SUMMARY The Performance and Evaluation program is designed to help assure that you are treated as an individual in your

career with Shasta College. It is intended to accomplish three specific goals: Let you know what's expected of you in your present job and ways to do that job better. Rate your performance on the basis of your actual contributions to the College. Help you develop your talents to achieve your maximum potential. APPLICATION--SUPERVISION In order to fulfill the objectives of the Performance Evaluation and Development, it is necessary that the results of the evaluation accurately reflect the individual's performance and that these results are discussed with the employee in an objective manner. PLANNING FOR DISCUSSION--The Supervisor who conducts the discussion should prepare beforehand. He/she should carefully plan an approach best suited to the individual. He/she should make every effort toward a constructive discussion--one that will foster mutual understanding and respect. The time should be selected so that the discussion will not be hurried or interrupted. The discussion should be conducted in private and the employee put at ease. THE DISCUSSION--Be sure the employee understands the real purpose of the Performance Evaluation and Development Program, and how appraisals are made. He/she should be told that this particular discussion is a part of that program. In discussing the appraisal, show appreciation for each element of good performance. Explain fully the reason for the appraisal on each point. Do not dwell at length on past failures, if any, unless there is a good reason for doing so. Give the employee every opportunity to ask questions and express his/her own feelings. Guide the discussion into suggestions and plans for improvement and progress. A successful discussion of the appraisal will inspire in the employee the feeling that his/her supervisor is interested in him/her as an individual and in helping him/her improve. Ask the employee to acknowledge that the performance evaluation discussion was held. Complete the section and provide other comments if any. Indicate comments by the employee. Sign the form and forward it to the appropriate vice president. APPENDIX A OVER-ALL PERFORMANCE level definition: The following phrases are descriptive of the various performance areas. The performance areas are meant to define overall level of performance. Supervisors should review the various descriptive phrases and decide which group of phrases best describes the overall performance of the rated employee.

PERFORMANCE UNSATISFACTORY: Use of this performance areas implies that the employee: Has been on the job long enough to have shown better performance and should be told immediate improvement is needed to avoid corrective action. Is creating a morale problem with those who have to help carry the load (including yourself). Doesn't seem to have the drive or the know-how to do the job and might be better off on some other job. More than likely recognizes that the job is not getting done satisfactorily. Just doesn't seem to grasp the situation no matter how many times you explain things. You have had adverse comments form outsiders concerning performance. Seems to make one goof after another, some of them repeats. Apparently does not have the background to grasp the work. PERFORMANCE FAIR: Use of this performance area implies: Performance is not really poor but if all your people were of this performance level, you would be in trouble. You need to see improvement but in the meantime the job usually gets done. Some of your people have to "carry" this employee on occasion. Can't always be depended on to complete assignments unless you keep reminding and checking on progress. Has not been on the job long enough to have developed thorough familiarity and competence in all phases of position to which exposed. PERFORMANCE SATISFACTORY: Use of this performance area implies: This person is doing a full, complete and satisfactory job. The performance is what is expected of a fully qualified and experienced person in the assigned position. You would not expect or require significant improvement. If there is improvement, it is a plus factor for your department's effectiveness. If not, you have no reason to complain. If all your employees were this good, your total departmental performance would be completely satisfactory. (In your judgement and your manager's too.) You almost never get complaints form others with whom the employee interacts. Errors are few and seldom repeated. Demonstrates a sound balance between quality and quantity.

Does not spend undue time on unimportant items; neglecting problems or projects that should have priority. Makes inputs you can quote with confidence. Requires only normal supervision and follow-up and almost always completes the work or projects on schedule. Has shown competence in all phases of position to which exposed. You consider this employee a good solid member of your team and feel reasonably secure in giving any kind of assignment within the scope of the grade. PERFORMANCE ABOVE AVERAGE: Use of this performance area implies the employee: Meets all and exceeds many position requirements on a continuing basis even on some of the most difficult and complex parts of the job. Regularly accomplishes more than you expect. Often provides "extras" in performance of assigned responsibilities and is a self-starter. Normally does a thorough and complete job with minimum direction. Thinks beyond the details of the assignment and works toward the overall objectives of the department. Is usually able to take on some extra projects and tasks without defaulting in any of the regular activity fields. Is considered promotable in the near future based on demonstrated performance. PERFORMANCE SUPERIOR: Use of this performance area implies: This person significantly exceeds all position requirements on a continuing basis even on the most difficult and complex parts of the job and seizes the initiative in development and in implementation of challenging work goals. Demonstrates a knowledge that normally can be gained only through long periods of experience in the particular type of work. Thoroughly completes each project or job tackled with little or no supervision, including those which are newly assigned. Regularly takes on additional projects and tasks without defaulting on the normal activity fields. Shows exceptional authority of knowledge. Does most of his or her own advance planning, anticipates problems and takes appropriate action.

