Employee Performance Management System
General Performance Characteristics
Communication Ability - the effectiveness with which the
employee presents accurate information both verbally and in writing.
Relationships with Others - the extent to which the employee
establishes positive relationships with co-workers (for example,
being a good team worker, being tactful and courteous with co-workers).
Ability to Work Without Supervision - the extent to which
the employee can work by himself/herself; requiring very little
supervision and is self-sufficient in assuming the duties of the
Accuracy of Work - the degree to which the employee makes
mistakes or errors that require correction.
Appearance - the physical appearance of the employee at
work; cleanliness, grooming, neatness and appropriateness of dress
for the job.
Cooperation - the extent to which the employee cooperates
with supervisors, associates and those for which work is performed.
Dependability - the extent to which the employee can be
relied upon to meet work schedules and fulfill job responsibilities
Use of Work Time - how effectively and efficiently the employee
uses his/her time to accomplish his/her job tasks (for example,
does not wait until the last minute to work on important projects).
Meeting Schedules - the extent to which the employee efficiently
completes his/her work and effectively meets deadlines.
Punctuality - the extent to which the employee is prompt
in reporting for work and assignments/appointments at the specified
Adaptability - the extent to which the employee can adapt
to job or organizational changes.
Willingness to Learn - the extent to which the employee
wants to learn about his/her job and asks intelligent question about
Safety - the extent to which the employee follows established
safety practices and corrects unsafe work practices on the job.
Favorable Job Attitude - the extent to which the employee
displays interest and enthusiasm for his/her work and takes pride
in a job well done.
Job Knowledge - the extent to which the employee knows the
details of the job and follows the job procedures.
Quantity of Work - the extent to which the employee produces
an amount of acceptable work in order to meet schedules over which
he/she has control.
Quality of Work - the extent to which the employee neatly,
thoroughly, and accurately completes job assignments according to
established standards of quality.
Attendance - concerns whether the employee is at work each
Relationship with the Public - the extent to which the employee
establishes good relationships with the public (for example, being
courteous and helpful).
Judgment - the quality or work-related decision made by
Selected Management and Supervisory Performance
Planning - the process of making assumptions about the future
and gathering facts and opinions to visualize and to achieve the
proposed activities. Planning involves; establishing objectives;
communicating the objectives; surveying resources; establishing
policies, choosing alternatives and taking action; creating procedures
and rules; establishing budgets; establishing timetables; and deciding
Organizing - this refers to the process of arranging people,
tasks, and resources in the most orderly and efficient way. Organizing
involves: structuring or grouping employees and their activities;
assigning specific work to specific groups or individuals; and deciding
on the chain of command, span of control and delegation of authority.
Controlling - this essentially involves monitoring the implementation
of agreed organizational plans. Controlling involves: establishing
standards, measuring performance against these standards, and correcting
deviations from standards and plans.
Motivating - a manager motivates by creating an organizational
environment or climate in which employees can perform to the best
of their ability. Employee motivation is affected by: the work itself,
a sense of achievement received from performing the work, recognition
received for work performed; the possibility of advancement and
growth; and a sense of trust and responsibility.
Developing - this refers to continuous learning and growth
for the manager and the employees. Developing involves: continuing
education and training to stay abreast of the current state of the
art in one's field, making projections based on current trends,
determining training needs, and selecting appropriate learning activities.
Promoting Equal Opportunity - includes meeting affirmative
action goals in such areas as hiring, promotion; or placement; level
of personal and organizational commitment to equal opportunity;
progress toward achieving a fully integrated and representative
work force; and contribution toward minority programs and other
social/economic equal opportunity goals. NOTE: All supervisors and
mangers must be rated on this Performance Characteristic if their
job duties or responsibilities include or impact any of the following:
hiring, promoting, or placing employees, supervising, purchasing
Command of Basic Facts - Successful manager have a command
of such basic facts as goals and plans (long and short term), product
or service knowledge, who's in the organization, the roles and relationship
between various departments, their own job, and what's expected
of them. If they don't store all this information, they know where
to get it when they need it.
Relevant Professional Knowledge - this category includes
technical knowledge, for example, technology relevant to results
required; constituency building techniques; engineering knowledge;
relevant legislation; sources of finance; and knowledge of basic
management principles and theories such as planning, organizing,
Continuing Sensitivity to Events - Managers vary in the
degree to which they can sense what is happening in a particular
situation. Successful managers are relatively sensitive to events
and can tune in to what's going on around them. They are perceptive
and open to information - "hard" information, such as figures and
facts, and "soft" information, such as the feelings of other people.
Managers with this sensitivity are able to respond appropriately
to situations as they arise.
Analytical, Problem-solving and Decision/Judgment-making Skills
- the manager is concerned with making decision. Sometimes these
can be made using simple logic. Other decision call for the ability
to weight pros and cons in what is basically a very uncertain or
ambiguous situation, calling for a high level of judgment or even
intuition. The manager must therefore develop judgment-making skills,
including the ability to cope with ambiguity and uncertainty, striking
a balance between the necessity at times to be guided by subjective
feelings without ignoring objective logic.
Social Skills and Abilities - one definition of management
often cited is "getting things done through other people." This
definition may be inadequate, but it does point to one of the key
features of the manager's job - it requires interpersonal skills.
The successful manager develops a range of abilities that are essential
in such activities: communicating, delegating, negotiating, resolving
conflict, persuasion selling, using and responding to authority.
Personal Resilience - the manager's job involves a degree
of emotional stress and strain, which arises as a natural consequence
of working situations involving authority, leadership, power, interpersonal
conflict, meeting targets and deadlines, all within a framework
of some uncertainty and ambiguity. Successful managers must cope
with this. Resilient means that they feel the stress, (they don't
become thick-skinned and insensitive but are able to cope with it
by maintaining self-control and by giving to some extent.
Creativity - the ability to come up with unique new responses
to situations, and to have the breadth of insight to recognize and
to use practical new approaches. It involves not only having new
ideas, but also having the ability to recognize a good idea when
it comes from someone else.