Performance Evaluation Process

1. Performance Evaluation Process June 19th and June 26th

2. Performance Evaluation Process for Administrators • Overview of the PerformanceEvaluationProcess • Preparing for the EvaluationDiscussion • Feedback Basics • Feedback vs. Criticism • BasicPrinciplesof Delivering Feedback • The Employee Performance Evaluation Form • Individual Category/Overall Rating Scale • Key Dates in the Process

3. Overview of the Process • Each employee completes and submits a self-evaluation • Manager reviews data/documentation from the past 12 months; include the self evaluation • Manager completes the Employee Performance Evaluation Form • Manager conducts the performance evaluation discussion with the employee • Manager submits forms to VP/Dean for review • VP/Dean assigns merit increase[s] based on input from manager and alignment with rating • Ratings and increases communicated to employees • Increases effective in October 2014

4. Preparing for the EvaluationDiscussion • Consider the timing – choose a time when you think the person can “hear” what you have to say • Be sure that you have read the self evaluation; be prepared to address disparities if you have a different view • Know the outcomes that you want to achieve • Examples: Reports delivered on time, improvement in Excel, etc. • Identify specific areas for growth, improvement, and development

5. Performance Evaluation Don’ts • The performance evaluation process is not a disciplinary meeting; this not the time to inform the employee of problems • Focus feedback on a single action – no “kitchen-sink,” approach or old issues you saved up for this discussion • Explain how the action impacted the job, either positively or negatively • Feedback should be clear, candid and direct • No “sugar-coating” • Be mentally prepared – no “ad-hoc”; • Do not give an evaluation form to the employee and ask for a signature without discussion

6. Basic Principles of Feedback • Focus on the situation, issue or behavior – not the person • Maintain the self-confidence or self-esteem of the person you’re talking to • Maintain a constructive dialogue • Take initiative to make things better • How is this feedback going to help the employee? • Lead by example

7. Feedback or Criticism • Feedback – structured and focused on behaviors • Criticism – unstructured and focused on the personal • Feedback is ongoing so that there are no surprises in the review • Feedback should be balanced • Feedback should be timely and effective • Feedback should be linked to actions • Give relevant examples from the past year

8. As you give feedback • Don’t rush – allow time for discussion • Talk first about what was done well – focus on the positive • Maintain objectivity • Talk about areas where the individual can improve • Be sensitive to the individual; give them time to digest the feedback • If someone gets defensive or emotional, suggest that the meeting stop and reschedule for a later time.

9. As you give feedback • Actively listen • Be clear and consistent • Use specific examples from the past 12 months • Summarize the discussion • Agree on development plans – this should be the last step of the performance evaluation

10. Individual Categoryand Overall Rating Scale • Exceptional (E) – performance far exceeds expectations due to exceptionally high quality of work performed. • Completion of a major goal or project • Made an exceptional or unique contribution in support of the unit, department, or College objectives • Exceeds expectations (EE) – performance consistentlyexceeds expectations in most essential areas of responsibility; overall quality of work is very good. • All annual goals should be met to achieve this score.

11. Individual Categoryand Overall Rating Scale • Meets expectations (ME) – performance met expectations occasionally exceeding expectations in most essential areas of responsibility • Good overall quality of work • Met most critical annual goals Do not equate to receiving a “C”. Rating should be used for majority of employees who come to work and perform all duties and responsibilities as needed. A good, solid performance.

12. IndividualCategory and Overall Rating Scale • Improvement Needed (I) – performance did not consistently meet expectations or failed to meet expectations in one or more essential areas of responsibility • One or more critical goals were not met. • A performanceimprovement plan that includes timelines, must be developed and monitored to measure employee progress. • Unsatisfactory (U) – performance is consistently below expectations in most essential areas of responsibility • Reasonable progress toward goals was not made. • Employee must be placed on a performance improvement plan in order to maintain employment

13. Individual Category and Overall Rating Scale • Provisional (P) – the employee has been in the position for less than one full year and is satisfying the standards and expectations of a person learning or becoming oriented to a new position or assignment. • New employees should receive a performance evaluation in order to clarify manager’s expectations and set departmental goals and objectives. • For purposes of clarity, please assign one overall rating: • ex., ME, E, vs. ME/EE, EE/I.

14. Key Dates Please note the following dates: • June 20: administrative employees complete self-evaluations • June 23 - July 21: Managers/supervisors conduct performance evaluation discussions • July 22 – August 1:Managers/Supervisors complete all evaluations • August 4: Managers/supervisors submit completed evaluations to VP/Deans • August 15: All evaluations due to Office of Human Resources • August 18: Provost/Dean/VP finalize ratings/submit increase recommendations to Budget Office • October 1: Increases become effective

15. Questions