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How to Start a Nonprofit:
Templates and Samples
Sample personnel policies
Sample employee
performance evaluation form
Sample executive
director performance evaluation form
Sample Personnel
Policies
PERSONNEL POLICIES OF
ORGANIZATION
1. INTRODUCTION
The ORGANIZATION is
committed to fair, clearly stated and supportive relationships between the
organization and its staff. The personnel policies of the ORGANIZATION have
been established in order to provide a guide to the personnel practices of
the ORGANIZATION and to ensure consistency of personnel decisions. It is
the intention of the ORGANIZATION to administer the personnel programs in a
manner which complies with the letter and spirit of all applicable federal,
state and local regulations. This document is designed to provide guidance
to staff at the ORGANIZATION. It is not a part of any contract between the
ORGANIZATION and its employees. It is only a set of informal guidelines for
personnel practices. Notwithstanding the provisions of the personnel
policies, all employees are "at will employees" which means that
they may be terminated at any time with or without cause without subjecting
the ORGANIZATION to a claim for breach of an employment contract.
Employee
Classification
All employees are
classified as either regular or temporary. Regular employees are employees
hired without a specific termination date. Temporary employees are
employees whose position at the time of hire is for a short-term period.
Terms of employment will depend on agency needs, and in no case will a
temporary position be construed as being a contract for a definite time.
Employees also are
classified as either exempt or non-exempt according to provisions of the
Fair Labor Standards Act.
Regular Full-time
Employees are those employees who work 40 hours per week and are eligible
for all fringe benefits.
Regular Part-time
Employees are those employees working at least 20 hours but less than 40
hours per week. Part-time salaried employees are eligible for all fringe
benefits and earn sick leave and vacation at a rate proportionate to the
hours they work. Regular part-time employees that work less than 20 hours
per week are not eligible for fringe benefits.
Temporary Employees are
those employees who are paid hourly under Letter of Agreement for a
specified period of time. Temporary employees are not eligible for
benefits.
2. AFFIRMATIVE ACTION
The policy and intent
of the ORGANIZATION is to provide equal employment opportunity for all
persons regardless of race, color, religion, national origin, marital
status, political affiliation, affectional orientation or gender identity,
status with regard to public assistance, disability, sex, or age.
The ORGANIZATION
intends to respond affirmatively in its employment practices. Affirmative
action applies to all aspects of employment practices including, but not
limited to, recruiting, hiring, placement, promotion, demotion, transfer,
training, compensation, benefits, layoff, recall, and termination. The
ORGANIZATION seeks to do business with organizations that encourage equal
employment opportunity.
3. RECRUITMENT
PROCEDURES
The ORGANIZATION
intends to recruit, hire, and place applicants on the basis of the
applicant's relative knowledge, skills, and abilities. The decision to
employ an applicant will be based solely on the individual's qualification
for the particular position along with other requisite job skills. Minimum
qualifications shall be specified in the job description.
When a new position is established,
the Executive Director will prepare a job announcement identifying the
position's responsibilities and overall relationship to the ORGANIZATION
for posting or circulation within the ORGANIZATION and for public
notification. Posted positions will be open for a minimum application
period of 15 days.
4. COMPENSATION
Persons employed by the
ORGANIZATION in a part-time or full-time capacity except those persons in
non-exempt positions will receive a salary negotiated at the time of
recruitment that will not be based upon an hourly wage. At the time of
hire, new employees will receive a letter of hire, a job description,
salary and benefits detail and a copy of the personnel policies. The
magnitude of the work assignments and the full scope of responsibility for
the position will be fully discussed at time of hire. In setting
compensation, the ORGANIZATION may consider, among other things, external
labor market rates, equitable relationship with other jobs within the
organization and the organization's ability to pay. Each employee may be
eligible for a salary review at the beginning of each fiscal year. The
Board of Directors will determine the Executive Director's salary.
5. WORK SCHEDULE
The ORGANIZATION will
establish a 40 hour weekly work schedule, and whenever possible will
accommodate each individual's personal commitments and the needs of the
organization.
