Performance Level Initiative Creativity Productivity Extended (Highly Effective) o o Resourceful in carrying out both core and extended job responsibilities Finds ways to contribute to the broader goals and work of the organization o Frequently creates ways to improve on the conduct of own duties and on the conduct of broader organizational functions o Innovative worker. Creates new ways of increasing productivity either for self, coworkers, or the broader operations of organization o o Developed (Effective) o o Resourceful in carrying out core job responsibilities Will volunteer to assist in areas outside of core job responsibilities without being asked o o Consistently looks for and is open to suggestions for improvements to the conduct of job duties Frequently creates ways to improve on the conduct of job duties o Efficient worker. Rarely behind, but if that happens, initiates or works with supervisor to make changes in work flow and processes to avoid falling behind in the future o o Basic (Minimally Effective) o o Requires only minimal supervision to carry out basic job responsibilities Will go beyond basic job responsibilities and assist in areas outside of core job responsibilities when o Implements duties as prescribed, is open to suggestions for how to improve upon the conduct of those duties, and occasionally initiates an improvement o Steady worker. May occasionally fall behind, but seeks out solutions and/or assistance from a co-worker or supervisor for catching up o o Ineffective o o Requires consistent supervision to carry out basic job responsibilities Responds minimally or not at all to requests to assist in areas outside of core job responsibilities o Carries out duties only as explicitly prescribed by someone else and/or is resistant to suggestions for improvement o Slow worker. Frequently falls behind and does not seek out solutions for catching up o o
Additional Evaluation Elements for Management Positions Performance Level Supervision Vision Systems and Processes Capacity Development Extended (Highly Effective) o o Provides with timely, constructive, and effective feedback to guide their development Provides support and encouragement to reach commonly developed goals o Provides leadership and support for the creation of shared organizational mission and vision along with aligned goals and strategies o Offers creative solutions to enhance the systems and processes for the broader organizational functions Assists in assessing staff capacity for achieving the organizations mission, vision and goals Assists in planning for growth and development in key capacity development areas o o Developed (Effective) o Provides staff with timely, constructive, and effective feedback to guide their development o Articulates a vision for area of responsibility, a shared vision with staff, and alignment of goals and strategies to that vision o Has refined systems and processes for own work and assists staff in refining systems and processes for their work o Assists staff in identifying meaningful performance growth targets, developing effective performance growth plans, and monitoring both the implementation and impact of those plans o Basic (Minimally Effective) o Maintains oversight of staff performance, but has not refined the skills or processes for providing timely, constructive and effective performance feedback o Articulates a clear vision for area of responsibility, but has not established a shared sense of vision with staff or alignment of goals and strategies to that vision o Has developed some basic systems and processes for managing own work and works with staff to help them develop systems and processes for their work o with staff to identify performance growth areas and performance growth plans, but is not consistent in monitoring the implementation of those plans o Ineffective o Fails to provide adequate oversight of staff performance and/or provide timely or constructive feedback o Does not articulate a clear vision for area of responsibility o Is disorganized and/unstructured in own work and does not provide any structure for the work of others o Does not work with to identify performance growth areas and/or develop performance growth plans o