EMPLOYEE PERFORMANCE APPRAISAL FORM

EMPLOYEE’S NAME: PRINCESS SHARON OJAKOVO JOB TITLE: SALES INTERN

DEPARTMENT: SALES/MARKETING SUPERVISOR: CHIKAODI DICKSON

DATE OF HIRE: 16TH JANUARY 2023 REVIEW DATE:

DATE DUE TO PERSONNEL: Check One:  Self-Review  Supervisor’s Review  Final Review

SECTION I: CORE VALUES AND OBJECTIVES

The performance criteria in Section I apply to all City of Somerville non-represented employees.

1. ATTENDANCE:
U U

DEFINITION: REPORTS FOR WORK REGULARLY WITH A MINIMUM NUMBER OF

ABSENCES AND TARDINESS. GIVES NOTICE WHEN ABSENCE OR TARDINESS IS
 EXCEEDS EXPECTATIONS
UNAVOIDABLE. RECEIVES AUTHORIZATION WHEN TIME OFF IS NEEDED. OBSERVES  MEETS EXPECTATIONS
APPROPRIATE LUNCH AND BREAK SCHEDULES. SUBMITS JUSTIFICATION FOR
ABSENCES AS REQUIRED AND/OR REQUESTED.  IMPROVEMENT NEEDED
STANDARD: BE READY TO WORK AT THE BEGINNING OF THE WORKDAY OR START
TIME.  UNACCEPTABLE
STANDARD: SUBMIT REQUEST FOR LEAVE OR VACATION IN WRITING AT LEAST 10
(TEN) BUSINESS DAYS PRIOR TO TIME OFF BEING REQUESTED, FOR REQUESTS FOR
TIME OFF LONGER THAN ONE DAY.
STANDARD: HAVE NO UNEXCUSED OR UNAUTHORIZED ABSENCES.

U COMMENTS AND EXAMPLES:

DURING THESE PAST MONTHS WHILE I WORKED AT TIZETI, MAINTAINING A CONSISTENT AND PUNCTUAL WORK
ATTENDANCE RECORD HAS ALWAYS BEEN A FUNDAMENTAL ASPECT OF MY PROFESSIONAL ETHICS. I MAKE IT A POINT
TO ARRIVE AT MY DESIGNATED WORK LOCATION AT THE SCHEDULED TIME, AND IN THE RARE EVENT THAT ANY
UNFORESEEN CONDITIONS MAY DELAY MY ARRIVAL, I ENSURE PROMPT COMMUNICATION WITH MY SUPERVISOR AND
THE TEAM TO KEEP THEM INFORMED.

THROUGHOUT MY CAREER, I HAVE NEVER TAKEN AN UNSCHEDULED ABSENCE FROM WORK, DEMONSTRATING MY
UNWAVERING COMMITMENT TO UPHOLDING THIS CORE PRINCIPLE OF RELIABILITY AND PUNCTUALITY.

2. PRODUCTIVITY AND USE OF TIME:

U U

DEFINITION: MANAGES OWN TIME AND USES APPROPRIATE WORK METHODS,

TECHNIQUES, AND EQUIPMENT TO ACHIEVE THE MOST EFFECTIVE AND EFFICIENT
 EXCEEDS EXPECTATIONS
RESULT IN THE TIME AVAILABLE. IS MUTUALLY RESPECTFUL OF TIME AND SCHEDULE  MEETS EXPECTATIONS
OF OTHERS. BALANCES MULTIPLE PRIORITIES AND FOCUSED ON DESIRED
OUTCOME(S).  IMPROVEMENT NEEDED
STANDARD: PRIORITIZE WORK ASSIGNMENTS BASED ON ESTABLISHED GUIDELINES.
STANDARD: COMPLETE ALL WORK ASSIGNMENTS WITHIN DESIGNATED DEADLINE;  UNACCEPTABLE
NOTIFY APPROPRIATE STAFF IN ADVANCE OF INABILITY TO COMPLETE ASSIGNMENT
WITHIN DESIGNATED TIMELINE.
STANDARD: USE AVAILABLE TECHNOLOGY TO ACCOMPLISH WORK EXPEDITIOUSLY.
STANDARD: BE CONSIDERATE OF MEETING START TIMES AND OTHER PEOPLE’S TIME.
WHENEVER POSSIBLE, CONTACT MEETING ORGANIZER WHEN YOU WILL BE LATE OR
ABSENT.
STANDARD: WHEN HOSTING MEETINGS, HAVE SPECIFIC, IDENTIFIABLE OUTCOMES.
WHEN COORDINATE MEETINGS, INFORM PARTICIPANTS OF THE BEGINNING AND
3. TEAMWORK AND COLLABORATION:
U U