6. HOLIDAY SCHEDULE
Official holidays are
as follows:
New Year's Day - January 1
Martin Luther King Holiday - January
Memorial Day - May
Independence Day - July 4
Labor Day - First Monday in September
Thanksgiving Day - Fourth Thursday in November
Day after Thanksgiving Day - Fourth Friday in November
Christmas Eve - December 24
Christmas Day - December 25
When New Year's Day,
Independence Day, or Christmas Day falls on a Sunday, the following day
shall be considered the official holiday. When these holidays fall on a
Saturday, the preceding Friday shall be considered the official holiday.
Floating Holiday
Each employee of the
ORGANIZATION also shall have two floating holidays to be used in each
calendar year.
For regular part-time
employees, holiday time will be compensated in proportion to the usual
hours worked. Temporary employees are not compensated for holidays.
7. PARENTING LEAVE
The ORGANIZATION
desires to assist new parents in balancing the demands of working and
caring for children. The ORGANIZATION will provide up to 8 weeks of unpaid
family leave to any employee for the birth or adoption of a child. Leave
must be initiated within six weeks of the birth or adoption of the child,
unless otherwise approved by the Executive Director. The use of the 8 weeks
shall be at the discretion of the employee and shall be discussed with the
Executive Director as to its impact on ongoing work responsibilities and
other employees. Although a maximum of 8 weeks is available, an employee
may utilize accumulated sick leave as well as annual leave to enable either
partial payment for or extension of the basic 8 week period. Special
circumstances shall be reviewed by the Executive Director. Insurance
benefits will continue to be in force during this leave period but all
premiums and expenses for benefits will be paid by the employee. Accrual of
leave benefits and seniority cease during an approved leave. Upon completion
of leave, the employee will be allowed to return to the same or a
substantially similar position at the same salary as the employee earned
prior to the leave.
8. ANNUAL LEAVE
(Vacation Time)
The ORGANIZATION will
provide to each full-time staff employee 120 hours or 15 working days paid
annual leave based upon one year's full time employment with the
ORGANIZATION. Accrual of annual leave will commence upon the date of
employment for each employee and will be based, on an annual basis, upon
each individual's anniversary date with the ORGANIZATION. Annual leave will
increase with the number of years employed by the ORGANIZATION as follows:
0-3 years = 15 days
4 years = 16 days
5 years = 17 days
6 years = 18 days
7 years = 19 days
8 years = 20 days
Employees may use their
annual leave as earned if absence from assignment does not unduly provide
an impediment for completion of an assigned task or prevent other staff
from completion of their work assignments. The Executive Director must
approve scheduled absences and the employee should request such leave as
soon as possible, with a minimum of two weeks in advance.
It is the policy of the
ORGANIZATION to encourage each employee to utilize allotted annual leave
during each individual's employment year. A maximum of five days, or 40
hours, will be allowed to be carried over from one year to the next. All
other accrued annual leave will be forfeited on the employee's anniversary
date. The interchange or exchange of annual leave and sick leave is not
allowed.
Special Leave
Special leaves of
absence without pay may be granted an employee at the discretion of the
Executive Director or in the case of the Executive Director, the Board of
Directors.
School Conference and
Activities Leave
An employee is
entitled up to sixteen hours non-paid leave during the school year to
attend a child's school conferences or classroom activities, if these
activities cannot be scheduled during non-working hours. This time should
be scheduled in advance with the employee's supervisor. The employee must
provide "reasonable" notice when possible to the supervisor to
minimize any disruption resulting from the employee's absence. Vacation or
floating holidays may be used for this absence.
Bone Marrow Donor
Leave
An employee will be
granted paid leave of up to 40 hours per year to undergo a medical
procedure to donate bone marrow. All sick leave must be used first. This
time will be charged to accrued sick leave except in cases where the employee
has no accrued sick leave, in that case, it would simply be paid time off.
9. SICK LEAVE
The ORGANIZATION
will provide up to ten working days each employment year to each staff
person to be utilized for purposes of addressing health needs. Compensation
will be based upon the employee's salary rate at the time sick leave is
taken. Sick leave may be utilized at the discretion of the employee and is
granted for sickness of the individual employee, his or her spouse/partner,
children, or other immediate family members. Sick leave can also be used
for health needs, e.g. dental or medical appointments.
Each staff person of
the ORGANIZATION should notify the office each day they will be absent from
work due to illness, if at all possible.
