Running head: PERFORMANCE APPRAISAL 1

An Analysis of Performance Appraisal: Evaluating the Performance of Animal Adoption

Associates

Casey J. Holcom, Janiece M. Irby, Erica N. Moore, and Melinda M. Yang

Valdosta State University

PERFORMANCE APPRAISAL 2

Abstract

BARC Humane Society is a pet rescue organization in Lowndes County Georgia. BARC Human

Society rescues animals from surrounding local animal shelters; once the animals are removed

from the shelter they are placed into foster homes. Rescued animals will stay with their foster

family until they are adopted. The organization is made possible by volunteers and donations

from the community. The following performance methods were reviewed in order to determine

which method best fit the organization: 360 degree feedback model, weighted behavioral

checklist, and behaviorally anchored rating scale (BARS). The 360 degree feedback model was

an excellent way to give criticism to volunteers while still expressing gratitude for their service.

The weighted behavioral checklist is the most commonly used method; it provided a list of

performance related statements that are weighted. BARS provoke good discussion and produced

immediate performance improvements because employees and employers work together when

creating the behaviors that will be assessed.

PERFORMANCE APPRAISAL 3

An Analysis of Performance Appraisal: Evaluating the Performance of Animal Adoption

Associates

The concept of performance appraisal differs in almost every organization. Fletcher

(2001, p. 474) defined performance appraisal as “a general heading for a variety of activities

through which organizations seek to assess employees and develop their competence, enhance

performance and distribute rewards”. Performance appraisal is an important tool in performance

management to evaluate the performance and value employees provide. Performance appraisals

provide judgments to backup salary increases, promotions, transfers, demotions, and

terminations (Grote, 2011). A performance appraisal will inform the employee of how the

employee is performing at work, provide basis for coaching and counseling, suggest changes in

performance, and overall let the employee know where the employee stands with the supervisor.

In order to be valid and reliable, a rating scale must possess several characteristics in order to be

acceptable. One obvious characteristic is that performance dimensions should be clearly defined.

Raters can rate objectively if the scales represent specific behaviors. Keeping the rating scales

specific to the job is important. In addition, anchors or points should be brief and reflect the

dimension that is being rated.

In this instance, performance appraisal methods for event coordinators of animal adoption

events will be discussed. Speaking as someone who has been the head coordinator for several pet

adoption events, it is safe to say that performance appraisals are an absolute necessity for the

event workers. Every event is run by of team of people, and to run the best adoption events, the

workers should be recorded on team processes. It is imperative to be able to determine how well

one makes decisions, how well an individual communicates to the other team members, how

well one receives and gives feedback, how one demonstrates leadership, and as well as their

attitudes towards each other and their tasks (Knile & Sulsky, 2009, p. 162). The adoption events

PERFORMANCE APPRAISAL 4

conducted by BARC Humane Society occur every Saturday and Sunday and involve constant

interaction with animals and the public. If an individual is causing more harm to the event as a

whole, the coordinator should either let that worker go or work with the individual to help them

become more productive. In either case, it is important to have performance appraisals in place

to validate any claims you may make to an individual to ensure credibility.

With an organization such as BARC Humane Society, one should consider that the top

levels of scoring in the appraisal method align with that of the organization’s goals. Saving the

lives of the animals is often a very emotional topic for adoption event workers as well as the

public. The interaction between a supervisor and subordinate is also immensely important in the

appraisal process. Bryne et al. (2012, p. 129) stated that supervisor support leads to a higher level

of trust from their subordinates. Supervisor satisfaction and supervisor support are also

correlated with the reactions of the individual being evaluated (Pichler, 2012, p. 709). While

criticism is often required, it is also important not to forget to include praise in an appraisal. In

regards to public organizations, results of a study suggest that employees who had not been given

praise showed higher levels of job dissatisfaction. Generally, performance appraisal methods are

used to provide motivation for employees. When one sees that they may not be up to par with the

expectations bestowed upon them, they may feel obligated to increase their level of performance.

When individuals are doing well and being informed of their high performance, it gives these

employees incentive to continue their high level of performance. For public organizations, it has

been suggested that individuals being assessed should have a higher level of satisfaction and

morale than those who did not.