DEFINITION: MAKES AND SUSTAINS EFFECTIVE AND PRODUCTIVE RELATIONSHIPS

WITH OTHER MEMBERS OF THE WORKPLACE AND THE PUBLIC. IS RESPECTFUL OF
 EXCEEDS EXPECTATIONS
DIFFERING VIEWPOINTS. MEETS COMMITMENTS TO CO-WORKERS AND EMPLOYEES IN  MEETS EXPECTATIONS
OTHER DEPARTMENTS.
STANDARD: TREAT CO-WORKERS WITH RESPECT AND PROFESSIONALISM AT ALL TIME.  IMPROVEMENT NEEDED
ALLOW FOR DIFFERING POINTS OF VIEW.
STANDARD: CONTRIBUTE TO THE UPKEEP OF SHARED DEPARTMENT SPACES.  UNACCEPTABLE
STANDARD: MEET COMMITMENTS TO COWORKERS AND OTHER EMPLOYEES AT ALL
TIME. WILLINGLY CONTRIBUTE TO TIME-SENSITIVE GROUP EFFORTS AS THEY ARISE.
STANDARD: KNOW WHEN TO WORK COLLABORATIVELY TO ENSURE THAT WORKLOAD
FOR THE WORK UNIT IS COMPLETED AND KNOW WHEN TO WORK INDEPENDENTLY.
COMMENTS AND EXAMPLES:
U

I MAINTAIN STRONG AND HARMONIOUS WORKING RELATIONSHIPS WITH MY FELLOW TEAM MEMBERS, AS WELL AS WITH
COLLEAGUES FROM OTHER DEPARTMENTS. IN MY INTERACTIONS, I EMPHASIZE THE IMPORTANCE OF RESPECT AND MAKE AN
EARNEST EFFORT TO CONSIDER SITUATIONS FROM THEIR VIEWPOINTS. THIS APPROACH HAS ALLOWED US TO WORK TOGETHER
SEAMLESSLY, WHETHER THROUGH DIRECT COLLABORATION OR MORE INDIRECT INTERACTIONS. FURTHERMORE, I HAVE
DEMONSTRATED MY ABILITY TO WORK INDEPENDENTLY, OFTEN WITH MINIMAL SUPERVISION, SHOWCASING MY SELF-RELIANCE
AND DEDICATION TO THE TEAM'S SUCCESS. IN ESSENCE, I AM A TEAM-ORIENTED WORKER WHO VALUES BOTH COLLABORATIVE
AND INDEPENDENT CONTRIBUTIONS TO OUR COLLECTIVE GOALS.

4. CUSTOMER SERVICE AND COMMUNICATION:

U U

DEFINITION: RESPONDS EFFECTIVELY AND IN A TIMELY MANNER TO THE NEEDS OF A

DIVERSE SET OF INTERNAL AND EXTERNAL CUSTOMERS SUCH THAT CUSTOMER
 EXCEEDS EXPECTATIONS
SERVICE IS ACCURATE, COURTEOUS, AND EFFECTIVE. PROVIDES ORAL AND WRITTEN  MEETS EXPECTATIONS
INFORMATION AND SERVICES IN A CLEAR, CONCISE, THOROUGH, ACCURATE, AND
TIMELY FASHION.  IMPROVEMENT NEEDED
STANDARD: UTILIZE TELEPHONE AND EMAIL IN ACCORDANCE WITH
TELECOMMUNICATIONS POLICY. BARRING TECHNICAL DIFFICULTIES, DO NOT ALLOW  UNACCEPTABLE
YOUR VOICEMAIL BOX OR EMAIL INBOX TO BECOME FULL.
STANDARD: PROVIDE RAPID RESPONSE TO ALL CUSTOMERS. GENERALLY, PROVIDE
WRITTEN RESPONSE WITHIN ONE (1) BUSINESS DAY OF CORRESPONDENCE AND
RESPOND TO MESSAGES WITHIN ONE (1) BUSINESS DAYS OF RECEIPT. WHEN MAKING
REFERRALS, ENSURE THAT COMMUNITY MEMBERS ARE PLACED IN DIRECT CONTACT
WITH APPROPRIATE STAFF.
STANDARD: IF YOU ARE OUT OF THE OFFICE FOR MORE THAN ONE DAY, PLACE AN
AUTOMATIC “OUT-OF-OFFICE” MESSAGE ON YOUR VOICEMAIL AND EMAIL THAT
DESIGNATES AN ALTERNATE CONTACT TO WHICH INQUIRIES CAN BE DIRECTED.
STANDARD: MAINTAIN A POSITIVE ATTITUDE WHEN RESPONDING TO CONSTITUENT
REQUESTS.
COMMENTS AND EXAMPLES:
U

