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Staff Performance Evaluation

Performance Evaluations are a formal, written means of evaluating employees.  The performance evaluation is intended to be a fair and balanced assessment of an employee's performance for a specified period (June 1-May 31 for the previous 12 months). It is a time for supervisors and employees to give and receive feedback, clarify job duties, state and understand management's expectations, and set goals for the coming year.  While feedback is on-going, it is important to have a face-to-face discussion each year that is captured in writing to ensure that individuals and managers have a common understanding of progress. 

To accomplish a fair and balanced assessment, management must provide the employee an opportunity to express his/her opinions about the employment relationship.


Guidelines to complete a Performance Evaluation:

Each staff member to be appraised shall be required to submit a Self-Evaluation 

  • Each Performance Evaluation shall cover the employee’s performance during the announced appraisal period and should address each of the following areas:
    •  How effectively the employee fulfilled the duties and responsibilities.
    • Progress made toward previously agreed-upon goals and objectives.
    • Comments regarding special accomplishments occurring during the appraisal period.
    • Whether any deficiencies occurred and, if so, corrective action needed.
    • Review and evaluate progress of agreed upon Goals for evaluation period.
    • Establish Goals the coming year. 
  • Employees have the opportunity to add comments at the time that they receive their appraisal.
  • If the overall rating of the employee’s performance is determined to be "Rarely Achieves Expectations” the Supervisor should contact Human Resources at 5007 before completing the appraisal.

Employee Self-Evaluation

The self-evaluation process is an important starting point for gathering input beyond that of the Supervisor.  Employees are encouraged to complete a Self-Evaluation prior to their performance evaluation meeting with their supervisor. The self-evaluation process allows for increased employee involvement in assessing strengths and areas in need of improvement, to identify discrepancies of performance between the employee and supervisor, and to conduct a more constructive evaluation meeting, thus increasing commitment to performance planning. This process is an opportunity for employees to document their accomplishments, performance concerns and professional development activities for the given review period.

Supervisor's Guide to Employee Performance Evaluations

Supervisor's Guide to Employee Performance Evaluations

Performance management not simply a once-a-year Evaluation. Good performance management is a continuous, positive collaboration between you and your employees all year round.  As a supervisor, you are responsible for achieving results and you must ensure that the work performed by employees reporting to you is contributing directly to the department and the University’s objectives. Most employees want to be successful contributors. They want to know what is expected of them and how they can most effectively achieve those expectations. Therefore, in your role as supervisor, you should: 

  • Clearly communicate expectations
  • Provide employees with the tools, training, and information they need to succeed
  • Offer regular, timely, and constructive feedback
  • Be reasonable and fair when evaluating performance
  • Recognize successes and achievements
  • Address performance issues in a proactive and timely manner in order to resolve them before they become significant

Additionally, Supervisors are encouraged to review the employee's job duties for evaluation using the employee’s Position Description.

  • Supervisors are encouraged to schedule the Performance Evaluation meeting with the employee, providing sufficient time for the employee to complete their Self-Evaluation
  • Supervisors are encouraged to utilize information from the employee’s Self-Evaluation to develop the Performance Evaluation
  • Supervisor and employee must discuss the performance evaluation.

This Supervisor Guide to Performance Evaluations is designed to assist Supervisors in preparing and conducting performance evaluations of their direct reports. Supervisor's Guide to Employee Performance Evaluations

Evaluation Period

Staff performance evaluations should cover the period of June 1-May 31 for the previous 12 months. 

The Performance Evaluation Form

The Performance Evaluation Form is designed to record the results of the employee’s evaluation based on the areas of accomplishments, service and relationships, accountability and dependability, adaptability and flexibility, and decision making/problem solving.  Any additional information that either the supervisor or the employee wants included in the employee's record may be entered into the “Comments” section of the form.

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Completing the Performance Evaluation Form

Elements of the Performance Evaluation:

  • Accomplishments Evaluate the employee's success in performing identified duties/areas of responsibilities. Use the position description and/or departmental goals, objectives to identify specific duties/areas of responsibilities.
  • Service & Relationships – Evaluate the employee's success in the areas of customer service, communication and interpersonal skills, diversity, student retention and teamwork.
  • Accountability & Dependability – Evaluate the employee's success in contributing to the effectiveness of the department and the overall mission of the university.            
  • Adaptability & Flexibility – Evaluate the employee's success in dealing effectively with additional responsibilities, learning innovative techniques and applying them to his/her job, and participating in appropriate training and development opportunities.
  • Decision Making & Problem Solving – Evaluate the employee's success in making decisions, following safe work practices, and complying with university policies and federal, state and local laws. 
    • If the employee performs supervisory or managerial functions, evaluate the employee on his/her abilities to manage student complaints, effectively oversee human and fiscal resources, developing goals which support the University's and Division/Department’s mission, and setting appropriate examples for employee behavior.

