Employee Performance Improvement Plan Worksheet
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Employee Performance Improvement Plan Worksheet

Worksheet
Performance Coaching Planning Worksheet Employee:

A.Great Performance Outcomes What is GREAT performance for this position? What GREAT performance outcomes represent the target for the employee’s work?
B.Area of Performance Strength Describe the area where the employee displays performance strength.What aspect of performance is going especially well? What specific performance outcomes does the employee consistently achieve or exceed?

C.Area for Performance Improvement or Growth Describe the area where the employee could improve or grow most significantly in the job.What aspect of performance is not working as well as it could? What specific performance outcomes do you believe the employee could improve upon?

2001, Russell Consulting, D.

Identifying Underlying Causes Limiting Improvement or Growth What are the most likely underlying factors that might be limiting the employee’s improvement or growth in performance?

Use the Nine-Plus-One handout to identify possible causes.

List the most significant possible causes and barriers and for each identify what can be done (by the employee, the coach, and others in the organization) to root out and address the cause.Underlying Limiting Cause/Barrier Actions to Address Cause

E.Developing Performance Improvement Goals Define the specific performance improvement goal the employee should achieve.

What behaviors do you want more of?

What do you want improved?

List at least two specific performance improvement goals and how you will know if they have been achieved (how success will be measured).1.Positive Behavior or Outcome Goal Method for Measuring Success

Specific employee behaviors that will enable the performance goal to be , Russell Consulting, 2.Positive Behavior or Outcome Goal Method for Measuring Success

Specific employee behaviors that will enable the performance goal to be .

Positive Behavior or Outcome Goal Method for Measuring Success

Specific employee behaviors that will enable the performance goal to be .Coaching Actions to Support Performance What specific actions might you take that will help enable the employee to achieve his or her performance improvement or growth outcomes or goals?

What guidance, training, tools, equipment, information, etc.could you help make available to enable the employee to be successful? Coaching Actions To Support Employee Performance

2001, Russell Consulting, Coaching Actions To Support Employee Performance
G.Preparing for the Performance Coaching Discussion What actions must you take in advance to prepare for the coaching discussion?

What performance analysis, root cause exploration, or data collection should you do in advance of the discussion?

What support do you need to get in advance from your boss?

What questions will you ask the employee to consider prior to the session?

H.Preparing for Denial & Defensiveness What response/reaction do you expect from the employee?

What types of behaviors have you seen in the past?

How will you prepare for and deal with defensiveness and denial?

2001, Russell Consulting, .
Performaceimprovementplan
Talk with your Department Manager to clarify department goals and priorities.Define what it takes to be effective in the staff member's position
Performance expectations should be specific, objective, and measurable.Indicate the date by which the expected level of performance is to be achieved.

8) Progress toward attainment of expected performance levels should be reviewed on a regular basis, such as once a week or monthly.During review meetings, the staff member's actual performance should be compared to expected results, and the staff member should be given objective feedback regarding his/her progress.

If satisfactory progress is not made by the staff member, the supervisor should consult with the Director or Assistant Director, Human Resources, and the staff member is to be informed of the consequences.

Schedule a meeting to review this Worksheet with the staff member, and schedule follow.
Classified employee evaluation guidelines 2005
Employee Relations and Development 5/12/05

Page 9 SECTION I – Performance RatingsUse the following guidelines for rating levels: Below minimum: Employee does not meet minimum standards in this category.Needs to improve: Performance must improve for employee to be successful in this category.Consistently meets: Employee consistently meets and occasionally exceeds performance Often exceeds: Employee often exceeds performance standards.

= Use only if there has been no opportunity to observe performance in this category.Below minimum Needs to improve Consistently meets Often exceeds 3.Work Orientation
A.Displays interest and takes initiative in performance of job duties
B.Adjusts to change and responds positively to suggestions for improvement
C
employee performance improvement plan worksheet
.Willingly acquires new skills and learns new procedures
D.Keeps supervisor informed as needed (e.g., work activities, potential problems, etc.)
E.

