THE FOLLOWING performance evaluation illustrates how one company’s value system (PILLAR) is linked to its performance-evaluation criteria. Be sure that your evaluation questions are linked to your own company’s busi- ness strategy and unique value system. Name: Date: Position: Office: The purpose of self-evaluation is to: ! Assess your strengths and the areas you feel need development ! List accomplishments for evaluating advancement opportunities ! Generate ideas for discussion with your performance coach PASSION FOR EXCELLENCE Please list your strengths: Please list the areas you would like to improve (identify at least two): Please list your accomplishments during the evaluation period: 198 WORKSHEET 3 Self-Evaluation THE PILLAR Passion for Excellence Integrity Lifetime Learning Leading by Example A Balanced Life Respect for Others Passion for Excellence Integrity Lifetime Learning Leading by Example A Balanced Life Respect for Others INTEGRITY Please comment on your commitment to the professional and ethical standards of the profession: Please comment on your willingness to address unethical or inappropriate behavior on the part of clients and colleagues: LIFETIME LEARNING Please comment on the adequacy of the training (internal and external) you have received in terms of developing your skills: Please comment on other training you have sought or attained outside of the training provided by our firm: What additional or new responsibilities have you assumed since your last evaluation? What areas do you believe you should be emphasizing to further your career-development goals? LEADING BY EXAMPLE Describe how you have acted as a role model or mentor to others in the office or firm: SELF-EVALUATION 199 Source: © Moss Adams LLP 200 APPENDIX What would you suggest as a means of enhancing the firm’s spirit within our office? A BALANCED LIFE The amount of overtime you worked was: More than expected/desired ❏ As expected/desired ❏ Less than expected/desired ❏ Comments: Please comment on the balance between your professional and personal life: RESPECT FOR OTHERS Please comment on your working relationships with your colleagues and the firm’s clients: What other questions or areas would you like to address during your evaluation session? Source: © Moss Adams LLP THE FOLLOWING performance evaluation illustrates how one company’s value system (PILLAR) is linked to its performance-evaluation criteria. Be sure that your evaluation questions are linked to your own company’s busi- ness strategy and unique value system. Evaluation of: Evaluation period: Position: Evaluator’s name: Instructions: The purpose of performance evaluation is to acknowledge areas of strong performance, provide reinforcement, and discuss areas for development. Evaluators are encouraged to: ! Reinforce areas of strength by commending good performance ! Identify areas needing development and provide specific examples ! Establish a measurable goal for primary areas of performance where improvement or additional experience is needed RATINGS: A rating of “good” should be given if a person is meeting the expectations and job requirements for his or her level of experience and is progressing at a normal rate of advancement. Excellent Exceptional performance; consistently exceeds expec- tations Very good Frequently exceeds expectations Good Meets expectations and fulfills all responsibilities 201 WORKSHEET 4 Performance Evaluation for Professional Staff THE PILLAR Passion for Excellence Integrity Lifetime Learning Leading by Example A Balanced Life Respect for Others Passion for Excellence Integrity Lifetime Learning Leading by Example A Balanced Life Respect for Others 202 APPENDIX RATINGS: (continued) Needs improvement Requires development; does not consistently meet expectations Unacceptable Performance is below the acceptable level Not rated Not enough basis for evaluation or not applicable PASSION FOR EXCELLENCE Demonstrates enthusiasm and pride in the work she/he performs. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Completes projects accurately and within budget. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Solves technical problems effectively. Demonstrates objectivity and an analytical ability. Demonstrates a solid base of technical knowledge. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Speaks and writes clearly and effectively. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Demonstrates good listening skills. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Source: © Moss Adams LLP Meets client-service expectations. Provides ideas, recommendations, and solutions to clients that improve results. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: INTEGRITY Demonstrates an interest in personal growth and expansion of his/her knowledge base. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Displays objectivity, identifies important issues, asks relevant questions, reaches sound conclusions, and considers the potential impact before rec- ommending actions. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Demonstrates an understanding of our clients’ needs. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: LIFETIME LEARNING Continues to develop his/her talents, skills, and knowledge. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: PERFORMANCE EVALUATION FOR PROFESSIONAL STAFF 203 204 APPENDIX Uses technology tools and resources effectively to perform assignments. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: LEADING BY EXAMPLE Demonstrates a positive attitude toward company goals and contributes to maintaining high morale in the office. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Takes responsibility for actions and accepts responsibility for mistakes. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Acts as a role model or mentor for others. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: A BALANCED LIFE Provides a positive example to others as a person who is able to balance professional responsibilities while also maintaining balance in his/her personal life. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Source: © Moss Adams LLP RESPECT FOR OTHERS Treats colleagues with respect and consideration. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Keeps managers informed of progress and job status. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Responds to suggestions and input from others in a respectful manner. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: PERSONNEL MANAGEMENT Demonstrates a commitment to the development of other people in the office. