| Rating |
Examples
of behavior that would typify this rating |
|
Unacceptable
|
- Oblivious to
the needs of the unit.
- Requires constant
supervision, reminders of priorities and assignments.
- Unwilling to
perform one time, non-routine assignments.
|
| Needs
Improvement |
- Requires regular
assistance from supervisor for routine tasks.
- Sometimes does
not meet deadlines due to lack of personal effort or to procrastination
rather than work load.
- Frequently
resists changes in assignments or work flow.
- Does not seek
additional assignments when out of work.
- Sometimes requires
direct supervision or will not perform tasks.
- Resists onetime,
non-routine assignments.
|
| Meets
Expectations |
- Without direct
supervision, carries out as needed the details relating to this position's
responsibilities.
- Organizes weekly
work schedule efficiently to carry out assigned responsibilities,
meets deadlines when given.
- Seeks additional
assignments when out of work.
- Accepts onetime,
non-routine assignments and performs them willingly.
|
| Exceeds
Expectations |
- Independently
monitors and resolves the unassigned details of this position's responsibilities.
- Adjusts personal
work schedule to accommodate fluctuations in unit needs.
- Works with poise
and assurance, even under stressful conditions.
- Aggressively
digs into the more complex or new routines.
- Alert to and
observant of problems and often presents suggestions for improvements,
which are sometimes implemented.
- Easily and willingly
absorbs onetime, non-routine assignments into work schedule.
- Offers assistance
to eliminate backlogs.
|
| Achieves
Excellence |
-
Easily
absorbs and anticipates fluctuations in responsibilities.
-
Takes
initiative in offering to add to personal responsibilities to help
meet unit goals.
-
Performs
independently, but also anticipates problems, and provides written
documentation or suggestions for improvements, which are often implemented.
-
Consults
with supervisor and willingly takes the initiative to assume a leadership
role.
|