Consistently strives to provide excellent customer service. Treats everyone as a valued customer, whether internal to the team/department or external such as students/other constituents. Unacceptable (1)/Marginal (2)Īccountable for Results: Does not set, accept or achieve challenging goalsĪccountable for Results: Makes incomplete or unrealistic commitments needs frequent reminders to complete tasksĪccountable for Results: Demonstrates a lack of thoroughness or accuracyĪccountable for Results: Does not complete tasks when problems arise gives up at the first obstacleĪccountable for Results: Diminishes positive achievements of others does not take responsibility for own negative results and problemsĪccountable for Results: Sets, accepts, and achieves challenging goalsĪccountable for Results: Makes realistic commitments and follows throughĪccountable for Results: Demonstrates clear standards for quality results maintains timeliness and qualityĪccountable for Results: Effectively completes tasks even when obstacles come upĪccountable for Results: Asks questions needed to accomplish tasksĪccountable for Results: Acknowledges other’s positive achievements takes responsibility for negative results and problemsĪccountable for Results: Seeks out new goals and exceeds themĪccountable for Results: Takes calculated risks that achieve quality resultsĪccountable for Results: Encourages and supports others to take responsibility for results is a role model for othersĪccountable for Results: Remains effective in the face of significant and/or long term obstaclesĪccountable for Results: Models openness and transparency in sharing informationĪccountable for Results: Takes responsibility for personal and organizational success and failure Takes responsibility for accomplishing goals and achieving quality results. The reference tool below helps define observable behaviors for performance reviews based on the following rating scales:ġ) Unacceptable: Performance consistently fails to meet the minimum expectations for this job duty/responsibility/position goal/previously identified development need.Ģ) Marginal: Performance meets some, but not all of the expectations for this job duty/ responsibility/position goal/ previously identified development need.ģ) Meets Expectations: Performance consistently meets the expectations for this job duty/responsibility/position goal/ previously identified development need.Ĥ) Exceeds Expectations: Performance frequently exceeds the expectations for this job duty/responsibility/position goal/previously identified development need.ĥ) Exemplary: Performance is consistently superior and significantly exceeds the expectations for this job duty/responsibility/position goal/previously identified development need.Ĭlick on a behavior below to find definitions and examples of observed behaviors by varying performance levels. These behaviors integrate what was observed being demonstrated, or not demonstrated, which contributed to the employee’s resulting performance for this job duty, responsibility, or position goal. The 30 behaviors listed below replace the Universal Performance Dimensions and Job Specific Competencies. Identifying the right behaviors while planning, observing them throughout the year and adding as necessary provide clarity to both employee and supervisor. They help distinguish between exceptional performance, unsatisfactory performance, and everything in between.īehaviors when discussed between supervisor and employee significantly add to the likelihood of successful performance outcomes. It’s about how the job is performed.īehaviors matter. But it’s not just meeting the expectations of a job. Job duties and responsibilities are important in establishing performance expectations and reviews.
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