- Exceptional: Work is consistently accurate, and complete. Errors are few. Customers are also very pleased with the performance of the employee.
- Acceptable: Work that is usually accurate and customer complaints are minimal.
- Poor: Frequently error ridden work that must be redone by the employee or someone else. Customer complaints are frequent.
ATTITUDE: Ability to work with others. How does the employee react to supervisors, coworkers, and customers?
- Exceptional: Works well with others, is cheerful and accepts assignments willingly.
- Acceptable: Works well with others and usually has a positive outlook.
- Poor: Works poorly with others, complains frequently, and becomes inordinately irritated with customers.
PRODUCTIVITY: Amount of satisfactory work, timeliness of completed tasks, and contribution to profits.
- Exceptional: Amount of work exceeds requirement and is produced on time. Significant contribution to profits.
- Acceptable: Produces amount of work that is satisfactory while meeting required deadlines.
- Poor: Does not produce required amount of work, rarely makes deadlines, and provides the potential for profit loss through mismanagement of time and resources.
INITIATIVE: Knowledge and comprehension of fundamental responsibilities, and ability and desire to work independently.
- Exceptional: Thorough understanding of assignments and tasks. Works well independently without supervision. Makes proper decisions.
- Acceptable: Understands responsibilities and can work independently but defers decisions to supervisor.
- Poor: May or may not be capable of independent action but nevertheless unwilling to take action without direct supervision.
In addition to these, select other characteristics that are relevant to the position like dependability, independence, and integrity. It’s as easy as one, two, three.
Step one: Begin the performance review with a positive affirmation. Tie the affirmation to a specific character strength, such as: “What I see in you is dependability. I can count on you to complete your duties accurately and on time.” Not a generality: “You’re doing a good job.”
Step two: After you have rated his/her performance, get agreement from the employee on your assessment. Then describe your “vision” or your desired outcome for the employee. (Here’s where our boss can raise the bar for greater productivity.) Next outline steps of action with a timetable for completion.