Additionally, one should be mindful of ways to improve the current rating scale as well

as possible scenarios in regards to how an individual can improve their scores on the next

PERFORMANCE APPRAISAL 5

evaluation. A low score on an appraisal is meaningless if there any no known ways to improve

one’s behavior. An employee must be given appropriate feedback in regards to both their

strengths and weaknesses. With all of this information taken into account, three different

appraisal methods were selected to evaluate the performance of the workers at an animal

adoption event. While the processes may vary, the appraisal techniques were selected as the three

most appropriate methods for this particular occupation to include the 360 degree feedback

model, weighted behavioral checklists, and behaviorally anchored rating scales (BARS). It

should be noted, however, that many rescue organizations do not incorporate performance

appraisals of any sort due to the constant need of assistance from those willing to aid in their

cause. Yet, to have the highest level of organizational performance, productivity, motivation and

job satisfaction, performance appraisals would be useful. Therefore, it is imperative to analyze

various performance appraisal techniques that could prove to be instrumental when evaluating

the performance of animal adoption associates.

The 360 degree feedback model, for example, provides an excellent way to give criticism

to volunteers while still expressing gratitude for their service. Implementing this model can be a

delicate process but if done correctly, can result in the best possible results for the company as

well as an opportunity for personal growth for the individual volunteer. The 360 degree feedback

model is an ideal performance appraisal method because it can be so versatile and is easily

manipulated to provide the best results for a volunteer. One advantage is that it includes more

than just the supervisor’s opinion. By including colleague input as well, the 360 degree feedback

model provides a well-rounded picture of performance. Additionally, this appraisal technique has

the added benefit of empowering the volunteer. Knowing that other volunteers notice their work

ethic and the good job they do shows the significance of their work. To make sure that this

PERFORMANCE APPRAISAL 6

approach is as useful as possible, several details should be considered. First, it is imperative that

feedback is confidential. Confidentiality will ensure the most honest answers are given.

Feedback also needs to be specific. Volunteers will typically want to do the best job possible, so

providing specific ways to do so will be appreciated. Thirdly, the purpose of the appraisal needs

to be clarified. Volunteers need to be made aware of the fact that the performance appraisal is

just to provide feedback (Lepsinger & Lucia, 2009). Other purposes for the 360 model can

include gauging the volunteer’s progress, tracking their development, and ensuring personal

growth. All of these can be explained to the volunteer so they better understand why the

appraisal is being conducted. The 360 degree feedback model in general is an excellent source

for feedback and popular among organizations. According to Fortune magazine, 90% of fortune

500 companies use a form of 360 degree feedback and include several sources in their appraisal

method (Vokotich, 2012).

Further, there are several ways to ensure that the appraisal is done correctly in order to

yield optimal results for the company and volunteer. One of these is to make sure that the

organization is fitting for this type of appraisal. A 360 model will typically be ideal for

volunteers because it creates a very open line of communication. However, to be sure, there are

several qualities that are imperative before a 360 degree feedback model can be useful, to include

trust between individuals, respect for one another, and a cohesive culture. These characteristics

will all typically be present when volunteers are involved. Trust between individuals is

important because they have to know that the information provided is confidential. Respect is

key because if communication is to occur and be taken seriously, respect needs to be present

between the volunteer and the supervisor. Cohesiveness is also an important element because it

fosters unity and a combined sense of responsibility to help improve the organization (Vukotich,

PERFORMANCE APPRAISAL 7

2012). With everyone working together for the benefit of the organization, in this case BARC, it

has the best chance for thriving.

There are several different techniques that can be used when creating the 360 degree

feedback model. In the case of the animal volunteers, the most helpful technique is the

questionnaire portion that should always be included, regardless of what other components are

present. The questionnaire provides the specific results that the volunteers are looking for while

also making it very easy for the supervisor to engage the volunteer in communication. Most of

the specific fundamentals for this appraisal model are universal as several of the components

would be included no matter what organization they were being used for. However, since

volunteers are being evaluated, a few key differences should be noted. First, it is important to

look at what motivated the volunteer. Encouraging them to do their best is important, but it is

imperative to remember that they are simply volunteers and could leave at any point, which

would be detrimental to the BARC organization. Most volunteers are motivated by one of the

following six reasons: values, understanding, ego enhancement, career goals, social

improvement, and ego protection. The more of these motivators that are met, the more likely the

volunteer is going to continue to volunteer for the organization (Warner, Newland & Green,

2011). Knowing what encourages the volunteers to keep giving of their time and skills is

imperative for any supervisor. During the appraisal process, each of these factors needs to be

included if at all possible. Encourage the volunteer by informing them what good their position

has accomplished to satisfy the values motivator. For understanding, volunteers hope to learn

about the specific job or organization, the one motivator that encourages learning. If there are

things that the volunteer could be doing better, deliver this information in a way that shows how

it will be used in the future. Ego enhancement can be similar to values in terms of feedback.