MY APPROACH TO SALES INVOLVES A STRATEGY CENTERED ON BUILDING STRONG CUSTOMER RELATIONSHIPS, A

BASIS FOR THE ESTABLISHMENT OF ENDURING CUSTOMER LOYALTY IN LINE WITH THE RULES AND GUIDELINES OF
THE COMPANY’S POLICIES. I PLACE GREAT EMPHASIS ON ATTENDING TO THE SPECIFIC NEEDS OF CUSTOMERS WITH
A POSITIVE AND PERSUASIVE DEMEANOR, WHICH HAS MADE THEM HAPPY TO REFER OTHERS TO MY SERVICES.

FOR EXAMPLE, I HAVE ENCOUNTERED CHALLENGING SITUATIONS WHERE CUSTOMERS WERE INITIALLY RELUCTANT
TO PURCHASE TIZETI INTERNET SERVICES OR WERE UPSET DUE TO UNEXPECTED DOWNTIMES AND INSTALLATION
DELAYS THAT LED TO REQUESTS FOR REFUNDS. IN SUCH INSTANCES, MY ABILITY TO ENGAGE WITH EMPATHY AND
CURB TENSE INTERACTIONS PROVED PIVOTAL. BY ADDRESSING THEIR CONCERNS, I NOT ONLY SUCCESSFULLY
CALMED THEIR FRUSTRATIONS BUT ALSO ENSURED THE SMOOTH COMPLETION OF INSTALLATIONS. AS A RESULT,
5. QUALITY AND ACCOUNTABILITY:
U U

DEFINITION: FOLLOWS THROUGH ON ASSIGNED TASKS TO ENSURE HIGH QUALITY

SECTION II: POSITION-SPECIFIC PERFORMANCE CRITERIA
WORK PRODUCTS THAT MATCH THE COMPANY AND DEPARTMENT OBJECTIVES.
 EXCEEDS EXPECTATIONS
Performance criteria are to be filled in based on any primary tasks outlined in the employee’s job description that have not
MAKES RESPONSIBLE USE
been addressed in OF COMPANY
Section I. RESOURCES (TIME AND MONEY). FOLLOWS  MEETS EXPECTATIONS
COMPANY POLICIES.
S1.TANDARD
Criterion :W ORK
#1: PRODUCTS
Job Knowledge ARE COMPLETED ON TIME WITH LITTLE OR NO ERRORS  IMPROVEMENT NEEDED
. REQUIRE and skills .of…

AND IN ACCORDANCE
Definition: WITH RELEVANT
Demonstrates competency POLICIES
in required MINIMAL SUPERVISION
job knowledge
S UENACCEPTABLE
XCEEDS EXPECTATIONS
IN]. : IF APPLICABLE: KEEP PROJECTS WITHIN PROPOSED BUDGET AT ALL
TANDARD
[FILL
TIMES. BE RESOURCEFUL WITH EXPENDITURES OF COMPANY FUNDS (“DO MORE WITH
LESS ”).
 MEETS EXPECTATIONS
Standard:
S TANDARD: DEMONSTRATE AN UNDERSTANDING AND SUPPORT FOR ESTABLISHED
Standard:  IMPROVEMENT NEEDED
GOALS OF THE COMPANY AND DEPARTMENT. ALIGN AND PRIORITIZE WORK
PRODUCTS TOWARD THESE GOALS.  UNACCEPTABLE
SCTANDARD
OMMENTS: A
U EXAMPLES
CCEPT
AND :
AND UNDERSTAND CONSTRUCTIVE CRITICISM. TAKE
I have acquired
APPROPRIATE extensive
ACTION knowledge
TO CORRECT AND and in the field of.sales, surrounding key attributes such as communication,
skillsPERFORMANCE
IMPROVE
C
U