Sick leave may be accumulated
up to a maximum of 90 days and may be carried over from one employment year
to the next. At no time will compensation for any unused sick leave be made
to an employee who is leaving employment.
Sick leave will be
pro-rated for regular part-time employees. If requested by the Executive
Director, the employee will provide documentation from their treating
physician explaining their absence.
10. COMPASSIONATE
LEAVE
Employees of the
ORGANIZATION shall be granted up to three working days with pay due to a
death in their immediate family (mother, father, sister, brother,
spouse/partner, children, in-laws, grandparent, and grandchildren). The
Executive Director will consider special cases on an individual basis.
11. JURY DUTY
The ORGANIZATION
will pay an employee his or her normal pay for up to two weeks of jury
duty.
12. VOTING LEAVE
The ORGANIZATION
will grant to all employees one-hour during the working day to vote in
governmental elections when it is not possible to vote outside the
regularly scheduled work time.
13. MILITARY LEAVE
Employees absent on
their annual two-week reserve or National Guard duty shall be considered on
an excused leave of absence and may elect one of the following options
related to their pay:
- The employee may take their
vacation and retain their military pay.
- The employee may surrender
their military pay to the ORGANIZATION, receive their regular salary
and take their vacation at a later date.
- The employee may take
unpaid leave and retain their military pay.
An employee called
up to active duty is allowed an unpaid leave of absence to meet her/his
military responsibilities.
Upon honorable
discharge from active duty, the employee will be allowed ninety days to
apply for reinstatement to her/his former job. The employee will be reinstated
to the same job formerly held, with the same duties, same level of pay,
benefits and seniority had s/he not been on active military duty. Employee
benefits will not accumulate during the leave. The employee will be given a
Consolidated Omnibus Budget Reconciliation Act notice for election to
continue insurances during the leave.
14. HARASSMENT POLICY
It is the
ORGANIZATION's belief that the employees of the ORGANIZATION are the
primary means by which the goals and objectives of the ORGANIZATION will be
met. To that end, the rights of all employees must be respected. All
employees of the ORGANIZATION must understand its position on harassment.
By definition, harassment is any unwanted attention or action prohibited by
law by someone in the workplace that creates an intimidating, hostile, or
offensive work environment, including sexual harassment. The procedure for
reporting and dealing with this very sensitive issue is as follows:
- If a person's behavior
makes an employee uncomfortable, the employee should feel free to
immediately advise the person that, in the employee's opinion, the
behavior is inappropriate and that the employee would like it stopped.
- If the employee is not
comfortable discussing the issue with the person, or if the person
fails to respect an employee's request, the employee should report the
incident to his or her supervisor. If, for whatever reason, the
employee does not feel that the supervisor is a suitable person to
whom to report the incident, the employee should contact the Executive
Director or, if appropriate, the Board Chair or a member of the
Personnel Committee.
In all instances, a
prompt, thorough and, fair investigation will take place, giving careful
consideration to protect the rights and dignity of all people involved. The
ORGANIZATION will take those steps it feels necessary to resolve the
problem, which may include verbal or written reprimand, suspension or
termination.
No retaliation or any
kind will occur because an employee has in good faith reported an incident of
suspected harassment. The supervisor, or other person to whom the complaint
was made, will work to establish mutually agreed upon safeguards against
retaliation while attempting to mediate any sexual harassment complaint.
15. SUBSTANCE ABUSE
Employees needing
help with a substance abuse problem are encouraged to contact their
supervisor or a treatment facility.
Early recognition and
treatment are critical to any program to curb abuse and to enhance the
employee's ability to perform satisfactorily. The ORGANIZATION finds that
both the employee and the ORGANIZATION will benefit greatly from early
substance abuse recognition and treatment.
No person will be
penalized for seeking or accepting counseling or treatment for a substance
abuse problem.
16. BENEFITS
The ORGANIZATION is
committed to providing a flexible and cost-effective medical care,
disability income, life insurance and retirement program for all its
employees. The ORGANIZATION reserves the right, in its discretion, however,
to change the nature of the benefits offered to employees, or to change
insurance carriers, deductibles, premiums, or other features of any
benefit. In addition, ORGANIZATION may decide to discontinue one or more
benefits. Covered employees will be notified of such changes or discontinuations
as soon as practicable.
17. PERFORMANCE
REVIEWS
Each performance
review should be a positive and interactive process whereby both the
ORGANIZATION and the individual being reviewed receive information about
his or her success in meeting the responsibilities of the job, and the
ORGANIZATION can learn about its strengths and weaknesses as an employer of
that employee. In general, the goal of the ORGANIZATION is to conduct a
performance review of each new employee during the sixth month of employment,
after the first year of service and annually thereafter.
18. EMPLOYMENT
REFERENCES
When the
ORGANIZATION receives a request for information from another person or
entity about an employee, either during employment or after the employee's
employment has ended, it is the ORGANIZATION' policy to provide only the
following:
a. dates of employment
b. last job title
In general,
ORGANIZATION policy is not to furnish any other information about work
performance or employment, unless the employee specifically directs it to
do so and signs a release prepared by the ORGANIZATION which authorizes it
to do so. If an employee does not authorize the ORGANIZATION to furnish any
additional information, it will advise the requesting person or entity
that, absent a release, ORGANIZATION's policy is to provide only the
information set out in a-b above.
19. TERMINATION
Resignation
Any employee of the
ORGANIZATION may resign by submitting a letter of resignation to the
Executive Director or in the case of the Executive Director, the Board of
Directors at least ten working days prior to the effective date of the
resignation.
At the time of the
effective date of the resignation, the employee shall be able to use any
accrued annual leave or the employee shall be paid for all unused accrued
annual leave. If the employee has used all annual leave due prior to
resignation, all hours used in excess of those earned shall be deducted
from the employee's final paycheck at the rate of salary paid at the time
of resignation. No employee shall be compensated for any unused sick leave
at the time of resignation.
Other Discharges
Discipline and/or
discharge may result for many reasons including, but not limited to,
inappropriate behavior and/or unsatisfactory performance.
Inappropriate behavior
is defined as including, but not limited to, misbehavior on the job,
refusal to do work reasonably expected, wrongful use of or taking of agency
property, conviction of a felony, violation of any policies or practices of
the ORGANIZATION.
Unsatisfactory
performance means failure of an employee to meet performance standards, to
complete tasks in a timely, competent way, or to maintain an adequate
attendance record. Uncooperative behavior or negative attitudes that affect
the work or morale of others may result in termination. At the discretion
of the Executive Director, any staff member facing termination for
unsatisfactory performance may be given the option to resign as described
in the above section under "Resignation."
Layoffs
The ORGANIZATION
attempts to hire highly qualified staff with broad capabilities. There may
be occasions, however (due to program changes, loss of contract support,
etc), when it may be necessary to initiate lay-offs. In such cases, it is
the intent of the ORGANIZATION to attempt to avoid abrupt, arbitrary, and
unfair actions whenever possible.
20. EMPLOYEE APPEALS
(Grievance Procedures)
The purpose of the
employee appeal procedure is to provide a means for employees to resolve
their work place concerns with management. All regular and temporary
employees of the ORGANIZATION may file a grievance under this section.
Definition of an
Appeal
A grievance shall be
determined as an alleged misapplication of ORGANIZATION personnel policies.
This procedure represents an intent to offer a dispute resolution mechanism
to the employees of the ORGANIZATION. Failure by the ORGANIZATION to
exactly follow this procedure shall not subject the ORGANIZATION to a
breach of contract claim.
Timing for Appeals
In order to qualify
for processing under this section, an appeal must be filed no later than
thirty (30) calendar days after the date on which the aggrieved condition
commenced.
Step One:
Any employee who is
eligible may present an appeal to his/her immediate supervisor for discussion.
The supervisor shall have five (5) regular working days in which to respond
to the relief requested. Should the supervisor fail to respond within this
time limit or if the employee finds the response unsatisfactory, the appeal
may be reduced to writing, clearly specifying the policy allegedly
misapplied, and the relief requested. The appeal should be submitted to the
Executive Director within five (5) regular working days from the time the
first step answer was due or was given. The Executive Director should
respond in writing within five (5) days of receipt and if the Executive
Director fails to respond within this time, or if the employee finds the
response unsatisfactory, or in cases where the Executive Director is the
immediate supervisor, the employee may proceed to Step Two.