PERFORMANCE APPRAISAL 8

Simply remind the volunteer that they are a valuable asset to the organization. Career goals are

another factor that lends itself to constructive feedback because employees want to know how to

make themselves as prepared as possible for future employment. Social improvement can be

used to improve job synergy as the supervisor points out the benefits of working as a team.

Finally, ego protectiveness can be used to the advantage of the supervisor by pointing out to the

volunteer how helpful the volunteer will be in the future. When all of the above information is

understood and utilized, the appraisal process can be helpful and unintimidating. This process of

evaluation leads to open communication and can show the volunteer areas for improvement

without underestimating the value of the volunteer and their contributions to the organization.

Refer to Appendix A as a 360 degree feedback model reference.

Another performance appraisal technique that could prove successful in evaluating the

performance of animal adoption associates is the weighted behavioral checklist. The weighted

behavioral checklist is a performance appraisal method which provides a list of performance

related statements that are weighted. The checklist will be created by management such as, HR

Managers or supervisors who are familiar with the job that is being appraised. Management will

collaborate and create the weighted checklist based on observations and data collected from

critical incidents. Management will also determine the weight and importance of each job related

behavior. Weighted checklists can be used to monitor change of performance within an

organization. The checklist can also be used to determine if training, coaching, or job placement

is necessary.

One should be reminded that critical incidents can be defined as, narrative descriptions of

important events that occur on the job and how employees behave in those situations (Marrelli,

2005). According to Marrelli, critical incidents can be collected through focus groups, individual

PERFORMANCE APPRAISAL 9

interviews, surveys, performance records, and work diaries. The critical incidents data can

provide a glimpse into a company. The purpose of collecting critical incidents is to determine the

needs of the job which can result in better training specific to the job, to get a better

understanding of the functions of a job, and sharing organizational knowledge. Company goals

also rise from collecting critical incidents. Overall, identifying critical incidents serves as the

foundation for many factors which can leads to a successful organization. The weighted

behavioral checklist method uses a large list of critical incidents about effective and ineffective

job behaviors and a subject-matter expert weight the incidents. Subject-matter experts (SMEs)

write examples of performance at various effectiveness levels. These incidents are then sorted

into dimensional categories, and a given incident “survives” to later stages of the process if the

vast majority of SMEs classify it into the same dimension (Kline & Sulsky, 2009). Using the

weighted behavioral checklist method, managers or supervisors will set up a checklist for each

position. Weighted behavioral checklist formats look like behavioral dimension scales in that

behavioral statements differing in performance level are arranged randomly on the form. Unlike

behavioral dimension scales, weighted checklist raters merely indicate whether they have

observed each job behavior (Banks & Roberson, 1985).

Typically, a checklist will be constructed for a specific position in an organization. If a

task analysis has been completed for a particular position, the tasks most implemental involved

in completing the main functions of the job should be recorded. These tasks can then be

implemented into the checklist format, typically with a simple yes/no answering system

according to Herfst, Van Oudenhoven, & Timmerman, (2008). The performance appraisal will

then be based on the results of these, and feedback can then be given accordingly. One of the

positive aspects of this form of appraisal is that you can specifically see which tasks an employee

PERFORMANCE APPRAISAL 10

is succeeding in and which they are struggling in, so when the time for appraisal comes around

you can specifically tell the employee where they are performing well and where they are

performing poorly. The feedback given to the employees can now be very specific, and if aid is

needed in a particular area it can be addressed specifically. This appraisal method is easy to use

and it is easy to train supervisors to appraise, while being both inexpensive and requiring very

little time. With that information in mind, it is still important to remember that weighted

checklists are still relatively low in reliability and validity when compared to other forms of

appraisal, and in a court of law, they are significantly more difficult to defend. Other

disadvantages to this approach include possible biased ratings when distinguishing positive and

negative questions and biased weights associated with the questions. It also may become difficult

for the manager to assemble, analyze and weigh a number of statements about the employee’s

characteristics, contributions and behaviors. Refer to Appendix B for a sample weighted

behavioral checklist in regards to animal adoption associates.

