Staff Performance Evaluations

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.

  • It is highly encouraged that staff members complete a self-evaluation as it is an important starting point for gathering input beyond that of the 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.
  • 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.

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

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 need 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 and review the employee’s position description.
  • Supervisors and employees are to discuss and establish goals/objectives for the upcoming year. The SMART Goals Guide provides information for creating SMART Goals.


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

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 

The Performance Evaluation forms are electronic and include the employee self-evaluation option (must be initiated by the employee’s supervisor). The Supervisor Evaluation Process Guide provides details and instructions.

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.