Step Two:
The employee may submit
an appeal to the Personnel Committee if Step One has not resolved the
issue. Upon receipt of a written appeal, the Personnel Committee will
inform the Executive Committee and the Board Chair of the appeal. The
Personnel Committee shall also convene a meeting wherein statements shall
be taken from the appealing employee and the employee's immediate
supervisor, as applicable, either separately or jointly at the discretion
of the Personnel Committee Chair. The Personnel Committee may also request
statements from other employees. The Committee may refuse to grant the
employee's request for appeal when the issues involved are minor in nature,
or involve evaluations or judgments by management unless they appear to be
contrary to policy, malicious or vindictive. The Personnel Committee shall
have twenty (20) regular working days in which to respond to the employee
in writing concerning the relief requested. If the Personnel Committee
fails to respond within this time limit, the employee may petition the
Chair of the Board of Directors. Failure on the part of the employee to
petition the Chair of the Board of Directors within thirty (30) days of the
result of Step Two shall result in the appeal being waived.
Step Three:
The Chair of the Board
shall convene a meeting with the aggrieved employee, the Personnel
Committee Chair, the Executive Director and the Immediate Supervisor, as
applicable, either separately or jointly at the discretion of the Chair.
The Chair may convene an executive committee meeting and within ten (10)
working days shall respond to the grievant in writing with the final
decision. In all instances, a thorough and fair investigation will take
place, giving careful consideration to the rights and dignity of the people
involved. The Chair will report the grievance and the result at the next
regularly scheduled Board meeting.
21. WORK PRODUCTS AND
FILES
All supplies,
materials, and work products of an employee if purchased by ORGANIZATION
shall remain the property of the ORGANIZATION after resignation, discharge,
or layoff of that employee. The employee may retain any personal files, but
work files and other papers shall remain with the ORGANIZATION.
22. CONSULTANT FEES,
HONORARIA, GIFTS
All employees are
encouraged to participate in a variety of community and professional
activities. In those instances where an employee's activities are part of
their regular duties and responsibilities, any payment will be turned over
to the ORGANIZATION. All fees derived from ORGANIZATION reports,
activities, events, or speaking engagements while employed by the
ORGANIZATION shall also be turned over to the ORGANIZATION.
In some instances, an
individual may do work that is based on activities or experiences prior to
or separate from their regular duties and responsibilities at the
ORGANIZATION. To avoid actual or appearance of conflict of interest, any
employee who engages in any remuneration activity in any field directly
related to ORGANIZATION programs must have prior approval by the Executive
Director. The Board of Directors will review these issues for the Executive
Director. No employee may formally represent himself/herself as a
spokesperson for ORGANIZATION without prior approval of his/her supervisor.
Employee
Acknowledgement
I acknowledge that I
have read and understood the policies outlined in this copy of
ORGANIZATION'S Personnel Policy Guidelines. I understand that these
policies provide only a general reference and are not a full statement of
ORGANIZATION's procedure nor are they a contract. I will update these
policies as I am provided with new materials, and I will return my copy of
the Personnel Policies to ORGANIZATION upon termination of my employment.
Employee signature
____________________________ Date ____________
 Top of the page
Sample Employee
Evaluation Form
Employee
name:_________________________________
Employee title:
__________________________________
Period covered:
__________________________________
Date of evaluation:
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Excellent
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Very good
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Good
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Fair
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Unsatisfactory
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Comments
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Work quality
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Dependability
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Initiative
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Flexibility
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Skill building
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Job knowledge
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Punctuality
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Supervisory
ability
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General comments on
employee's performance:
Employee's goals for
the coming year:
Reviewed
by: ______________________ Signature:
_____________________
Top of the page
Sample
Executive Director Evaluation Form
PERFORMANCE
DEFINITIONS
OUTSTANDING - Performance at this level is
clearly unique and far in excess of established expectations. The employee
consistently exceeds expectations in the outcomes achieved in work quality,
quantity and timeliness. The employee exhibits leadership among peers in
all dimensions of the field of work performed.
SIGNIFICANTLY
EXCEEDS EXPECTATIONS - Performance at this level
often exceeds established expectations and standards for work quality,
quantity and timeliness. The employee exhibits mastery of most dimensions
of the field of work performed.