Lastly, we will examine the behaviorally anchored rating scale (BARS) approach to

performance appraisal. BARS use the behavior-focused approach with concentration on

behaviors, competencies, and skills to assess what the employee does (Grote, 1996). BARS

differ from other appraisal methods in that they focus on behaviors deemed as integral to the

completion of a job task rather than a characteristic of the employee. BARS, developed in 1963

by psychologists Patricia Smith and Lorne Kendall of the National League of Nursing, was

uniquely designed to appraise a specific job (Grote, 1996). Development of BARS evaluations

requires an in-depth understanding of each position’s key tasks, along with an understanding of

the full range of behaviors displayed by individuals in carrying out such tasks. In this

behaviorally based approach, a scale is created that lists effective and ineffective behaviors that

PERFORMANCE APPRAISAL 11

an employee may exhibit. The creation of the scale is done by managers who compile these lists

through a task analysis of the employee’s position. The behaviors are highly specific which is

helpful to managers when giving an evaluation. Once these methods are completed, employees

are often brought in to contribute to the content of the appraisal. The opinions of an incumbent

are extremely valuable. Once getting the input from the employees, managers ideally have an

accurate list that encompasses all of the major behaviors necessary to complete a task

successfully and productively. The rater will rate these behaviors for each employee then anchor

each behavior to points on a rating scale, which indicates whether the behavior is exceptional,

excellent, fully competent, or unsatisfactory. Jacobs, Kafry and Zedeck (1980) state that BARS

has the potential to identify the strengths and weaknesses for every employee which is very

useful in appraisal.

The creation and use of a formal BARS procedure has significant advantages. Perhaps the

most significant positive aspect of BARS is that there is little room for judgment of employee’s

performance, as the method is more objective. Therefore, it has a high degree of rater/ratee

acceptability and people feel that the system is fair (Grote, 1996). Jacobs et al. (1980) also state

that BARS have a high level of interpretability, meaning that everyone will likely observe

behaviors in a similar manner, making training and evaluations easily comparable between

raters. BARS also demonstrate high validity and reliability, making this technique more likely to

withstand scrutiny in a court of law. BARS provoke good discussion and produces immediate

performance improvements partly because employees and employers work together when

creating the behaviors that will be assessed. This way, employees know exactly what is going to

be used in their appraisal. It also helps to encourage conversation between the manager and the

PERFORMANCE APPRAISAL 12

subordinate, while the specific behaviors listed make it simple for managers to point out how to

improve behavior.

However, like most approaches, this too has disadvantages. Few performance appraisal

systems decide to use a formal BARS procedure partly because they are time consuming, costly,

and result in some rating error. Not only will the task analysis need to be complete, but the time

has to be taken by the managers to categorize functions and rate their effectiveness. During the

year, the manager is required to keep detailed logs for each employee. The generated logs are

necessary to keep track of critical incidents for each employee that the manager will be

evaluating. Also, it becomes difficult to create anchors for middle ground performance.

Generating examples of performance that is simply acceptable, neither good nor bad, is

sometimes impossible (Grote, 1996). It is also difficult to develop job dimensions that are

complete and contain no overlap. Extensive managerial training also poses as a disadvantage as

managers must become skilled at making fine behavioral observations, judgments, and opinions

(Grote, 1996).

In regards to BARC Humane Society and other nonprofit organizations, measuring

performance becomes increasingly complex. Nonprofit managers are confronted with sorting

through an array of options and selecting measures and methods that will meet both their own

need for useful management information as well as the expectations of funders, watchdogs, and

regulators (Worth, 2012). There continues to be a debate both about the appropriate methods to

be applied and the emphasis that should be given to efforts to measure results. For example, one

concern centers on the fact that the wide array of proposed standards and lack of a vocabulary or

process that is universally acceptable of stable (Worth, 2012). Others argue that nonprofits could

reach a condition of analysis paralysis, consumed with measurement to the preclusion of action.

PERFORMANCE APPRAISAL 13

Nonprofit managers must be committed to performance measurement but should not become

overly focused on it to the determent of delivering their mission’s programs. However, failure to

measure performance is the antithesis of managing and is unacceptable in the environment in

which nonprofit organizations exist today (Worth, 2012).

The implementation of BARS would be particularly useful when evaluating the

performance of animal adoption associates. As previously mentioned, BARS is behaviorally

based. Because the BARS system is totally focused on employee performance, it ideally removes

all uncertainty regarding the meaning of each numerical rating. Volunteers need specific

feedback to yield the best results which makes choosing BARS a simple decision. BARS is also

fully individualized. From the standpoint of consistency within a company, BARS is designed

and applied individually and uniquely for every position. BARC adoption associates need clearly

defined performance expectations and by using a unique scale per position, volunteers will not

be evaluated based on the same behavioral expectations as other members of the BARC team,

such as the volunteer coordinator. With an understanding of the specific performance

expectations and standards of excellence, employees can much more easily take steps to improve

their performance, and they’re more likely to do so as a result. Using a defined list of functions

and tasks specific to animal adoption associates, a sample of six functions were used in the

creation of a sample BARS that can be found in Appendix C.

Implementing a performance appraisal system for volunteers can be an extremely

difficult task. For companies that use volunteers, especially nonprofit organizations such as

BARC, efficiency is of most importance. If an appraisal is done correctly, efficiency is

obtainable with the added benefit of increasing the esteem of the volunteer. Several techniques

for performance appraisal have been discussed, to include 360 degree feedback model, weighted

PERFORMANCE APPRAISAL 14

behavioral checklist, and behaviorally anchored rating scales (BARS). All of discussed measures

include components that make them ideal for working with volunteers. Additionally, these

appraisal methods are helpful because they show the volunteer how they can improve, but they

also show how important the tasks are that the volunteer has helped to accomplish. The 360

degree feedback model, weighted behavioral checklist, and behaviorally anchored rating scales

all share several key factors that makes them valuable to give feedback to volunteers. All three

methods show several key areas of importance, some of which stress to the volunteer what needs

to be focused on and what tasks or functions are the most important to the success of the

organization. The appraisal types discussed are also excellent promoters of communication. The

open communication between the supervisor and the volunteer is important because areas that

need to be improved can be discussed and it also gives the supervisor the freedom to encourage

and thank the volunteer. In short, the three appraisal methods in question can be used to

maximize the benefits for both the organization and the volunteer.

PERFORMANCE APPRAISAL 15

References

Banks, C. G., & Roberson, L. (1985). Performance appraisers as test developers. The Academy of

Management Review, 10, 128-142. Retrieved from

http://www.jstor.org/stable/pdfplus/258219.pdf?acceptTC=true

Byrne, Z. S., Pitts, V. E., Wilson, C. M., & Steiner, Z. J. (2012). Trusting the fair supervisor: The

role of supervisory support in performance appraisals. Human Resource Management

Journal, 22(2), 129-147. doi: 10.1111/j.1748-8583.2012.00193.x

Fletcher, C. (2001). Performance appraisal and management: The developing research agenda.

Journal of Occupational and Organizational Psychology, 74, 473-487. doi:

10.1348/096317901167488

Grote, R. C. (2011). How to be good at performance appraisals: Simple, effective, done right.

Boston, MA: Harvard Business Review Press.

Grote, R. C. (1996). The complete guide to performance appraisal. New York, NY: AMACO

Herfst, S. L., van Oudenhoven, J., & Timmerman, M. E. (2008). Intercultural effectiveness

training in three western immigrant countries: A cross-cultural evaluation of critical

incidents. International Journal of Intercultural Relations, 32(1), 67-80.

doi:10.1016/j.ijintrel.2007.10.001

Jacobs, R., Kafry, D., & Zedeck, S. (1980). Expectations of behaviorally anchored rating scales.

Personnel Psychology, 33(3), 595-640. doi: 10.1111/j.1744-6570.1980.tb00486.x.

Knile, T. J. B., & Sulsky, L. M. (2009). Measurement and assessment issues in performance

appraisal. Canadian Psychology, 50(3), 161-171. doi: 10.1037/a0015668

Lepsinger, R., & Lucia, A. (2009). The art and science of 360 degree feedback, 2nd ed. San

Francisco, CA: Jossey-Bass. Retrieved from http://books.google.com/books?