active
OMMENTS AND E
listening, and :
problem-solving
XAMPLES and I have also learned the importance of having a target and keeping track of it
in order to meet up by sending reports and updates when due.
I EXHIBIT A HIGH DEGREE OF ADAPTABILITY IN RESPONSE TO CHANGES WITHIN MY DEPARTMENT AND THE OFFICE AS
A WHOLE. THIS FLEXIBILITY ALLOWS ME TO CREATE OPPORTUNITIES FOR IMPROVEMENT BY COLLABORATING WITH
Furthermore, I now possess a deep understanding of the approaches involved in converting prospects into
MY COLLEAGUES AND BRAINSTORMING SOLUTIONS TO VARIOUS CHALLENGES.
satisfied customers and effectively managing challenging customers.
FOR EXAMPLE, I ACTIVELY ENGAGE WITH MY TEAM MEMBERS TO IDENTIFY AREAS WHERE OUR CUSTOMER BASE MAY
BE UNDERREPRESENTED AND TRY TO LOOK FOR WAYS TO IMPROVE SUCH AS WEARING OUR BRANDED COMPANY
SHIRTS AND WORKING WITH THE FULL TEAM IN THOSE AREAS.
SECTION III: REVIEW OF GOALS SET DURING PREVIOUS REVIEW PERIOD
Status of Goal Explanation of Status
6. ADAPTABILITY
Review Goal #1:, INITIATIVE AND PROBLEM-SOLVING  Completed
DEFINITION: ADAPTS TO ORGANIZATIONAL CHANGES (E.G., TECHNOLOGY
In Progress ,
RESOURCES, AND PERSONNEL). TAKES INITIATIVE IN IDENTIFYING
 Tabled
ANY PROBLEMS AND

EXCEEDS EXPECTATIONS
TAKES APPROPRIATE STEPS TO RESOLVE THEM. 
MEETS EXPECTATIONS
STANDARD: CREATE SOLUTIONS TO PROBLEMS BY IDENTIFYING ISSUES, WORKING
COLLABORATIVELY TO DEVELOP STRATEGIES AND IMPLEMENTING INNOVATIVE 
IMPROVEMENT NEEDED
. #2:  Completed

SOLUTIONS
Review Goal
STANDARD: ADVICE SUPERVISOR FIRST AND APPROPRIATESTAFF IN A TIMELY
In Progress
UNACCEPTABLE
FASHION ABOUT IMPENDING PROBLEMS OR ISSUES RELATED TO
Tabled
WORK
RESPONSIBILITIES.
COMMENTS AND EXAMPLES:
U

I HAVE CONSISTENTLY MAINTAINED A STRONG COMMITMENT TO COMPLETING ALL TASKS ASSIGNED TO ME. I MAKE IT
A POINT TO WORK DILIGENTLY AND EFFICIENTLY, ENSURING THAT I UTILIZE MY TIME EFFECTIVELY TO DELIVER
EXCELLENT RESULTS, OFTEN WITH MINIMAL SUPERVISION. IN ADDITION, I PLACE A STRONG EMPHASIS ON PROPER
Review Goal
CUSTOMER #3:
MANAGEMENT  Completed
. I REGULARLY REACH OUT TO CUSTOMERS TO GATHER THEIR FEEDBACK ON OUR
 In Progress WHO HAVE COMPLAINTS ABOUT THEIR EXTENDED
SERVICES AND ALSO HANDLE PROPERLY AND CALMY CUSTOMERS
 Tabled
INSTALLATION DATES OR NETWORK ISSUES WHICH THEY MIGHT BE EXPERIENCING WHILST TRYING TO PROVIDE A
SOLUTION FOR THEM.