FULLY CAPABLE - Performance at this level is satisfactory on the established
expectations and standards for work quality, quantity and timeliness. The
employee competently achieves the requirements of the position.
NEEDS IMPROVEMENT - Performance at this level is
minimally capable and below the level expected employee. Improvement is
required in significant dimensions of the job in order to meet the
expectations and standards for work quality, quantity and timeliness. The
employee performing at this level may be denied merit increases until fully
capable performance is demonstrated.
UNSATISFACTORY - Performance at this level is unacceptable. The employee often fails
to achieve basic requirements of the position and has exhibited little or
no improvement in job performance. The employee performing at this level
should not be continued in this position; or where extenuating
circumstances exist, should be retained only upon significant improvements
within a fixed period of time to be defined by the Employer.
PERFORMANCE
FACTORS
1.
ADMINISTRATION
1a. PLANNING:
Develops short and long range plans and goals to meet department objectives
consistent with established priorities; sets appropriate priorities of
needs and resulting services to be provided; anticipates and prepares for
future requirements and devises contingencies; devises realistic plans
1b. BUDGETING AND
ECONOMIC MANAGEMENT: Prepares an appropriate budget and subsequently
adheres to it; utilizes finances, budgets, facilities, equipment, materials
and products to minimize costs; actively practices cost containment.
1c. ORGANIZATION
OF WORK: Structures work in order to avoid crisis, promotes productivity, attains
cost effectiveness, and delivers work on time. Involved in this process are
the tasks of allocating work, delineating responsibilities, scheduling
activities, and adequately preparing for meetings and presentations.
1d. COMPLIANCE:
Complies with established policies, procedures and directives; conducts
department functions in accordance with applicable laws, statutes, and
regulations.
1e. PROBLEM
SOLVING AND DECISION-MAKING: Identifies problem and acts to rectify them by
employing analytical thinking and sound judgment.
1f. EVALUATION
AND CONTROL: Practices regular and systematic review of department
operations to evaluate progress towards established goals; evaluates
strategies employed in seeking those goals; implements remedial measures
when necessary.
1g. RISK
(LIABILITY) MANAGEMENT: Ensures that liability risk exposures are
identified and treated when proposing new programs and services; evaluates
and monitors established programs and services to identify areas which need
revision due to changes in operation, legislation, policies and procedures;
implements changes where needed to facilitate favorable loss experience;
manages employee safety program, including appropriate training and
corrective action when necessary.
2.
INTERPERSONAL
2a. ORAL
COMMUNICATION: Effectively communicates orally with individuals and groups,
including public presentations; presents ideas in an organized, clear and
concise manner, employs tact and discretion; listens well; offers
appropriate feedback.
2b. WRITTEN COMMUNICATION:
Prepares organized, clear, concise, accurate and informative letters,
memos, reports and other documents which effectively fulfill content and
timeliness requirements.
2c.
COORDINATION/COLLABORATION: Works well with others at various levels; keeps
information flowing to the appropriate parties vertically (down as well as
up) and horizontally; facilitates communication and problems solving among
parties when necessary.
2d. SUPERVISORY
CONTROL: Effectively hires, assigns, directs, controls, evaluates
performance, counsels and disciplines all other functions necessary or
incidental to supervision; practices compliance with employment law
guidelines and mandates.
2e. LEADERSHIP:
Promotes cooperation and team work among employees; establishes high
standards of conduct and job performance for subordinates; maintains open
communication channels; delegates work; leads by example.
2f. STAFF
APPRAISAL AND DEVELOPMENT: Provides good record of subordinate performance;
reviews appraisal information with subordinates; aides subordinates in
improving performance on current job; helps subordinates in setting up and
implementing development plans and objectives; cross-trains employees;
encourages subordinates to participate in training.
3. INDIVIDUAL
3a. EFFORT AND
INITIATIVE: Requires little work direction; exhibits persistence an
initiative; puts forth a consistent, energetic effort; assumes full and
complete responsibility for accomplishment of department functions.
3b.
PROFESSIONAL/TECHNICAL COMPETENCE: Realistic knowledge and competence of
the field and applies up-to-date technical/professional principles,
practices, and standards appropriate to the functions of the department;
acts as a resource person upon whom others can draw; professional demeanor
maintained on a consistent basis.
