Saint Joseph S University

Saint Joseph’s University PERFORMANCE EVALUATION 2014

Employee Name: Date:______

Title: ______

Employee ID number:______

Reviewed by:______

This tool is designed to assist employees in establishing and evaluating performance goals; measuring behavioral dimensions (i.e., how those goals are achieved); and planning and facilitating professional development. Performance planning and evaluation, as well as employee development, is the joint responsibility of managers and employees.

Each February, the employee’s performance, relative to goals previously established, is evaluated. New goals which were introduced during the current year are also considered. Based on this evaluation, an overall performance rating is assigned (Section III).

The employee’s strengths and development needs are evaluated against a number of leadership traits/dimensions, and development plans are created based on identified strengths and development needs (Section I). In addition, and as part of the annual discussion on performance, performance targets and goals are set for the upcoming year (Section Ii).

Section I. PERFORMANCE DIMENSIONS & TRAITS

Instructions: Review the descriptions of each trait/dimension. Note whether the dimension is a strength, the employee is on target, or there is development needed. Use the column headed “Examples of Demonstrated Dimension Attributes” to provide specific job-related examples in cases where the employee is either demonstrating a strength or is on target. Use the column headed “Building Skills/Next Steps,” to describe an action step for further development of the employee where development is needed. On Development Strength Demonstrated Dimension Attributes DIMENSION Target Need Building Skills/Next Steps (see descriptions below)

DEMONSTRATES STRONG ANALYTICAL ABILITIES

DEMONSTRATES ABILITY TO ACHIEVE RESULTS

ENCOURAGES AND DEMONSTRATES INNOVATION

ENCOURAGES & DEMONSTRATES COLLABORATION

On Development Strength Demonstrated Dimension Attributes DIMENSION Target Need Building Skills/Next Steps (see descriptions below)

DEMONSTRATES DECISIVENESS

DEMONSTRATES ABILITY TO COMMUNICATE EFFECTIVELY

ACTUALIZES THE SJU MISSION

THE TRAIT/DIMENSION BELOW SHOULD BE COMPLETED ONLY FOR THOSE WHO HAVE BUDGETARY RESPONSIBILITY

DEMONSTRATES ABILITY TO EFFECTIVELY MANAGE BUDGET

THE TRAITS/DIMENSIONS BELOW SHOULD BE COMPLETED ONLY FOR THOSE WHO MANAGE OTHERS

PROVIDES VISION AND LEADERSHIP

SELECTS AND DEVELOPS STRONG TALENT Section II. Review of Performance towards Goals, Performance Dimensions and Professional Development during the prior 12 months.

1) Professional Development. List any new degrees, courses (such as MTP, Communication Series), certificates, or participation in professional development activities (such as active engagement in professional networks):

______

2) Status of Goals/Accomplishments. List goals and briefly state progress made. (Add additional lines if necessary.)

Link to Division/Department Plan, if Goals for Review Period applicable Assessment/Progress & Comments (Reference the specific goal and objective)

5) 3) Preliminary Goals for upcoming year, including professional development goals. Explain the goals and outcomes you wish to achieve both for our office and for you personally.

Link to Division/Department Plan, if Goals for Review Period applicable Comments (Reference the specific goal and objective)

5) Description of Performance Dimensions

ANALYTICAL ABILITIES Definition Makes recommendations based on solid assumptions when solving complex problems. Analyzes data to obtain meaningful information. Identifies conflicting or inaccurate information. Strength On Target Development Need

Skilled in analyzing and solving complex problems with Solves urgent, high impact problems first. Analyzes Needs help analyzing and prioritizing problems. Has difficulty incomplete or conflicting information accurately and quickly. critical problems and stays focused until they are articulating rationale for decisions, and may at times draw Skilled at comprehending cross-divisional opportunities. successfully resolved. inappropriate conclusions from analysis. Proactively anticipates, analyzes and solves problems.

RESULTS ORIENTATION Definition Driven to achieve aggressive goals and objectives. Fosters wise use of scarce resources and makes solid academic and financial decisions that contribute to the accomplishment of plan goals and improved University reputation. Strength On Target Development Need

Sets goals and strives to achieve them. Steadfastly pushes Creates effective plans. Organizes, informs and Does not always achieve planned targets and growth objectives. self and others for results. Creates innovative, ambitious plans supports resources to achieve goals. Makes sound Is not able to integrate multiple activities into a cohesive, which align with unit and University goals. Develops and decisions based on facts and experience. actionable project. implements reliable, effective metrics to measure outcomes.

INNOVATION Definition Champions innovative ideas and implements them. Actively looks for opportunities within and outside of the division that will add value. Parlays existing knowledge alongside new ideas to create new programs or processes. Strength On Target Development Need

Skilled at identifying, proposing and developing improved Understands the value of quality improvement. Needs guidance in implementing alternative methods, which will college, division, and University processes. Consistently offers Identifies process impediments and redundancies, improve the quality of processes. May prefers to continue to do original, inventive ideas that significantly improve productivity, then recommends changes. things as they always have been done. quality and service.