- Confidential SHASTA COLLEGE

Annual
Name: From: Employment date: Position Title:

Classified Personnel
PERFORMANCE EVALUATION AND DEVELOPMENT

Interim
To:

Probationary

Evaluation period covered:

Time in present position:

Department/Division:

DEFINITION Position: Duties and Responsibilities (describe briefly major objectives of this job)

Overall Performance RATING Summarize by rating the employee against the total requirements of his/her present job: Supporting Observation: * Superior performance One of the very best * Above Average Consistently well above what is expected * Satisfactory Meets the requirements of the job * Fair Generally okay, but some improvement needed * Unsatisfactory Not up to requirements of the job * These ratings must be substantiated by supporting observation and examples. Conference with employee * Appraised also by: Immediate Supervisor held on: Group Appraisal, For factors: including Supervisor * Employee Comments: yes attached none

Appraisal made by:

RECOMMENDATION: Retention in this position Placement on the next salary step:

Evaluated by: Non-retention For office use only (payroll data): Classification: Range Current Step * Next Step (if due) $ $ $ Note: Immediate Supervisor Signature Date

* To be granted if due and performance satisfactory or better

Page 1

Employee Signature

Date

PERFORMANCE EVALUATION (To be based on appropriate list of job duties and responsibilities developed from Job Description and assignment which provide a common understanding of the job objectives.) Rating Scale 1. 2. 3. 4. 5. Outstanding Superior performance; significantly exceeds job requirements. Above Average Consistently well above what is expected. Satisfactory Meets the requirements of the job. Properly trained and qualified employees are expected to meet this level. Fair Improvement needed. Unsatisfactory Not up to required standards of the job; performance unacceptable. Performance Level 1 1. JOB KNOWLEDGE Understanding of all phases of his/her work and related matters. Knowledge applied with respect to total job. 2 3 4 5 Supporting Observation

Performance Factors

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

2.

QUALITY OF WORK Thoroughness, neatness, accuracy, meeting accepted expectations of the position (Acceptability of work produced).

3.

JOB EFFORT Work output relative to schedules, expectations under normal conditions (Amount of acceptable work).

4.

INITIATIVE Self starting and acting on own. Amount of direction needed.

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Employee Signature

Date

Performance Factors

Performance Level 1 2 3 4 5

Supporting Observation

5.

JUDGMENT Adequacy of judgment applied as required by job responsibilities.

1 2 3 4 5 1 2 3 4 5 3 4 5 3 4 5

6.

COOPERATION and Support to others relative to job responsibilities. Effectiveness in working with others. Attitude towards work.

7.

ATTENDANCE

8.

SAFETY Understanding and application of safe practices observes safety rules.

Following items only for SUPERVISORY Personnel evaluation 9. LEADERSHIP Ability and effectiveness as a supervisor. Ability to lead and train others and to get results through teamwork.

1 2 3 4 5 1 2 3 4 5

10. PLANNING & ORGANIZATION Organizes and plans work effectively; makes sound decisions; acts on basis of facts; plans for long-range results. Analytical ability; ability to communicate.

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Employee Signature

Date

Employees major work-related STRENGTHS

Employees major work-related areas that need strengthening:

Additional achievements and qualifications describe other factors not brought out in previous sections, thought to be important to his/her effectiveness in current job.

DEVELOPMENT Discussion Summary: Concerning employees development in his/her present assignment: a) On what factors was it agreed to try and improve?:

b)

What development activities were planned with and for the employee to help him/her develop him/herself on these factors?:

c)

Employees desires, job preferences, attitude, self-development activities, etc.:

COMMENTS: Potential: How would you evaluate this persons potential--the capacity for advancement? (Consider basic abilities, interest in advancement, previous training, knowledge of the job, proficiency in skills and techniques, etc.) For what particular jobs and when ready? Supporting Observation:

Employee comments, if any: ____________________________________________________________________________ ____________________________________________________________________________________________________ (Use additional pages as needed.)

Discussed with the employee by:

This evaluation and development report has been discussed with me.

Signature

Date

Employee Signature

Date

NOTE: Signature of employee acknowledges only that the evaluation was discussed and that a copy has been reviewed. The signature is not an indication that the employee concurs with the contents. Page 4 Adopted by Board 4/26/78