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Ratings

Rating Definitions

Please note that the rating definitions provided for use in rating the Performance Goal/Job Responsibilities section and the definitions provided for use in the Overall Rating section differ slightly.  In addition, in the Competencies section, ratings are identified by behaviors.

Model Performance:  Very few employees will meet this standard for the Overall Rating.

  • Performance Goal/Job Responsibilities section definition:  Outstanding performance that considerably and consistently exceeds expectations.
  • Overall Rating section definition:  Outstanding performance that results in extraordinary and exceptional accomplishments with significant contributions to goals of the Organization, Department, and/or Sr. Management area.

 

Strong Performance:  The majority of employees will meet this standard for the Overall Rating.

  • Performance Goal/Job Responsibilities section definition:  Good, solid performance. Fully meets expectations and may, on occasion, exceed expectations in this area. 
  • Overall Rating section definition:  Good, solid performance. Fulfills all position requirements and goals and may, on occasion, generate results above those expected of the position.

 

Developing Performance:  Few employees will be at this level.  Probationary employees should not be rated at this level unless they are not learning their job at the expected rate. 

  • Performance Goal/Job Responsibilities section definition:  May partially meet performance expectations but needs improvement.  Steps to improve performance in this area must be clearly detailed in the Career Development Plan section
  • Overall Rating section definition:  Performance leaves room for improvement.  Employee requires either additional development in deficient technical areas; or, may be a new hire requiring additional training; or, is not responding favorably to coaching for performance improvement.

 

Unacceptable Performance:  Very few employees will be rated at this level.  No employee should be rated Unacceptable overall without first consulting with Employee Relations in Human Resources.

  • Performance Goal/Job Responsibilities section definition:  Performance is well below an acceptable level in this area.  Steps to improve performance in this area must be clearly detailed in the Career Development Plan section.
  • Overall Rating section definition:  Performance is well below the minimum position requirements.  Requires immediate review and action including implementation of Performance Improvement Plan (PIP).

 

Important additional information regarding Unacceptable Performance

When an employee receives an overall “Unacceptable Performance” rating on the annual performance review a performance re-evaluation plan must be created for the employee, and the employee’s performance must be re-evaluated in three months. 

The performance re-evaluation requirements are as follows:

  • Within 10 workdays of the annual performance review meeting the supervisor must develop a performance re-evaluation plan that includes performance goals and metrics for the next three months, and have it approved by the reviewer.  This is required even if the employee is in the process of appealing his or her evaluation.
  • The P112 form should be used for the re-evaluation plan. You should develop an entire performance plan for re-evaluation, including “Career Development” requirements.
  • The supervisor must discuss with the employee specific recommendations for meeting the minimum performance expectations as outlined in the re-evaluation plan.  The reviewer and the employee should review and sign the performance re-evaluation plan.
  • The performance plan for the re-evaluation period may include:
    • Different/new performance metrics
      • Complete tasks assigned with an accuracy rate to 90%
      • Meet deadlines identified in Standard Operating Procedures or as discussed with supervisor
    • Development Activities
      • Attend training
    • Job Responsibility or Organization Changes – occasionally employees do well with most of their job responsibilities but they simply do not understand one particular part of the job.  On other (very rare) occasions, you may suspect a mismatch between the employee and the supervisor.  In such situations you can consider limiting the employee’s job responsibilities to the ones s/he needs to learn or changing the reporting structure.  However, if you do this, consider the long term impact of any changes you make before you make them.  For instance, you may limit job responsibilities for 6 weeks to give the employee the opportunity to learn a particular skill set really well and then add other job responsibilities back so that you have 6 weeks to assess whether the employee can handle the whole job. 

Re-evaluation requirements:

  • Approximately two weeks prior to the end of the three-month performance re-evaluation period the employee’s performance for the 3 month period should be evaluated.
  • If the employee transfers to another position during the re-evaluation period, the re-evaluation process will be terminated.
  • If the employee is absent from work for more than 14 consecutive days during the re-evaluation period, the period will be extended by the total number of days of absence.

Continued Unacceptable Performance:

If the employee’s performance does not improve during this period, and s/he receives a rating of “Unacceptable Performance” on the re-evaluation, the employee must be demoted, reassigned, or terminated by the end of the three-month re-evaluation period.