The University of North Carolina General Assembly has established these institutional goals for all employees covered by the University SHRA Performance Appraisal Policy. These descriptions are written at the “meeting expectations” level of performance.

Instructions Use the following worksheet to brainstorm and document how the institutional goals will apply to your department, team, or individual employee. This worksheet is NOT a required part of the Full Cycle Performance Program; however, it may help you as you prepare to discuss the institutional goals and associated expectations with your employees. CLICK HERE to see suggested expanded versions of the institutional goals.

Remember, it will be important not only to make clear what “meeting expectations” in each goal looks like, but to also give some ideas about what “exceeding expectations” looks like. Here is an example:

Goal: EXPERTISENot Meeting Expectations Meeting Expectations Exceeding Expectations

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Employee: - shows little initiative tomaintain technical skills orrelevant professional credentialsand does not develop/maintainconnections with professionals intheir field.- takes advantage of learning andgrowth opportunities only whenrequired- often focuses on assigningblame when things go wrongrather than working towardgrowth and development

Employee: - maintains technical skills andrelevant professional credentials- maintains connections withprofessionals in their field- seeks ways to addressdevelopment needs instead ofassigning blame when things gowrong

Employee: - continually enhances technical skillsand professional credentials,including going above the basicrequirements- is recognized as expert in their fieldand participates in a professionalassociation to ensure visitibility intheir field- seeks out and engages in continuouslearning and growth opportunities- provides coaching to others toleverage their strengths and developareas of needed improvement

Having trouble brainstorming what “exceeds expectations” might look like in a certain role? Here are a couple factors to keep in mind:

• Reactive vs. ProactiveIs the employee doing the job when required (meeting expectations), or is the employeeanticipating potential setbacks, projects, or actions in advance to be ready when the time comes(exceeding expectations)

• Frequency & ConsistencyHow consistent is the employee in completing the job roles? How frequently does the employee goabove and beyond the basic requirements?

• Attitude & SharingDoes the employee maintain a positive or encouraging attitude when completing the work(exceeding expectations)? Is the employee a champion of the institutional goals and a model forothers in the department (exceeding expectations)?

Need assistance navigating the other parts of the Full Cycle Performance Program or Appraisal Tool? Check out our other resources on the Full Cycle Performance web page!

Full Cycle Performance SHRA Institutional Goals Worksheet

UNCW SHRA Institutional Goals Worksheet

ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To): to

Dept. Name: Employee Name:

Dept. #: Employee ID: Position #:

Supervisor Name: Employee Classification:

Supervisor Title: Competency Level:

UNCW SHRA Performance Appraisal Tool Page 2 of 7

EXPERTISE WEIGHT:

a. Precision: Produces work that is accurate, thorough, and demonstrates sufficient analysis and decision-making to meet the requirements of the employee’s position and profession.

b. Resourcing: Makes efficient and appropriate use of materials. c. Innovation: Regularly looks for ways to improve efficiency or quality. d. Development: Maintains technical skills and relevant professional credentials.

Meets Expectations (Expanded):

Exceeds Expectations:

Does Not Meet Expectations:

UNCW SHRA Institutional Goals Worksheet

ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To): to

Dept. Name: Employee Name:

Dept. #: Employee ID: Position #:

Supervisor Name: Employee Classification:

Supervisor Title: Competency Level:

UNCW SHRA Performance Appraisal Tool Page 3 of 7

ACCOUNTABILITY WEIGHT:

a. Productivity: Completes required volume of work by established deadlines and stays productive throughout the workday.

b. Autonomy: Generally completes work with few reminders or infrequent oversight. c. Prioritizing: Takes sufficient and appropriate measures to plan work, prioritize tasks, organize work flows, and set

realistic goals. d. Coordination: Proactively seeks out needed information in order to complete work.

Meets Expectations (Expanded):

Exceeds Expectations:

Does Not Meet Expectations:

UNCW SHRA Institutional Goals Worksheet

ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To): to

Dept. Name: Employee Name:

Dept. #: Employee ID: Position #:

Supervisor Name: Employee Classification:

Supervisor Title: Competency Level:

UNCW SHRA Performance Appraisal Tool Page 4 of 7

CUSTOMER-ORIENTED WEIGHT:

a. Clarity: Actively listens to determine the most effective way to address customer needs and concerns. b. Awareness: Shows a solid understanding of customer needs, seeks out customer input to better understand needs,

and develops ideas to meet those needs. c. Attentiveness: Follows through on commitments, despite time pressures or obstacles, and listens for and timely

responds to customer requests. d. Diplomacy: Maintains a professional and respectful tone and exhibits diplomacy when dealing with frustrated

individuals or during sensitive or confrontational situations.

Meets Expectations (Expanded):

Exceeds Expectations:

Does Not Meet Expectations:

UNCW SHRA Institutional Goals Worksheet

ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To): to

Dept. Name: Employee Name:

Dept. #: Employee ID: Position #:

Supervisor Name: Employee Classification:

Supervisor Title: Competency Level:

UNCW SHRA Performance Appraisal Tool Page 5 of 7

TEAM-ORIENTED WEIGHT:

a. Collegiality: Communicates and engages directly, clearly, and tactfully with colleagues. b. Collaboration: Provides feedback and healthy dialogue on performance and operational issues, as requested. Willingly

adapts to change and adheres to decided actions. c. Contribution: Makes decisions with others in mind, and willingly performs additional duties when team members are

absent, during times of increased workload, or as otherwise required by management to meet business needs. d. Attendance: Absences are infrequent and do not place an undue burden on supervisor or colleagues.

Meets Expectations (Expanded):

Exceeds Expectations:

Does Not Meet Expectations:

UNCW SHRA Institutional Goals Worksheet

ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To): to

Dept. Name: Employee Name:

Dept. #: Employee ID: Position #:

Supervisor Name: Employee Classification:

Supervisor Title: Competency Level:

UNCW SHRA Performance Appraisal Tool Page 6 of 7

COMPLIANCE & INTEGRITY WEIGHT:

a. Compliance: Complies with University personnel policies, including prohibitions on harassment, discrimination, and workplace violence, and protects of confidentiality of records.

b. Safety: Complies with all safety requirements for the position, including successful completion of training and proper use of personal protective equipment.

c. Ethics: Chooses ethical actions even under pressure, avoids situations considered inappropriate or that present a conflict of interest, holds self and others accountable for ethical decisions, and addresses unethical actions directly.

d. Respect: Appreciates individual and cultural differences, treats all people with dignity and respect.

Meets Expectations (Expanded):

Exceeds Expectations:

Does Not Meet Expectations:

UNCW SHRA Institutional Goals Worksheet

ANNUAL PERFORMANCE APPRAISAL CYCLE (Dates From/To): to

Dept. Name: Employee Name:

Dept. #: Employee ID: Position #:

Supervisor Name: Employee Classification:

Supervisor Title: Competency Level:

UNCW SHRA Performance Appraisal Tool Page 7 of 7

LEADERSHIP (for supervisors) WEIGHT:

a. Oversight: Provides adequate stewardship of assigned resources, including budget, space, equipment, and staffing. b. Goal-Setting: Provides clear objectives that foster work unit development and align with University values and goals. c. Talent Management: Provides candid, timely, and constructive feedback on performance and behavior and

appropriately balances positive and negative messages. d. Leading: Serves as role model. Engenders trust, commitment, and civility.

Meets Expectations (Expanded):

Exceeds Expectations:

Does Not Meet Expectations: