WAREHOUSE WORKER

SCOTT COUNTY PUBLIC SCHOOLS

Classified Employee Performance Evaluation NAME: ______________________________ ;O< TITLE: 7are#ouse 7or%er =>?, LOCATION: ____________________________ DATE: ___________ E AL!ATO": _________________________

PERFORMANCE RATING T#e evaluator $ill ran% t#e employee on t#e follo$in& performance indicators 'y mar%in& () *) +) , O" - on t#e line for "atin&. 0 Unsatisfactory: Mar!ina": # Satisfactory: $ E%c&'tiona" ( O)tstan*in! Employee/s performance is unaccepta'le and is su'stantially 'elo$ e0pectations. T#e employee rarely accomplis#es t#e o'1ective even $it# fre2uent supervision and direction. Employee/s performance is su'standard and needs improvement. T#e employee re2uires fre2uent supervision and direction. Employee/s performance is ade2uate) usually accomplis#in& t#e o'1ective. T#e employee follo$s instuctions and re2uires normal supervision. Employee/s performance is &ood) often e0ceedin& t#e o'1ective. T#e employee $illin&ly accepts responsi'ility and re2uires only infre2uent supervision. Employee/s performance is outstandin&) consistently e0ceedin& t#e o'1ective. T#e employee demonstrates initiative and re2uires minimal supervision. 0 UNSATISFACTORY PERSONAL TRAITS SAFETY
"arely follo$s safety rules. 4as #ad more t#an one reported accident in last yr. Occasionally follo$s safety rules. 4as #ad one reported accident in t#e last year. 4as limited s%ills. "e2uires direct supervision. 3enerally follo$s safety rules. No reported accidents in t#e last year. !nderstands 1o' routine. 8#o$s pro&ess from trainin&. Al$ays follo$s safety rules. No reporta'le accidents in t#e last , years. Completely understands all 1o' functions. Loo%s for opportunity to improve on safety rules and procedures. No reporta'le accidents in 5 yrs. !nderstands $#y all 1o' functions are performed 6 #o$ t#ey relate to ot#er functions. An e0pert.

MARGINAL

# SATISFACTORY

$ E+CEPTIONAL

( OUTSTAN,ING

RATING

-NO.LE,GE

Lac%s %no$led&e 6 s%ills to perform tas% assi&ned. 7ill not accept supervision.

ACCURACY

Continually ma%es errors despite many retrainin& attempts.

Error level too #i&#. 8#o$s some improvement after retrainin&. A slo$ learner. "arely completes $or% assi&n9 ment $it#out assistance. Too often selects t#e $ron& alternative. Needs to ap9 proac# $or% more carefully.

Ma%es avera&e num'er of errors 'ut seldom repeats mista%es. Completes t#e assi&ned s#are of t#e $or%. Meets avera&e $or% e0pectations. !sually e0ercises sound 1ud&ment.

ery careful $it# $or%. Commits very fe$ errors

E0tremely accurate. "arely commits an error.

/UANTITY

Never completes assi&ned tas%s. 7aits for ot#ers to do t#eir $or%.

A fast $or%er. Completes assi&ned $or% $it#in t#e e0pected time frame. "easons $ell. T#in%s t#rou&# $or%. 8eldom errs in 1ud&ment.

E0ceptional $or%er. 3enerates $or% at a ma0imum level. :inis#es $or% 6 #elps ot#ers. Maintains #i&# level of sound 1ud&ment. Decisions usually t#e 'est under t#e circumstances.

,ECISION MA-ING

"efuses to ma%e decisions. !ses poor 1ud&ment.

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0 UNSATISFACTORY PERSONAL TRAITS ORGANI0ATION

7or% is usually disorderly and c#aotic.

MARGINAL

# SATISFACTORY

$ E+CEPTIONAL

( OUTSTAN,ING

RATING

:re2uently unor&ani@ed or $or% area is in disarray.

7or% sufficiently or&ani@ed to effectively perform t#e 1o'.

4i&#ly or&ani@ed 6 efficient $or%er. :e$ instances of poor performance from lac% of order.

E0ceptionally precise in or&an9 i@ation of $or%. 4as immediate access to anyt#in& needed. E0tremely efficient. Places #i&# priority on &ettin& t#in&s done. Constantly accepts difficult or unpleasant 1o's to ac#ieve &oals.

INITIATI1E

8#o$s little initiative. Never volunteers. 8tic%s closely to 1o' routine.

8#o$s some initiative. 8#ould do more $it#out #avin& to 'e told.

Does not s#ir%. oluntarily attempts to solve non9 routine 1o' pro'lems as t#ey occur.

A'ove avera&e. A self9 starter. 7ill &enerally volunteer.

A,APTABILITY

"esists c#an&e. "efuses to implement c#an&e.

8lo$ly implements c#an&e 'ut distracts ot#ers $it# complaints.

Implements c#an&e $it# direct instructions.

ery ent#usiastic a'out c#an&e $#en su&&ested.

Implements c#an&es $it# little or no direction.

INNO1ATION2 CREATI1ITY RELIABILITY2 RESPONSIBILITY APPEARANCE2 HABITS IN1ITING

Never offers a ne$ procedure or ne$ idea.

"arely su&&ests ne$ ideas

Ma%es su&&estions for im9 provin& met#odsAprocedures in a constructive $ay.

Often su&&ests 'eneficial c#an&es 6 cost effective improvements. Completes $or% $it#out supervision. 7ill complete occasional special pro1ects.

ery innovative. Constantly offers ima&inative su&&estions for improvin& operations. Motivated) loyal 6 trust$ort#y. Accepts all assi&nments. Al$ays performs as e0pected. Al$ays properly dressed for 1o'. Personal #a'its are never offensive or in poor taste. E0tremely cooperative. Constantly offers aid 6 al$ays availa'le to #elp ot#ers. Almost never late or a'sent. Al$ays accepts e0tra $or% $#en and if as%ed.

Often fails to complete a 1o'.

Occasionally leaves rountine tas%s incomplete.

Can 'e depended upon to complete all aspects of 1o'.

:re2uently offensive. :ails to $ear appropriate dress. :re2uently rude. Causes noticea'le discomfort to ot#ers.

Occasional sloppy appearance or display.

!sually properly dressed 6 &roomed. :e$ poor #a'its.

"arely e0#i'its poor appearance or offensive #a'its. ery cooperative. Often offers assistance. Can us9 ually 'e counted on to #elp.

Occasionally impolite to co9$or%ers or ot#ers.

3enerally a cooperative person on t#e 1o'.

ATTEN,ANCE2 PUNCTUALITY

:re2uently une0cused lateness or a'sence from $or%. ery poor attendance.

A'sence or lateness 'elo$ standard.

8atisfactory attendance record.

"arely late or a'sent.

TEMPERAMENT

olatile) inconsistent personality. Disrupts $or% environment.

Occasionally displays temper or emotion t#at disrupts ot#ers and #inders o$n performance.

Even tempered. A'sor's routine pressures of t#e 1o'.

Can tolerate unusual pressure 6 tension $it#out #inderin& performance.

Performs consistently and effectively under e0treme pressure. Never visi'ly falters.

3OB SPECIFIC RECEI1E2INSPECT SHIPMENTS

Often fails to insure t#at s#ipments are received correctly. Occasionally fails to receive s#ipments in a timely manner. Can 'e depended upon to receive s#ipments in a timely manner. All s#ipments are received in a timely manner and 2uality issues are noted. All s#ipments are received correctly and all dama&es are reported and follo$ed up to resolution.

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0 UNSATISFACTORY 3OB SPECIFIC ISSUE2,ELI1ER SHIPMENTS

Often fails to issue t#e correct item or amount.

MARGINAL

# SATISFACTORY

$ E+CEPTIONAL

( OUTSTAN,ING

RATING

Occasionally fails to issue t#e correct item or amount.

Can 'e depended upon to issue t#e correct items and amounts.

All issues and deliveries are issued corrected and in a timely manner.

Not only issues all items in a timely manner 'ut also anticipates issues 'efore t#ey are ordered 6 #as in stoc%. Maintains accurate inventory records and leads t#e effort to improve processes to maintain accurate records. Maintains t#e correct level of supplies $it#out over orderin& and $it#out runnin& out of stoc%. Is proactive in ma%in& sure t#at all $are#ouse ve#icles are maintained in a timely manner. Not only loads and unloads s#ipments and recommend process improvments 'ut also implements t#ese c#an&es. Inpects receipts for dama&e) turns in dama&e report) recommends c#an&es and $or%s to implement c#an&es. Not only does inventory audits and finds route causes of errors) 'ut develops processes to correct. Leads t#e team in ma%in& sure t#at preventative maintenance is done on all e2uipment. Al$ays %eeps t#e items in t#e correct location $it# proper identification t#at is easily found. Completes ot#er pro1ects $it#out 'ein& assi&ned 6 ta%es responsi'ility to lead t#e team to complete tas%s.

MAINTAINING IN1ENTORY RECOR,S OR,ER SUPPLIES

Often fails to maintain accurate inventory records.

Occasionally fails to maintain accurate inventory records.

Can 'e depended upon to maintain accurate inventory records. Can 'e depended upon to order supplies in a timely manner. Can 'e depended upon to maintain $are#ouse ve#icles in a timely manner. Can 'e depended upon to insure t#e loadin& and unloadin& of s#ipments are completed.

Inventory records are accurately maintained $it# processes in place to continue. Orders supplies in advance of runnin& out and is proactive a'out preventin& stoc%outs. Not only maintains $are#ouse ve#icles 'ut #as a process t#at allo$s t#is to 'e done on time. Not only loads and unloads s#ipments 'ut also recommends process improvements. Inspects receipts for dama&e and turns in dama&e report plus recommends c#an&es. Does inventory audits and investi&ates t#e route causes of $#y t#e count is $ron&. Not only performs preventative maintenance 'ut sees t#at ot#er staff mem'ers compete as $ell. Acturately identifies $are#ouse locations and develops a process to add ne$ locations. Completes ot#ers duties as assi&ned $it#out complainin& and $it#out direction.

Does not order supplies in a timely manner and runs out of supplies.

Occasionally does not order supplies in a timely manner and runs out of some supplies. Occasionally does not #ave preventative maintenance done on maintenance ve#icles. At times delays t#e loadin& andAor unloadin& of s#ipments.

MAINTAIN .AREHOUSE 1EHICLES LOA,ING2 UNLOA,ING SHIPMENTS INSPECT RECEIPTS FOR ,AMAGE IN1ENTORY AU,IT COUNTS PRE1ENTATI1E MAINTENANCE .AREHOUSE .AREHOUSE LOCATION I,ENTIFICATION OTHER ,UTIES AS ASSIGNE,

Often fails to #ave preventative maintenance done on $are#ouse ve#icles in a timely manner. At times does not loadAunload s#ipments in a timely manner.

Often fails to completely inspect receipts for dama&e.

Occasionally does not completely inspect receipts for dama&e.

Can 'e depended upon to inspect receipts for dama&e and turn in dama&e report.

Often fails to do inventory audit counts for supplies.

Occasionally does not do inventory audits for supplies.

Can 'e depended upon to do inventory audits for supplies in t#e $are#ouse.

Often fails to perform preventative maintenance on e2uipment. Often fails to identify stora&e location $it#in t#e $are#ouse. Often fails to complete ot#er duties t#at are assi&ned.

Occasionally fails to perform preventative maintenance on e2uipment. Occasionally #as pro'lems identifyin& t#e stora&e location $it#in t#e $are#ouse. Occasionally leaves ot#er duties t#at are assi&ned incomplete.

Can 'e depended upon to ma%e sure preventative maint9 tenance is done on e2uipment. Can 'e depended upon to acturately identify t#e $are#ouse locations. Can 'e depended upon to complete all ot#er duties as assi&ned.

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TOTAL

Total of ratin& on t#e *- personal traits and ** 1o' specific traits s#ould 'e placed on t#e line 'elo$:
- - - - - - - - -10- - - - - - - - -20 - - - - - - - - - 30 - - - - - - - - - 40 - - - - - - - - - 50 - - - - - - - - - 60 - - - - - - - - - 70 - - - - - - - - - 80 - - - - - - - - - 90 - - - - - - - - 100

!nsatisfactory

Marginal

Mar&inal

8atisfactory

8atisfactory

E0ceptional E0ceptional

Outstandin& Outstandin&

4 I,ENTIFICATION OF STRENGTHS:

#4 RECOMMEN,ATION5S6 FOR PERSONAL GRO.TH:

$4 COMMENTS2OTHER REMAR-S:

(4 THE EMPLOYEE BEING E1ALUATE, MAY RESPON, TO ANY PART OF THE E1ALUATION IN THE SPACE PRO1I,E, BELO. AN, INITIAL THE RESPONSE4

7e #ere'y ac%no$led&e t#at a conference #as 'een conducted) t#is evaluation discussed) and a copy #as 'een provided to t#e employee evaluated $#ose si&nature does not indicate a&reement $it# t#e content. In t#e event t#e employee disa&rees $it# t#is evaluation) a letter e0pressin& t#e nature of disa&reement may 'e su'mitted to 4uman "esources Department.
________________ ,ATE Distri'ution: ______________________________ E1ALUATOR ______________ ,ATE ____________________________ EMPLOYEE

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Evaluator Employee B-A(>C

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