Performance Appraisal
Exempt Employee
Employee Name: Billy Flynn
Manager Name:
Job title: Creative Director
Review Period From: April 2015
To: April 2016
Instructions:
 Staff will review evaluation tool collectively.
 Review of employee performance should be objective and fact-based, incorporating the views of the employee,
the manager.
 Employee and manager should complete the appraisal separately. Employee will submit employee evaluation
draft to Manager and a date/time will be set to compare and discuss. Manager then completes final appraisal
document.
 The form is divided into 3 sections: Core Competencies, Performance Goals, and Development Discussion.
Managers can use discretion when weighting sections as various goals/competencies differ in importance.
 The final rating should be a fair reflection of the employee’s overall performance for the specified period.
 After reviewing the employee’s prior period performance, the manager and employee should discuss and
mutually agree on goals/accountabilities and development actions for the next period.
Section I: Core Competencies
Core Competencies are essential behaviors every employee must demonstrate for the overall success of the
Foster & Adoptive Care Coalition. Bulleted descriptors of each competency are guidelines and can be adapted, as
necessary. For each competency category, place a rating in the appropriate box and briefly explain why this rating
is appropriate, providing examples of specific behaviors.
Exceptional (1)
Highly Effective (2)
Solid Performance (3)
Needs Improvement (4)
Not Effective (5)
Consistently and significantly exceeds expectations of the job in all areas.
Consistently exceeds expectations in most areas, surpassing performance objectives.
Performance consistently fulfills expectations and at times exceeds them.
Performance does not consistently meet expectations.
Even with additional coaching and supervision, does not meet expected levels.
Core Competencies
Rating
Customer Focus
2
While I don’t work directly with our
clients, I do work to make certain that the
Coalition’s principles are reflected in the
work I produce. I also respond very
quickly to coworkers and consumers.
1
I have great working relationships with
my coworkers from all of the Coalition’s
varied departments, and we work
together very effectively.
 Adheres to and demonstrates the Coalition principles that are aligned
with the organization’s mission.
 Supports a client-centered culture
 Efficiently and effectively responds to coworkers and consumers
Teamwork and Cooperation—Coworkers and Consumers
 Communicates and cooperates with others to develop good working
relationships
 Solicits and shares ideas for best practices; fosters collaboration
among peers and throughout the organization
 Fosters commitment and support for people of diverse backgrounds
and perspectives
 Takes appropriate measures to ensure budget and expense control
1750 S. Brentwood Blvd., Suite 210
t 800.FOSTER.3
 Plans, organizes
and prioritizes work to meet deadlineso 314.367.8373
Saint Louis, Missouri 63144
 Develops and supports creative solutions to work problems
 Manages time effectively
Comments
w www.foster-adopt.org
f 314.241.0715
1
Resourcefulness
1
We were under budget for printing
expenses in 2015!
1
I believe I’ve been consistently flexible
and open to change, and that I make
myself available whenever it will benefit
the Coalition.
2
I set a high bar for the work that I do, and
if there’s an issue with that work, I’m
quick to admit the problem and make
changes accordingly.
 Takes appropriate measures to ensure budget and expense control
 Plans, organizes and prioritizes work to meet deadlines
 Develops and supports creative solutions to work problems
 Manages time effectively
Flexibility
 Supports and encourages new ideas and changes
 Proactively adjusts to work within new structures, processes,
requirements or cultures
 Responds quickly and positively to change
Commitment
 Sets high standards for personal performance
 Demonstrates accountability, dependability, accuracy and initiative in
approach to work
Management
 Focuses on agency-wide success
 Drives for results to meet strategic goals
 Considers long-term view in planning, goal setting and decision
making; anticipates obstacles and opportunities
 Takes ownership and accountability for actions and outcomes
 Possess the appropriate level of profession or functional
knowledge/expertise
People Management
 Attracts and develops talent for the organization; encourages
diversity and inclusiveness in staffing decisions.