COLLABORATION Definition Develops cooperative relationships throughout the University and among all constituencies. Encourages others to express candid and contrary views. Treats others with fairness and consistency. Strength On Target Development Need

Skilled at encouraging cooperative relationships based on Builds and maintains effective working relationships May not be aware of, or responsive to, the needs of co-workers, mutual respect and trust. Creates opportunities for self and with peers and campus partners. Works effectively and direct reports, or others in the University. Has difficulty building others to improve working relationships and work outcomes. cooperatively with others. strong, mutually beneficial working relationships. Listens openly and actively. Leads colleagues to inspired cooperation and teamwork in support of department and University goals. DECISIVENESS Definition Weighs and takes appropriate risks. Plans and prioritizes resources. Responds to requests quickly and accurately. Strength On Target Development Need

Actively pursues and meets organizational objectives. Makes sound decisions based on facts and May need assistance in developing work plans. May need extra Decisions consistently support and facilitate desired outcomes. experience. Addresses problems quickly and encouragement to take on new or ambiguous tasks. Often defers Makes clear, transparent and timely decisions that align with effectively. decision-making to others. organizational and departmental goals.

COMMUNICATION Definition Allows for open exchange of ideas without defensiveness. Shares both good and bad information openly and honestly with others. Strength On Target Development Need Provides candid feedback on a regular basis. Maintains open, honest dialogue with co-workers and Keeps communication to a minimum; reticent to share thoughts Models openness and transparency in sharing information with campus partners. Effective communicator: and ideas. Has difficulty tailoring communication to the needs of campus partners and stakeholders. Encourages others to knowledgeable and concise; actively listens to and others; communicates too much, too little or too late. share ideas and integrates others’ thoughts and opinions. synthesizes perspectives of others. Gives others the information they need in a timely manner.

MISSION Definition Reflects the mission, vision and values of SJU in decision making, relationship building and job performance. Strength On Target Development Need Demonstrates Ignatian values consistently in the performance Understands the university’s mission, vision and Has difficulty articulating an understanding of the mission, vision of job duties, in decision making and in relationship building. values, and reflects them regularly in decision making, and values of SJU. Does not seek out opportunities to learn more Translates University mission statement, vision and values into relationship building and job performance. about the university’s mission, vision and values. strategies and action plans.

BUDGET MANAGEMENT Definition Manages program, departmental or divisional financial resources successfully. Strength On Target Development Need Ensures the program/department/division meets budget Ensures budget goals and forecasts are met. Monitors Does not meet budget goals and forecasts. Demonstrates a goals and forecasts. Monitors resources regularly. Models resources regularly. lack of understanding of budget components. ways to balance cost reduction and continuous improvement of services. VISION AND LEADERSHIP Definition Translates strategies into action plans. Provides leadership for academic, financial and cross-departmental initiatives. Effectively surveys the campus environment to anticipate issues and determine ways of minimizing problems that could deter progress. Strength On Target Development Need

Contributions consistently add value: output is consistently Effectively contributes to team efforts; work is Contributions and work efforts often do not reflect an professional, practical, and high quality. Effective at professional and high quality. Assists others in understanding of unit and departmental goals. Shows little communicating a clear vision to others and serves as a model. developing skills and knowledge. Directly influences initiative in terms of widening sphere of influence on campus, Exhibits strong leadership capacity that others respect and decisions and actions that support departmental and hindering ability to achieve more strategic goals and initiatives. follow. Motivates others in the division to perform. organizational goals.

TALENT MANAGEMENT Definition Attracts and selects high caliber people. Understands the benefits of a diverse workforce. Seeks talent to improve the University’s competitive position. Strength On Target Development Need

Hires, coaches and develops staff to ensure optimal Coaches for improved performance; encourages Coaches intermittently; usually to correct mistakes or give productivity; recommends opportunities for staff to expand and “outside the box” thinking. Understands the benefits of negative feedback. May need guidance determining which enhance skills; encourages creative solutions. Skilled at a diverse workforce. Inclusive and open to new people competencies candidates must possess to be successful within attracting and selecting high caliber people of diverse and ideas. the division and campus during hiring. May show more concern backgrounds and experiences from both inside and outside the for immediate needs than for the long-term vision of the division University. Actively creates an inclusive and welcoming when selecting talent. environment for diverse individuals and groups across campus. Section III. OVERALL APPRAISAL

Exceeds Expectations: Performance consistently exceeds job requirements, in terms of quality and quantity of work performed. This employee has undertaken or accomplished complex assignments and tasks, or sought to expand the breadth of work responsibilities. Meets Expectations: Performance consistently measures up to requirements and responsibilities of the job. Employee completes work accurately with little supervision. Improvement Needed: Performance meets some, but not all, job requirements. This employee needs coaching, counseling, and/or training to fully meet the requirements of the position. Unsatisfactory: Performance is below job requirements and less than acceptable. A corrective action plan has or is being developed to include specific training, coaching, or other support, with a timetable to achieve specific results. Employee will be re-reviewed against the plan objectives according to the timeline established in the plan.

SUMMARY COMMENTS (Manager): (Include comments related to overall performance. Suggested language includes needs improvement in, contributes to, enhances, could benefit from, requires more, etc.)

______

Manager’s Signature Date

EMPLOYEE COMMENTS: (optional) ______

______

I acknowledge receipt of this performance evaluation.

Employee’s Signature Date