Updated Performance Management for Exempt Staff

1. Updated Performance Management for Exempt Staff Fall 2009

2. Performance Management – Why? A good Performance Management process: • Improves communication; • Increases staff effectiveness; • Clarifies jobs and responsibilities; • Increases staff performance; • Helps employees work together; • Establishes common goals & fewer obstacles; and • Provides data to document performance.

3. Performance ManagementKey Elements for an Effective System • Plan work, set expectations & establish goals • Evaluate previous performance • Coach and develop • Communicate performance ratings to the employee • Continually monitor and document performance • Recognize performance and acknowledge contributions

4. Overview Exempt Performance Evaluation Project • The following is an overview of the process used in the Performance Evaluation Project :

5. Objectives & Highlights: Exempt Evaluation Form • Links performance to the mission of the University • Creates a fair and measurable process allowing NMSU to link pay to performance • Assessment areas are applicable to broad constituencies • Employees have a clear understanding of expectations • Enhances employee & supervisor interactive process • Measurable evaluation ratings build a common foundation and consistent process

6. Optional Self-Assessment Form • Recommended Use: • Every three years or • When an employee begins a new position • Employee Communicates: • Key accomplishments, challenges, training, resources needed; and • Goals and development areas for the coming year from the employees perspective

7. Major Sections of New Performance Evaluation and Planning Form Section 1: Evaluation of Past Period’s Performance: 1A. Job Responsibilities 1B. Expected Behaviors 1C. Achievement of Goals 1D. Overall Evaluation Section 2: Development Plan for the Coming Year: 2A. Goals for Coming Year 2B. Development Plan

8. Section 1A: Assessment of Job Responsibilities Duties and responsibilities are based on the job description and other duties as assigned. • Job Knowledge • Productivity • Quality of Work • Initiative • Use of Resources • Continuous Improvement

9. Section 1B: Assessment of Expected Behaviors Behaviors describe how the employee acted in performing responsibilities and achieving goals • Customer Service/Focus • Problem Solving • Interpersonal Relations • Teamwork • Collaboration • Professional Ethics

10. Section 1C: Assessment of Achievement of Goals Evaluating the Goals from the Past Year - the evaluation is based upon the level of achievement of goals • Individual goals based on, and linked to, the needs and direction of the unit • Goals are established and agreed upon at the beginning of the performance year • Goals expressed as measurable actions and results

11. Section 1D: Overall Evaluation of Past Period • Provides an overall evaluation of each of the major categories in Section 1 - Evaluating the Past Year • Overall evaluation ratings should be supported by appropriate documentation and/or comments

12. Section 2: Development Plan for the Coming Year 2A: Goals for the Coming Year • Activities outside of regular job duties based on, and linked to, the needs and direction of the department supporting the University’s mission and goals 2B: Development Plan* • Identifies the area of improvement, skill or behavior needed to perform the current job *Follow-Up Review Date-required if development items indicated

13. Timeline for Implementation