PERFORMANCE APPRAISAL 16

hl=en&lr=&id=q0avI10BDH8C&oi=fnd&pg=PA95&dq=creatinga360degreefeedbacksy

stem&ots=oKoV2Cex7N&sig=aVaSonSRNLtZznNv7KHpctgpi-U

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Pichler, S. (2012). The social context of performance appraisal and appraisal reactions: A meta‐

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Selden, S., & Sowa, J. E. (2011). Performance management and appraisal in human service

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Warner, S., Newland, B., & Green, B. (2011). More than motivation: Reconsidering volunteer

management tools. Journal of Sport Management, 25(5), 391-407. Retrieved from

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checklist/

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CA: Sage Publications.

PERFORMANCE APPRAISAL 17

Appendix A

360 degree feedback evaluates a volunteer from all sides. The evaluation should be completed by the volunteer, the

volunteer's manager/supervisors, the volunteer's subordinates, and the volunteer's peers. Provide feedback by

thoughtfully and accurately filling in the information below.

1. Are you...

The volunteer The volunteer's manager/supervisor

The volunteer's peer

Other

Volunteer Information

2. Volunteer Information

First Name

Last Name

Department

3. Evaluation Date

Month Day Year

Knowledge and Skill

4. Rate this volunteer in the following areas

Consistently

exceeds

expectations

Frequently meets

and exceeds

expectations

Meets

expectations

Sometimes

meets

expectations

Rarely meets

expectations

Possesses knowledge to

perform job competently 1 2 3 4 5

Possesses skills needed

to perform job

competently 1 2 3 4 5

Pays attention to details 1 2 3 4 5

Looks for ways to

improve quality 1 2 3 4 5

Strives to learn and

improve 1 2 3 4 5

Takes on responsibilities 1 2 3 4 5

Capable of working 1 2 3 4 5

PERFORMANCE APPRAISAL 18

without constant

supervision

Job Performance

5. Rate this volunteer in the following areas

Consistently

exceeds

expectations

Frequently meets

and exceeds

expectations

Meets

expectations

Sometimes

meets

expectations

Rarely meets

expectations

Properly uses materials and

equipment. Applies

feedback to improve

performance

1 2 3 4 5

Handles unexpected

situations calmly and

efficiently 1 2 3 4 5

Demonstrates ability to

gather information and

develop solutions 1 2 3 4 5

Easily adapts to changes in

the workplace 1 2 3 4 5

Takes responsibility for

his/her actions 1 2 3 4 5

Can handle multiple tasks at

one time 1 2 3 4 5

Completes tasks correctly

and with accuracy 1 2 3 4 5

Follows company rules and

procedures 1 2 3 4 5

Demonstrates commitment

to safety 1 2 3 4 5

Working with Others

6. Rate this volunteer in the following areas

Consistently

exceeds

expectations

Frequently meets

and exceeds

expectations

Meets

expectations

Sometimes

meets

expectations

Rarely meets

expectations

Works well with others 1 2 3 4 5

Respects ideas and

contributions of

everyone 1 2 3 4 5

Fulfills commitments to

others 1 2 3 4 5

Is sensitive to needs and

capabilities of others 1 2 3 4 5

PERFORMANCE APPRAISAL 19

Takes responsibility for

his/her actions 1 2 3 4 5

Capable of working

without constant

supervision 1 2 3 4 5

Accepts and provides

constructive criticism 1 2 3 4 5

Shares knowledge and

team resources with

coworkers 1 2 3 4 5

Contributes an

appropriate amount of

work 1 2 3 4 5

7. Overall Performance

Please leave additional comments about the volunteer:

PERFORMANCE APPRAISAL 20

Appendix B

Weighted Behavioral Checklist:

Animal Adoption Employees

50% Provide Animal Care

30% Provide Outstanding Customer Service

10% Coordinate Adoption

10% Set Up and Take Down of Adoption Event

100 % TOTAL

PERFORMANCE APPRAISAL 21

Appendix C

EMPLOYEE EVALUATION: Behaviorally Anchored Rating Scale (BARS)

Employee Name: Title: Evaluation for the period:

Supervisor: Title: Department:

RESPOND TO QUESTIONS FROM PATRONS AND PROVIDE INFORMATION ABOUT ANIMALS.

1- Unsatisfactory 2- Marginal 3- Meets

Expectati

ons

4- Exceeds

Expectation

s

5- Exceptional

Employee rarely responds

to inquiries from customers

and is unaware of the

proper chain of command

to find the answers for

customers. Does not smile

and never apologizes for

any inconvenience.

Employee attempts to

answer inquires but

often forgets the

proper chain of

command, forgets to

smile, and does not

apologize for any

inconvenience.