Ratings:

Expectations should be specific, measurable, attainable, realistic, and timely.  An employee should be evaluated based on how well he/she has met the known expectations of his/her position.  Each rating is assigned a corresponding numerical rating which should be averaged after completing the rating section.

Evaluate the employee using the following options:

  • Rarely Achieves Expectations - 1

Example: Employee rarely completes tasks on time or in a timely manner. (This rating requires written, substantiated documentation).

  • Sometimes Achieves Expectations - 2

Example: Employee sometimes does/sometimes does not complete tasks on time and may often have to be reminded to complete the tasks.

  • Fully Achieves Expectations - 3

Example: Employee consistently completes tasks on time or in a timely manner with no intervention.

  • Consistently Exceeds Expectations - 4

Example: Employee completes tasks early or on time and will consistently seek ways to help others complete tasks and/or accept additional tasks. (This rating requires written, substantiated documentation).

Average Rating is determined by adding the assigned ratings for Key Element and dividing the total by 5. List the ratings below for each section and place the average number on the line below.

Signatures:

Prior to meeting with the employee, the Supervisor must discuss the employee's evaluation with his or her Supervisor (2nd Level Supervisor) and obtain the 2nd Level Supervisor's Signature. This process ensures that the appropriate leadership levels within that Department are aware of the employee's Performance Evaluation.

Performance Evaluation Meeting:

  • The performance evaluation meeting should be a one-on-one discussion between the supervisor and employee with both parties being full participants.
  • Supervisor should review the ratings with the employee.
  • If the employee disagrees with the evaluation, he/she must consult with their manager/supervisor first, if not resolved at that level the employee should address his/her concerns with the next level of management.

Evaluation Summary Section:

Complete the Summary Section by indicating whether the following topics have been addressed during the review:

  • Goals and Objectives have been discussed and developed with employee.
  • Job Duties and Professional Goals have been discussed with employee.
  • Appropriate performance improvement plan has been discussed with employee

(Employees who have a rating of rarely achieves expectations; 1 in any section of the Performance Summary must be given a Performance Improvement Plan (PIP).Please consult with Human Resources to develop a PIP.)

Add any comments from Supervisor and Employee

Establishing Goals

Developing sound goals is critical to managing one's own and employee's performance. Each year employees are ask to set goals for the upcoming evaluation period. Please use the Goals and Objectives Form to document and evaluate progress toward previously established Goals, and to record agreed upon Goals for the coming year. Supervisors and employees are encouraged to utilize the S.M.A.R.T. goal approach. For clarification of the S.M.A.R.T Goal approach, please use this link: HOW TO SET SMART GOALS.

Final Documents:

The completed Performance Evaluation Form and any supporting statements/documentation (Goals and Objectives, Employee Self-Evaluation, and additional Comments Forms (if applicable) should be transmitted electronically to the Department of Human Resources.  Any additional documentation which either the supervisor or the employee wants included in the employee's permanent personnel file may also be attached.

Probationary Performance Evaluation Form

The purpose of probationary periods is to allow both the employee and the manager to assess whether the role is suited to the new recruit and the new recruit is suited to the position and the department.  The Probationary period is an opportunity for any potential problems to be addressed immediately, providing the employee the chance to improve performance or behavior. If probationary periods are managed effectively they should ensure that an employee who is not suited to the role will not be retained and any problems will not escalate.

An effective probationary period should be structured in a way that allows ongoing feedback to the employee about their work performance, and addresses any issues or concern when they arise. Supervisors should ensure that appropriate support, training, and guidance are provided and consistently available to allow the new employee to achieve the goals and objectives established at the beginning of the probationary period.

Please access the Probationary Evaluation Form using this link: Probationary Performance Evaluation Form 

Performance Evaluation Documents

The completed Performance Evaluation Form and any supporting statements/documentation should be transmitted electronically to the Department of Human Resources.  Any additional documentation which either the supervisor or the employee wants included in the employee's permanent personnel file may also be attached.

Supervisor Dos and Don'ts

The "Do List":

  • Be fair, accurate and support your ratings by evidence and examples.
  • Give the employee the opportunity to comment on their performance review.
  • Encourage employee to complete an employee self-assessment form.
  • Provide timely feedback, especially to marginal or poor performers.
  • If an employee will have a poor review, ask an objective third party (another supervisor) for their views on the fairness and reasonableness of the review.
  • Review should be balanced, i.e., good and bad aspects of performance (in totality).

The "Don't List":

  • Do not use the review in a merely punitive or retaliatory way.
  • Do not use the review to discriminate against employees on the basis of race, religion, age, gender, disability, marital status, pregnancy or sexual orientation.
  • Do not use the results of the review as the sole basis to determine termination or promotion decisions.
  • Avoid inflammatory and emotive language in the review.
  • Review results should be treated as private and confidential information. Record storage of your copies should be secure and controlled.
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