-7400
Fax (512) 231-7490
TEXAS
MUNICIPAL LEAGUE
EMPLOYEE PERFORMANCE
EVALUATION SYSTEM
Purpose: It is the purpose of this system to semi-annually rate ali employees
~of the City of Paris fairly and objectively as to their performance on the job.
All employees who have been in the same classification for the full 6
months prior to the rating period will have a employee evaluation form
completed. The rating, period is July I and Jan. 1. An employee who is
on probation will be rated on a separate form.
~.. ...... II.]~ Employees who have supervisor responsibilities will be rated in Section
III as to their ability in this area.
III.
Rating System - Employees will be rated in all areas on the employee
evaluation form (except for non-supervisor emPloyees). It is generally
understood that individual employees will be rated by their immediate
~upervisor however, the department head may designate other personnel
if it is appropriate. A copy of the rating will be given to each
employee rated. An employee may or may not sign an employee evaluation
but in each instance the employee will be given a full review and
explanation by the rater.
IIII. Standards for Rating:
Poor -
This is when an employee does not meet the requirements of the
job and consistently falls below the department standard. An
employee should consider they are on probation in this area and
improvement is immediately needed or discharge or other disciplinary
measure will be needed. Documentation must be submitted for a poor
rating.
Fair -
This is when an eployeee sometimes meets the standards of the
department. It may be a new employee who has not learned the work
processes and methods. In an older employee improvement is needed
in this area during the next rating period.
Good- This is when an employee nearly always meets the standards
of the department and can generally be relied on to accomplish
the task assigned. Some direction is needed on an occasional basis
but an employee rated good is expected to perform in all
assigned areas.
Ver~ Good_This is~when an employee always neets the standards of the depart-
ment and often exceeds what is generally expected. Specific examples
should be noted where the employee has exceeded the standards of
the department.
Excellent - This is an employee who always exceeds the standards of'the
department on a consistant basis. S_~.ecific factual documentation
must be submitted on the e~ploye~ evaluation form for an employe~
to be rated excellent. In the event no documentation is submitted
the employee will be reduced to a Good Rating.
An employee who is dissatisfied with their ratings may appeal such to the
department head who ruling shall be final.
Nothing in these rules shall exclude a department from developing an internal
rating system for its employees, however all ratings shall be finally placed
on the employee evaluation form and thus shall be the official record.
· ~lass Yi afl
city of Paris
EMPLOYEE EVALUATION
Date
Very E
:!:~rea"T°'Be' Rated - Poor Fair Cood Cood xcellent Commant~
,': GENERAL AREAS ~
i:: 1 Attendance' ·
": 3. Job Knowledge
· .~ .4. Appearance '. \
' ::2 5. Cooperation (Public)
Employees
I?RODUCTIVITY
/'~ ~' A~gn~d T~k '
'[~.~...'.;New Tlsk & A.~gnments
~,;:}~, 7: Ca~a of' Eq; LTpols ·
~:~;~,~!~,.d V,hi~:s ......
~[: :l~ACCep~al}..ceiof Rasp
i.i~: !~ ~: .'~-'ction"or ~ DepL to. Publ
:!~ ~' ~. Appr0aC~a~i!.ity
Date' Employee
Date
'.. Certified (or Consideration of Merit Pay
C~ty Mgr. '"., ~