 Leads by example; shows commitment through action
 Frequently communicates vision, goals and priorities
 Establishes an atmosphere of participation, accountability and
teamwork
 Supports others in goal achievement, ongoing feedback, coaching
and delivering performance appraisals
 Recognizes and rewards staff
Decision Making
 Able to identify critical issues, determine the causes, and react
appropriately
 Makes effective decisions based on available information
 Effectively incorporates fact and intuition in making decisions and
anticipates logical consequences
 Decisions support the long term strategies of the program and larger
organization
Agency/Job Specific Competencies
4
The nature of my job is such that I
take a sort of constant micro view of
the Coalition. I sometimes struggle to
take a moment to see the agencywide macro goals.
NA
3
Rating
Comments
List additional job knowledge, skills and attributes necessary for your
specific program success
2
Section II. Performance Goals
Clear performance objectives provide the foundation for job success. The Executive Director, together with employees,
establishes specific, measurable, attainable goals with time lines and standards for measuring results.
The goals reflected below should have been established and communicated prior to the performance appraisal. Add additional
goals as needed. For each goal, place a rating and briefly explain why this rating is appropriate, providing examples of specific
behaviors and results.
Performance Goals (review period)
Performance Results (review period)
List major goals/accountabilities/responsibilities
Goal#1:
Describe results achieved/significant accomplishments
Results:
Rating:
Mobile website
We’re getting pretty close!
Goal#2:
Results:
FACC Branding guide
Fewer proofreading errors
While this did not happen, I have a sense that our
brand is beginning to take shape and coalesce.
Results:
Rating:
Our refresh email open rates have gone down, bu
our open rate from emails to parents has gone up,
and our open rate from emails to volunteers has
also increased.
Results:
Rating:
Certainly has not been eliminated, but my
general feeling is that errors have gone down.
Goal#5:
Results:
Goal#3:
Increase email open rates
Goal#4:
Rating:
Rating:
RATING and WEIGHTING
The Executive Director may use discretion in assigning weights to the above two sections. It is generally not recommended
weighting one section greater than 70% of the total job. Weights should add up to 100%. Be consistent in assigning weights for
similar jobs and job families. Ratings for each section should be averaged and multiplied by the percentage for that section.
For Ex: If I average rating is a 2.5 and the weight assigned to that section is 69%, then the rating for Section I would be 2.5 X
.60 = 1.5
Add sections I & II for a final rating. Keep in mind the final rating needs to be a whole number. Fractions should either round up
or down OR review ratings descriptions and make a determination
Section I Average
X
Section I Weighting
%
=
Section II Average
X
Section II Weighting
%
=
TOTAL
=
Overall Performance Summary
3
OVERALL RATING (Section I & II)
Exceptional (1)
Highly Effective (2)
Solid Performance (3)
Needs Improvement (4)
Not Effective (5)
Consistently and significantly exceeds expectations of the job in all areas.
Consistently exceeds expectations in most areas, surpassing performance objectives.
Performance consistently fulfills expectations and at times exceeds them.
Performance does not consistently meet expectations.
Even with additional coaching and supervision, does not meet expected levels.
Performance Rating
Section III: Development Discussion
This section should be used to identify strengths, areas for improvement, career development activities, and performance goals
for the next review period. It should be completed by the supervisor/manager in collaboration with the employee.
Performance Development Plan
Describe identified area for development that will support the employee in his/her current or desired future roles.
Performance Goals for Next Review Period
List major goals/accountabilities/responsibilities for the next review period.
1. Create a date by date communications calendar
2. Implement a new Coalition website
3. Create a downloadable media guide for reporters to quickly unpack a story about the Coalition
4. Keep the website consistently updated with accurate information
5.
Employee Comments
Director Comments
4
Signatures
EMPLOYEE’S SIGNATURE
TITLE
DATE
TITLE
DATE
□ I DO NOT CONCUR (USE EMPLOYEE COMMENTS)
SUPERVISOR’S SIGNATURE
□ I HAVE PERSONALLY DISCUSSED THE CONTENTS OF THIS DOCUMENT WITH THE EMPLOYEE
NEXT HIGHER LEVEL SUPERVISOR SIGNATURE (REVIEW) TITLE
DATE
AGENCY HEAD SIGNATURE (REVIEW)
DATE
5