3c. INNOVATION:
Displays original and novel thought in creative efforts to improve on the
status quo.
3d. OBJECTIVITY:
Assesses issues, problems and decision situations based on the merits of
the case presented; personal loyalties, biases, etc., does not influence
department decisions; personnel decisions made on the basis of equal
opportunity and objective job-related criteria.
3e. CREDIBILITY:
Through successful performance, instills the feeling of trust and dependability.
3f. FLEXIBILITY:
Adapts well to change, both internally and externally.
4. LEADERSHIP
4a. COACHING:
Communicates a positive attitude; serves as a catalyst for action and
encourages employees to try new things and to take calculated risks;
provides honest feedback; minimizes tension and defensiveness; creates an
environment for success; teaches and guides employees rather than controls.
4b. EMPOWERING:
Creates an awareness in others of their powers and self worth; involves
others and shares powers in planning and decision-making; fosters
leadership in others; challenges others to assume leadership roles and
provides support by allowing them to risk, fail and learn; creates an
environment in which others feel ownership for results and feel comfortable
to take action to achieve desired results.
4c. MODELING:
Believes in public service; treats all with respect and dignity and creates
an atmosphere of mutual respect and trust. Serves as a catalyst for action
and is a team player, believes in oneself and looks at problem as
opportunities; uses powers in a positive way; keeps one's work: accepts
responsibility for mistakes; insists on excellence (not perfection);
communicates and reinforces by what they do - not what they say; adapts to
changes as conditions and situations warrant.
4d. TEAM
BUILDING: Builds group cohesiveness and pride; encourages cooperation;
fosters and practices good communication, recognizes and rewards
individuals and team accomplishments and contributions; shares success and
rewards; manages conflict, which is inevitable.
4e. VISIONING:
Establishes and articulates a vision of what could be; looks to and plans
for the future; accepts new challenges, keeps an open mind.
4f.
SELF-DEVELOPMENT: Is not static; prepares for the future; has the courage
to identify and address shortcomings; is committed to self-improvement
manages personal stress in positive ways.
Rank the executive
director on the performance factors using the performance definitions
(5=outstanding, 4=significantly exceeds expectations, 3=fully capable,
2=needs improvement, 1=unsatisfactory)
1.
ADMINISTRATION
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Performance
Factor
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Performance
(From 5 to 1)
|
Comments
|
|
Planning
|
|
|
|
Budgeting
and Economic Management
|
|
|
|
Organization
of Work
|
|
|
|
Compliance
|
|
|
|
Problem
Solving and Decision Making
|
|
|
|
Evaluation
and Control
|
|
|
|
Risk
(Liability) Management
|
|
|
2.
INTERPERSONAL
|
Performance
Factor
|
Performance
(From 5 to 1)
|
Comments
|
|
Oral
Communication
|
|
|
|
Written
Communication
|
|
|
|
Coordination/Collaboration
|
|
|
|
Supervisory
Control
|
|
|
|
Leadership
|
|
|
|
Staff
Appraisal and Development
|
|
|
3. INDIVIDUAL
|
Performance
Factor
|
Performance
(From 5 to 1)
|
Comments
|
|
Effort
and Initiative
|
|
|
|
Professional
and Technical Competence
|
|
|
|
Innovation
|
|
|
|
Objectivity
|
|
|
|
Credibility
|
|
|
|
Flexibility
|
|
|
4. LEADERSHIP
|
Performance
Factor
|
Performance
(From 5 to 1)
|
Comments
|
|
Coaching
|
|
|
|
Empowering
|
|
|
|
Modeling
|
|
|
|
Team
Building
|
|
|
|
Visioning
|
|
|
|
Self-development
|
|
|
OVERALL
EVALUATION (Please check one.)
_____ Outstanding
_____ Significantly exceeds expectations
_____ Fully capable
_____ Needs improvement
_____
Unsatisfactory
What were the executive
director's performance highlights in the past year?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
What could have been most
improved regarding the executive director's performance in the past year?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
What should be the executive director's performance goals for the
next year?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Evaluator's
Signature ____________________________ Date
_______________
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