I ALSO MAKE SURE TO TAKE RECORDS OF LEADS GOTTEN DAILY AND WEEKLY, ALSO TAKING NOTES OF THE
CUSTOMERS WHO HAVE MADE PAYMENTS IN ORDER TO ALWAYS MAKE SURE I’M ON TRACK WITH MEETING MY
TARGET AND TO SEND ACCURATE UPDATES AND REPORTS TO MY SUPERVISOR.

SECTION IV: OVERALL EVALUATION

Overall
7. Comments,
PERFORMANCE
U Commendations,
MANAGEMENT and Recommendations
AND LEADERSHIP Overall
(FOR SUPERVISORY/MANAGERIAL/DEPT. HEAD
U Rating
POSITIONS ONLY)
Comments:

EXCEEDS EXPECTATIONS
DEFINITION: SETS CLEAR EXPECTATIONS AND COMMUNICATES REGULARLY WITH
E 
XCEEDS EXPECTATIONS
EMPLOYEES ON PERFORMANCE ISSUES. COMMUNICATES COMPANY GOALS AND

MEETS EXPECTATIONS
POLICIES WITH STAFF. PROVIDES APPROPRIATE COACHING AND FEEDBACK. 
MEETS EXPECTATIONS
COMPLETES PERFORMANCE APPRAISALS ON TIME AND CONSISTENT WITH THE
COMPANY’S POLICY. FOLLOWS THROUGH ON STAFF IMPROVEMENT ACTION PLANS TO 
IMPROVEMENT NEEDED
ENHANCE OVERALL EMPLOYEE PERFORMANCE. UTILIZES DATA IN MANAGEMENT AND
UNACCEPTABLE 
  IMPROVEMENT NEEDED
 UNACCEPTABLE
SECTION V: SETTING NEW GOALS WITH AN ACTION PLAN
You may wish to use an additional sheet of paper if more space is needed.
Goals Action Steps Time Required Resources How does this goal
Needed support the
Dept.’s/Mayor’s goals?
Goal #1: Using smart 4 months Airtime and This will enable us to
To meet my KPI and marketing Data Allowance increase monthly sales
convert at least 35 leads techniques, I can and create a sustainable
monthly. increase the number cash flow and
of leads I generate
profitability margin for
each day, follow up
with them until they
the entire company
convert, and follow
up with my current
leads—especially the
ones who are happy
with the service—to
encourage them to
recommend friends
and family. For the
leads who aren't, I
make sure to follow
up with the service
engineers to resolve
the issue.
Goal #2:
To strengthen my To be able to answer Regular This will enable me to
communication abilities in technical inquiries 3 months company know how to respond
general when interacting from potential training for all to customers in a
with prospects and clients. customers, get a
departments. professional manner,
Also, to improve basic understanding
relationships with other of the technical side
even when asked
members of staff from other of the business from questions not in my
departments. the field engineers as field or department.
well as basic and key Therefore,
information from the demonstrating the level
other departments in of staff excellence that
the company in order the company fosters.
to enhance team
collaboration

Goal #3: Learn and Sales This will allow me to

communicate 2 months workshops and be more productive and
To improve my closely with my training resourceful for the
leadership abilities and lead and the team company and its
work cautiously to members. Also, benefits, as well as
improve my problem- choose to take on work independently.
solving abilities as well as responsibility
other qualities to become whether it is
a capable sales intern that assigned or not.
represents the company. Read and
investigate.

SECTION VI: EMPLOYEE COMMENTS (OPTIONAL)

The employee may choose to provide additional comments about his/her performance.

This review displayed my performance and abilities by allowing me to recall productive

activities I've completed and, more importantly, areas where I need to improve. I
appreciate my leads' constant push and corrections to ensure the best results. I also thank
the manager and management for giving me this opportunity to contribute my quota to
the achievement of the company's objectives and my colleagues for always creating a
peaceful environment to work in. I'm looking forward to improving my performance in
my next appraisal.

SECTION VII: SIGNATURES

The signature of the employee signifies the employee has had a review meeting with his/her supervisor and
has read and received a copy of his/her appraisal. It does not necessarily signify agreement.

