This category is used on an exceptional basis for employees who are clearly not demonstrating the minimum standards Unsatisfactory: expected of their work. They are not responding to efforts to improve their performance and their attitude clearly indicates lack of interest in doing so. SETTING SMART OBJECTIVES CRITERIA: Applies to both setting Key Results (Part II) as well as for setting Development Planning (Part III) Performance Starts with SMART Objectives Specific ● What is the precise outcome or result to be accomplished? Measurable ● How much, how many, how well? ● Challenging, yet realistic, maximizing application of knowledge Attainable and skill? Relevant ● Within the employee’s control and high priority? Time-Bound ● Is there a specific target date or time frame set for achievement? PART I – LEADERSHIP COMPETENCIES EVALUATING THE PERSON AGAINST LEADERSHIP COMPETENCIES Leadership Competencies - 1 Expected Standards of Performance 1 - Applies Strategic Agility: Develops processes to monitor and assess the potential Maintains an awareness of internal and implications of emerging internal external trends (political, and external trends intergovernmental and community of interest) and applies this knowledge to Proactively identifies key support the long-term vision and success community issues, anticipates to the City. impacts and develops strategies to address them Leads in creating and refining the Basis of Evaluation: strategic direction of the organization -Ensure they are politically savvy and are organization-wide thinkers Uses flexibility to refine and adapt strategic
Unsatisfactory: This category is used on an exceptional basis for employees who are clearly not demonstrating the minimum standards expected of their work. They are not responding to efforts to improve their performance and their attitude clearly indicates lack of interest in doing so. SETTING SMART OBJECTIVES CRITERIA: Applies to both setting Key Results (Part II) as well as for setting Development Planning (Part III) Performance Starts with SMART Objectives Specific ● What is the precise outcome or result to be accomplished? Measurable ● How much, how many, how well? Attainable ● Challenging, yet realistic, maximizing application of knowledge and skill? Relevant ● Within the employee’s control and high priority? Time-Bound ● Is there a specific target date or time frame set for achievement? PART I – LEADERSHIP COMPETENCIES EVALUATING THE PERSON AGAINST LEADERSHIP COMPETENCIES Leadership Competencies - 1 Expected Standards of Performance 1 - Applies Strategic Agility: Maintains an awareness of internal and external trends (political, intergovernmental and community of interest) and applies this knowledge to support the long-term vision and success to the City. Basis of Evaluation: -Ensure they are politically savvy and are organization-wide thinkers Develops processes to monitor and assess the potential implications of emerging internal and external trends Proactively identifies key community issues, anticipates impacts and develops strategies to address them Leads in creating and refining the strategic direction of the organization Uses flexibility to refine and adapt strategic
4%20%20Sample%20Documents%20for%20the%20Annual%20Performance%20Evaluation%20Schedule.docx