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Conducts performance reviews that are comprehensive, productive, and timely. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: PERFORMANCE EVALUATION FOR PROFESSIONAL STAFF 205 206 APPENDIX Recognizes staff members for good performance and coaches them when improvement is needed. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: ENGAGEMENT MANAGEMENT Plans and manages engagements to achieve efficiency and develop the skill of staff members. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: MARKETING AND PRACTICE DEVELOPMENT Is actively involved in professional and community activities. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: Initiates actions that create new client opportunities. ❏ Excellent ❏ Very good ❏ Good ❏ Needs improvement ❏ Unacceptable ❏ Not rated Comments: ADDITIONAL COMMENTS OVERALL PERFORMANCE SUMMARY In general, this individual is: ❏ Exceeding performance expectations and progressing rapidly ❏ Meeting performance expectations and progressing very well ❏ Meeting most performance expectations and progressing satisfactorily ❏ Meeting some performance expectations; needs improvement ❏ Currently not meeting performance expectations Source: © Moss Adams LLP PRIMARY STRENGTHS What primary strengths were identified during the evaluation? 1. 2. 3. AREAS FOR DEVELOPMENT Identify key areas where improvement or additional experience is needed. 1. 2. 3. Develop a goal for each key area for development. 1. 2. 3. Staff member’s comments SIGNATURES I acknowledge that I have had an opportunity to discuss this evaluation with my performance coach. Staff Member Date Evaluated by: Performance Coach Date Reviewed by: Partner Date PERFORMANCE EVALUATION FOR PROFESSIONAL STAFF 207 [...]... Dues (professional) 21 Employee benefits 22 Equipment leases and purchases 23 Insurance 24 Office expense 25 Other salaries 26 Payroll taxes 27 Professional services 28 Rent 29 Repairs and maintenance 30 Software and hardware expense 31 Tax and licenses 32 Training and continuing education 33 Travel and entertainment Source: © Moss Adams LLP 34 Utilities, phone, fax, and online service 35 All other expenses... compensation inside the range based on the characteristics of that individual W O R K S H E E T 7 Balance Sheet RECORD YOUR DOLLAR BALANCES in the dollars column ($) Remember that total assets need to equal total liabilities and equity Divide all dollar balances by total assets to arrive at the percentages (%) Dollars and Common Size Percentages ($) (%) 1 Cash 2 Marketable securities 3 Accounts receivable—net... Upstream Evaluation THE FOLLOWING performance evaluation illustrates how one company’s value system (PILLAR) is linked to its performance-evaluation criteria Be sure that your evaluation questions are linked to your own company’s business strategy and unique value system Evaluation of: Evaluation period: Your position: ❏ Client service ❏ Administrative staff Instructions: The purpose of performance evaluation... performance evaluation is to acknowledge areas of strong performance, provide reinforcement, and discuss areas for development Evaluators are encouraged to: ! Reinforce areas of strength by commending good performance ! Identify areas needing development and provide specific examples ! Establish a measurable goal for primary areas of performance where improvement or additional experience is needed Passion for... Variance as a % of median base compensation Lower Quartile Median Upper Quartile Experience (in years) Variance in salary by work experience Tenure (in years) Variance in salary by tenure 3 89% 1 105% 5 105% 3 97% 8 139% 5.75 123% Factors impacting compensation: Start the discussion with the median base salary 48.9% % reporting commissions Commissions Median 212 Does the position typically receive a. .. What will the bonus be in your organization? How does it compare? How will the total compensation compare? HOW TO USE COMPENSATION BENCHMARKING AND SALARY-SURVEY DATA 213 What impact does the location of your firm, the employee’s level of experience, and his/her secondary functions typically have on base pay for this position? PA R A P L A N N E R (continued) CFP CFP certificate holder Variance in salary... attentive ❏ Not rated Evaluator’s comments: Gives me recognition for my contributions and efforts ❏ Often ❏ Occasionally ❏ Seldom ❏ Never ❏ Not rated Evaluator’s comments: A BALANCED LIFE Understands that it is important for staff members to maintain balance in our lives 211 UPSTREAM EVALUATION ❏ Consistently ❏ Usually ❏ Sometimes ❏ Rarely ❏ Not rated ❏ Sometimes ❏ Rarely ❏ Not rated Evaluator’s comments:... Treats people with respect ❏ Consistently ❏ Usually Evaluator’s comments: What do you most like about working with this individual? Source: © Moss Adams LLP Do you have any suggestions for improving your working relationship? W O R K S H E E T 6 How to Use Compensation Benchmarking and Salary-Survey Data THE FOLLOWING TABLE is an excerpt from the 2003 FPA Compensation and Staffing Study It illustrates... business results ❏ Often ❏ Occasionally ❏ Seldom ❏ Never ❏ Not rated Evaluator’s comments: Source: © Moss Adams LLP Delegates challenging work that is appropriate for my level of experience ❏ Delegates work appropriately ❏ Delegates assignments that are too easy ❏ Delegates assignments that are too difficult ❏ Not rated Evaluator’s comments: Includes me in meetings with clients ❏ Often ❏ Occasionally... Nonowner professional salaries 10 Commissions paid and other direct expenses 11 Owners’ draws or base compensation 12 Total direct expense (sum 9, 10, 11) 13 Gross profit (8 minus 12 ) 14 Advertising, public relations, and marketing 15 Auto expenses 16 Charitable contributions 216 217 INCOME STATEMENT Dollar and Common Size Percentages ($) (%) 17 Client appreciation 18 Depreciation and amortization 19 Dues . Repairs and maintenance 30 Software and hardware expense 31 Tax and licenses 32 Training and continuing education 33 Travel and entertainment 34 Utilities, phone, fax, and online service. determine the final compensation inside the range based on the characteristics of that individual. PARAPLANNER (continued) CFP CFP certificate holder 14.6% Variance in salary if CFP certificant 111 % . BENCHMARKING AND SALARY-SURVEY DATA 213 RECORD YOUR DOLLAR BALANCES in the dollars column ($). Remember that total assets need to equal total liabilities and equity. Divide all dollar balances