EMPLOYEE SIGNATURE: DATE:

1ST REVIEWER SIGNATURE (I.e., Direct Supervisor): DATE:

2ND REVIEWER SIGNATURE: DATE:

INSTRUCTIONS FOR COMPLETING THE PERFORMANCE APPRAISAL FORM

Overall Instructions:
This form is to be completed by the employee first9Self appraisal) and then supervisor upon meeting
with his/her subordinate employee. The reviewing structure should follow the reporting structure of the
Department’s Organizational Chart. In other words, supervisors will be in charge of reviewing their direct
subordinates (“1st Reviewer”), with all appraisals in that Dept. read and signed by the Dept. Head (2nd
Reviewer). Dept. Heads will be reviewed by the CISO (“1st Reviewer”), with all Dept. Heads’ appraisals
read and signed by the Chairman (“2nd Reviewer”). These signatures are required in Section VII.

Section I: The performance criteria in Section I apply to all employees, including Department Heads and
other managers. Certain criteria, namely “#7 Performance Management and Leadership” or which are
otherwise noted, may only apply to Dept. Heads and other managers. For each criterion, the reviewing
supervisor should provide a rating as well as evidence by way of Comments and Examples that support
that rating. Comments and Examples are an important and required part of completing the form.

Section II: Section II performance criteria are to be filled in based on any primary tasks outlined in the
employee’s job description that have not been addressed in Section I. Based on the job description, the
supervisor, in conjunction with the employee must determine what the appropriate criteria, definitions, and
standards are prior to completing the appraisal. As in Section I, a rating and supportive Comments and
Examples need to be supplied for each criterion. Whereas Section I criteria apply to all City employees,
Section II criteria are specific to the job description for the position being reviewed.

Section III: Section III provides an opportunity to review progress in meeting goals set during the
previous review. For each goal, note the status of the goal as either “Completed,” “In Progress,” or
“Tabled.” In addition, provide an explanation for the progress status for each goal. If significant progress
is still needed toward a particular goal, it is recommended that this goal be included in Section V.

Section IV: Based on the performance ratings and evidence provided in Sections I and II, and with
consideration of progress made toward goals as described in Section III, an overall performance
evaluation will be provided in Section IV to summarize the employee’s performance. A rating and
supportive comments are required.

Section V: Section V is to be used to set new goals for the upcoming review period. For each goal, the
following information needs to be provided: Action Steps (what the employee needs to do to reach the
goal); Time Required (approximately how long it should take to reach the goal); Resources Needed (e.g.,
training or other resources recommended); and Link to Company’s Goals (how the employee’s goals
supports the Company goals). These goals will be formally reviewed at the next review period (in Section
III). This goal-setting section should be referenced regularly throughout the year and treated as a fluid,
“living document.”

Section VI: The Employee may provide any additional performance-related comments that s/he wishes to
become part of her/his permanent record. This section is optional.

Section VII: Appropriate signatures are required in this section.

RATINGS KEY
EXCEEDS EXPECTATIONS
THE PERFORMANCE OF AN EMPLOYEE AT THIS LEVEL CONSISTENTLY EXCEEDS ALL OF THE JOB STANDARDS AND
PERFORMANCE EXPECTATIONS. THE EMPLOYEE IS PERFORMING AT A LEVEL WELL BEYOND WHAT IS NORMALLY
EXPECTED OF THE MAJORITY OF EMPLOYEES WITH SIMILAR DUTIES.

MEETS EXPECTATIONS
AN EMPLOYEE AT THIS LEVEL CONSISTENTLY MEETS THE ESTABLISHED JOB STANDARDS AND PERFORMANCE
EXPECTATIONS. THE RESULTS CONSISTENTLY ACHIEVED ARE THOSE THE CITY WOULD EXPECT OF EMPLOYEES IN
THIS POSITION LEVEL.

IMPROVEMENT NEEDED
PERFORMANCE DOES NOT CONSISTENTLY MEET THE ESSENTIAL JOB STANDARDS AND PERFORMANCE
EXPECTATIONS OF THE POSITION, OR IS MARGINALLY ACCEPTABLE. DEVELOPMENT, COACHING, OR TRAINING IS
NEEDED TO REACH FULL EFFECTIVENESS.

UNACCEPTABLE
PERFORMANCE DEMONSTRATES AN INABILITY OR UNWILLINGNESS TO MEET JOB STANDARDS AND PERFORMANCE
EXPECTATIONS OF THE POSITION. IMMEDIATE AND SUSTAINED IMPROVEMENT IS REQUIRED.