Actively seeks to assist co-workers as time and responsibilities permit
F.

Strives to continually improve performance
COMMENTS (If you rated the employee “Below minimum” or “Needs to improve” for any category in this section, please describe the action necessary for the employee to perform successfully.

You will enter this in a separate Performance Improvement Plan in Section IIIA of the on-line evaluation.
4.Contacts With Others
A.

Provides appropriate assistance with professionalism and courtesy
B.Contributes to a cooperative climate
C.Works effectively with others
COMMENTS (If you rated the employee “Below minimum” or “Needs to improve” for any category in this section, please describe the action necessary for the employee to perform successfully.

You will enter this in a separate Performance Improvement Plan in Section IIIA of the on-line evaluation.
5.Supervisory Skills
Does this employee supervise other of employees supervised:
Other ______________
A.Demonstrates effective supervision
B.Keeps staff updated on policies and procedures
C.Takes prompt action to resolve job and performance problems
D.

Provides necessary feedback to staff
E.

Promotes teamwork with an emphasis on working toward common goals
COMMENTS (If you rated the employee “Below minimum” or “Needs to improve” for any category in this section, please describe the action necessary for the employee to perform successfully.You will enter this in a separate Performance Improvement Plan in Section IIIA of the on-line evaluation.
APPENDIX C - Procedural Steps for Evaluation Program

1.Employee Relations and Development notifies supervisors that the process is underway.

2.Supervisor reviews data pertinent to evaluation process.3.Supervisor completes Section I of evaluation worksheet and drafts comments for Section II, consulting next level of management prior to meeting with employee, as appropriate.

Supervisor determines what kind of employee development plan is appropriate.4.Supervisor schedules evaluation meeting with employee giving at least one week's notice.

5.Employee prepares for meeting and drafts comments for Section II.6.Evaluation interview occurs, during which supervisor and employee review Section I, discuss responses to Section II and employee development plan, if appropriate.7.Supervisor responsible for completion of Section II.

8.Supervisor responsible for completion of Section III.9.Supervisor and employee complete employee development plan, if appropriate.

10.Supervisor finalizes on-line evaluation and employee development plan and prints a hard copy.

11.Employee and supervisor sign printed form.12.Form is submitted to next level of management for review and signature.13.Department gives copy of finalized form, with signatures to employee.

14.Department sends original to Human Resources – Records by June 30.

Employee Relations and Development 5/12/05

Page 14 Employee Relations and Development 5/12/05

Page 15 APPENDIX D - Improving Communication: Tips for Supervisors and Employees

The performance evaluation process requires constructive feedback not only from the supervisor to the employee, but from the employee to the supervisor.

The supervisor provides feedback concerning the employee’s work performance.

The employee should also provide feedback with particular attention focused on the factors positively and negatively impacting performance.

The employee actively participates in setting goals and objectives.Feedback is a two-way process.

The following are some tips for giving and receiving feedback.

GIVING CONSTRUCTIVE FEEDBACK

Give Positive Feedback Before Negative.

Most people respond to praise, encouragement, and recognition.

Preface negative feedback with a positive statement, and it is more likely to be favorably received.

For example, “I appreciate the time you take to give me specific instructions when assigning projects.

However, I am often rushed by the deadline you set.”

Be Specific.Give specific details and/or examples.

Detailed feedback provides more opportunity for understanding and learning.

Avoid general comments such as, “That was good.”

Instead, explain how it was good.

For example, “The way you organized the information in that report was helpful to me because ...”

Focus on personally observed behavior; avoid hearsay.

Allow the Other Person to Accept or Reject Your Feedback.

Refrain from attempting to force opinions or attitudes on another.

At best, a demand for change is met with initial resistance; at worst, inflexibility and feelings of resentment.

Skillful feedback offers people information about themselves which they
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