Employee answers

all inquiries by

following the

proper chain of

command.

Employee is friendly

and always responds

to customers with a

smile. Employee

goes above and

beyond to answer all

inquiries by

following the proper

chain of command.

Employee is friendly and

always responds to

customers with a smile.

Employee goes above

and beyond to answer all

inquiries by following

the proper chain of

command. Employee

apologizes for any

inconvenience if a

question is left

unanswered.

OPEN KENNELS UPON PATRON REQUEST.

1- Unsatisfactory 2- Marginal 3- Meets

Expectati

ons

4- Exceeds

Expectation

s

5- Exceptional

Employee does not

properly open kennels or

follow the correct

procedures to allow the

customer time with the

animal.

Employee opens

kennels but does not

ensure the care of the

animal when with the

customer.

Employee smiles

when greeting the

customer and

opens the kennels

upon request.

Employee always

smiles when greeting

the customer, opens

the kennels upon

request, and allows

the customer time

with the animal.

Employee always greets

the customer with a

smile when agreeing to

open the kennels.

Employee always

maintains the animal on

the leash and allows the

customer to take the

animal to a different area

for privacy.

ACCURATELY COMPLETE ADOPTION PAPERWORK.

1- Unsatisfactory 2- Marginal 3- Meets

Expectati

ons

4- Exceeds

Expectation

s

5- Exceptional

Employee makes careless

attempts to complete the

adoption paperwork

although packets are

always incomplete with

numerous errors present.

Employee often

makes costly errors

when completing the

adoption paperwork.

Employee properly

completes adoption

paperwork once an

adoption has been

finalized.

Employee properly

completes adoption

paperwork once an

adoption has been

finalized. The

employee double

checks the forms for

accuracy to ensure all

necessary signatures

are present.

Employee properly

completes adoption

paperwork once an

adoption has been

finalized. The employee

double checks the forms

for accuracy to ensure all

necessary signatures are

present. Employee

always remembers to

thank the new pet

owners for adopting

through BARC.

PERFORMANCE APPRAISAL 22

MAKE COPIES OF ADOPTION FORMS WHEN NECESSARY.

1- Unsatisfactory 2- Marginal 3- Meets

Expectati

ons

4- Exceeds

Expectation

s

5- Exceptional

Employee does not obtain

copies of adoption forms in

a timely fashion and never

checks to see if copies are

needed.

Employee has allowed

forms to run out

before additional

copies can be made.

Does not promptly

restock adoption

forms.

Employee makes

copies of adoption

forms once being

notified to do so.

Employee promptly

makes copies of

adoption forms prior

to being notified to

do so.

Employee occasionally

audits the adoption

forms without being told

to do so. Additional

copies are always made

before they have the

chance to run low. The

employee does not

complain about the

administrative duty of

copying forms.

TAKE PICTURES SURING THE ADOPTION EVENT AND POST TO FACEBOOK PAGE.

1- Unsatisfactory 2- Marginal 3- Meets

Expectati

ons

4- Exceeds

Expectation

s

5- Exceptional

Employee never takes

pictures during the

adoption events to be

posted on the BARC

Facebook page.

Employee rarely

remembers to take

pictures and often

forgets to post them to

the BARC page.

Employee takes

few pictures but

remembers at the

end of the day to

post to Facebook.

Employee takes

pictures during the

event and posts to

Facebook throughout

the day.

Employee takes

numerous pictures

during the adoption

event and posts pictures

to the BARC Facebook

page throughout the

event with captions.

UPDATE THE BARC FACEBOOK PAGE AFTER AN ADOPTION.

1- Unsatisfactory 2- Marginal 3- Meets

Expectati

ons

4- Exceeds

Expectation

s

5- Exceptional

Employee never takes

pictures after an adoption to

be posted on the BARC

Facebook page.

Employee rarely

remembers to take

pictures of the newly

adopted animal and

often forgets to post

them to the page.

Previously taken

pictures of the

newly adopted

animal are posted

to Facebook.

Employee takes

pictures of the animal

after the adoption

and posts to

Facebook.

Employee ensures that

there are pictures of the

new dog owners with

their pet. These pictures

are uploaded to the

BARC Facebook page

without hesitation.

EMPLOYEE SIGNATURE SUPERVISOR SIGNATURE

Name:

Date:

Name:

Date: