Performance Appraisal Procedure

Transcription

1 Performance Appraisal Procedure Purpose The purpose of performance appraisals is to ensure quality performance, to retain qualified employees, and to facilitate the communication of expectations between supervisors and employees. An appraisal offers supervisors and reports the opportunity to discuss current performance deficiencies (if any), relevant future goals, career goals, and career advancement goals. Comparisons are only to be made between the employee s performance and the current job description on file in Human Resources. This annual process is not intended to replace or supervene regular, constructive, communication between employee and the supervisor in regard to overall work performance. The responsibilities of the employee during the appraisal process include Understanding the responsibilities of the position Understanding the expectations of the supervisor Maintaining open and candid communication Exploring ways to do the job better Providing feedback to the supervisor regarding his/her support for the employee The responsibilities of the supervisor during the evaluation process include: Procedure Providing support and guidance so the employee is able to perform to his/her fullest Keeping notes throughout the year regarding the employee s performance in order to give the employee specific feedback in the appraisal (The supervisor should give praise and address concerns as they arise) Creating an atmosphere where both parties can dialogue candidly Requesting feedback on how to be a more effective supervisor 1. An Employee Performance Appraisal form will be completed for each annually appointed employee and coincides with the college s fiscal year (July 1 st June 30 th ). 2. During the review period: a. The employee and supervisor will communicate formally and informally as needed. Supervisors should record, in writing, the topics discussed during such performance discussions as a memo of record. b. The employee and his or her supervisor should review the employee s performance objectives periodically to check on progress. 3. At the end of the review period, the employee receives an overall performance assessment. a. Self-Evaluations: Self-evaluations are an optional component of the Review process. Division deans will determine whether or not to employ self-evaluations in their respective division. If they are used, they must be division-wide, not assigned to specific employees. If self-evaluations are used, the employee will evaluate his or her own job performance and provide a copy to the supervisor for consideration in the performance Effective 08/2015

2 appraisal. Supervisors should distribute self-evaluations to their full-time direct reports and provide a due date to submit back to the supervisor. b. Supervisors must complete an Employee Performance Appraisal form for each annually appointed employee. c. Prior to the discussion with the employee, the supervisor s supervisor should be briefed if the employee s overall rating is does not meet expectations. d. The supervisor will conduct an appraisal review with the employee. Both will sign the form and may write comments. e. The supervisor will retain an electronic/paper copy and provide a copy to the employee of the completed, signed appraisal. f. Once all appraisals are completed, the supervisor will forward the completed Evaluation Status Report and original Employee Performance Appraisals to the Human Resources office for filing by the deadline listed in section During the Employee Performance Appraisal review, the employee and supervisor will review the employee s job description and establish individual performance objectives and/or goals for the next review period. a. The job description should be updated, as needed, by the supervisor with input from the employee and signed by both the supervisor and employee. The appropriate senior administrator will review and approve the updated job description. Human Resources will receive the approved job description for any further review and for updating the records of the college. b. The supervisor, with input from the employee, will establish individual performance objectives and/or goals for the employee. 1) At least three objectives should be established and written using S.M.A.R.T goal criteria. a) Specific b) Measurable c) Attainable d) Relevant e) Time Bound 2) One objective may be directed toward personal growth and/or individual work assignments. 3) All should support the college initiatives and institutional strategic goals. 5. If an employee changes supervisors and has worked for the current supervisor for at least ninety days (90), a performance appraisal will be completed according to the end of the review period procedures (see section 3 and 4). Effective 08/2015

3 6. Employees reporting to more than one supervisor should have an Employee Performance Appraisal completed by one supervisor. The supervisors will determine the appropriate individual to complete the Appraisal. 7. For Staff: Employee will assist the supervisor in identifying a representative sample of internal/external raters (2-5) to provide 360 feedback, and a third party to compile evaluation results. Employee will work with Direct Supervisor and/or division dean on selected individuals. a. Employee distributes evaluation forms and Essential Job Functions from the job description. (see PCC webpage for EED forms) b. Third party processes the surveys and forwards assessment summary to employee and supervisor prior to the Annual Evaluation Conference. For Faculty: Confirm that appropriate class sections have evaluated the instructor, and the evaluation results will be available to employee and supervisor prior to the scheduled Annual Evaluation Conference. 8. Students will evaluate full-time faculty at least once per year. Student evaluations will be taken into account by faculty supervisors when completing the Employee Performance Appraisal. Please refer to the Employee Manual. 9. Supervisors or designees will conduct at least one classroom observation of full-time faculty every one-two years using the Faculty Teaching Observation form and include a copy of the same with the annual performance appraisal if observed during that annual period. Supervisors should also consider the quality of faculty members course sites and a review of online components as part of the appraisal process. a. Classroom observations may be used to document performance appraisal requirements for part-time faculty instructors in lieu of using the full-time appraisal form. b. For faculty teaching solely online, supervisors will evaluate the course web sites as part of the appraisal. 10. If an employee receives an overall does not meet expectations rating on his or her annual performance appraisal, a Performance Improvement Plan (PIP) - (see PCC webpage for EED forms) must be prepared with the HR Director and attached to the signed appraisal documenting the expected changes needed to improve performance or behavior. a. The PIP may also be used any time an employee s performance or behavior fails to meet the supervisor s expectations. PIP forms must be approved by the appropriate Vice President prior to submission of the does not meet expectations appraisal and accompanying PIP to the Human Resources office for inclusion in the personnel file. b. If the employee does not make the expected performance or behavior improvements within a specified time period, the employee may be further disciplined in accordance with policies and procedures of the college. The employee should, at all times, be Effective 08/2015

4 aware of poor performance prior to the official evaluation through regular communication with their supervisor. 11. For all new annually appointed employees a formal performance appraisal will be conducted near the end of the ninety-day (90) probationary period. Supervisors are always responsible for the continuous appraisal of employees performance, especially during the first year of employment. 12. For part-time faculty, supervisors or designees will conduct at least one classroom observation per year and at least one student evaluation of faculty per semester. Annually appointed parttime staff should be appraised using the full-time appraisal form. For all new part-time faculty, classroom observations and feedback should be conducted during the initial semester of employment. 13. All appraisals and observations shall be kept confidential. 14. The review period shall begin at the beginning of the fiscal year or at the time employment begins (new employees). The review period shall end at the time the supervisor shares the Employee Performance Appraisal with the employee. c. All nine (9) and ten (10) month faculty should be evaluated no later than May 30 th. d. All twelve (12) month faculty and staff should be evaluated no later than June 30 th. The Employee Performance Appraisal and Evaluation Status Report must be received in the Human Resource office no later than July 15 th for all staff and faculty. Effective 08/2015

5 PITT COMMUNITY COLLEGE EMPLOYEE PERFORMANCE APPRAISAL Employee Information: Name: Click here to enter text. Review Period (year): Choose an item. Job Title: Click here to enter text. : Click here to enter a date. Department: Click here to enter text. Supervisor: Click here to enter text. Division: Click here to enter text. Type of Review: Choose an item. Rating Definition: A = Exceeds Expectations B = Meets Expectations C = Partially Meets Expectations D = Does Not Meet Expectations E = Not Applicable Competency: RATING 1. Quantity of work: Consider volume of work produced. Choose a Rating 2. Quality of work: Consider the caliber and character of work produced. Choose a Rating 3. Ability to work with others: Consider the ability to relate to peers and supervisor Choose a Rating 4. Adaptability: Consider ability to adjust to changing conditions and new situations. Choose a Rating 5. Job Knowledge: Consider the level of understanding of job duties and responsibilities. Choose a Rating 6. Initiative: Consider proactive behavior and drive for continuous improvement. Choose a Rating 7. Dependability: Consider how often deadlines are met for given project or duties. Choose a Rating 8. Punctuality: Consider how often an absence or tardiness occurs. Choose a Rating 9. Independence: Consider the level of supervision needed on a daily basis. Choose a Rating 10. Adhere to policy: Consider the understanding of policies, procedures, and the ability to abide by rules. Choose a Rating 11. Judgement: Consider how well judgement is used in routine and unusual situations. Choose a Rating 12. Creativity: Consider how often new ideas are recommended or initiated. Choose a Rating 13. Problem Solving: Consider ability to find solutions to problems. Choose a Rating 14. Institutional Engagement: Consider level of participation in student success and institutional initiatives. Choose a Rating Employee Strengths: Click here to enter text. Professional Development Suggestions: Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Employee Performance Appraisal Checklist: My supervisor reviewed and discussed my job description with me. My supervisor and I established possible individual performance objectives for me for the next review period. My supervisor reviewed and discussed the competencies listed above that are critical to the function of my position. My supervisor allowed me to make comments on my appraisal. I understand that I should keep a copy of the competed and signed appraisal form for my records. I understand that my supervisor will forward the original completed and signed appraisal form through supervisory channels to the Human Resources office for filing. Page 1 of 3

6 Supervisor s Comments: Click here to enter text. Overall Rating of Employee: Exceeds Expectations Meets Expectations Partially Meets Expectations Does Not Meet Expectations N/A Employee s Comments: Verification of Review: My signature below indicates that I have reviewed this document and discussed the comments with my supervisor. It does not necessarily indicate agreement with the evaluation contained in this document and I know that I may provide written comments that will be included in my personal file. Employee Signature Supervisor s Signature Page 2 of 3

7 Choose an item. Plan of Work GOALS STRATEGIES RESULTS END OF YEAR STATUS Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Click here to enter text. Performance Goals Review: Click here to enter text. Performance Goals for Next Review Period: Click here to enter text. Page 3 of 3

8 PITT COMMUNITY COLLEGE EMPLOYEE PERFORMANCE APPRAISAL RUBRIC A Exceeds Expectations 1. QUANTITY OF WORK Always does more than required amount of work, meets all objectives, exceeds agreed upon goals 2. QUALITY OF WORK: Outstanding quality, rarely has to do work over, far exceeds expectations 3. JOB COOPERATION: Always approaches work with enthusiasm, accepts and requests instruction and direction, offers constructive suggestions 4. ABILITY TO WORK WITH OTHERS: Works and communicates exceptionally well with supervisors, co-workers, and external parties, oral and written communication is thorough and effective 5. ADAPTABILITY: Readily manages multiple job tasks and a variety of job assignments with ease, shows willingness to do unpleasant tasks 6. JOB KNOWLEDGE: Exceptional understanding of job responsibilities, consistently contributes to overall effectiveness of the department and instruction, consistently up-grading and renewing expertise and developing new skills 7. INITIATIVE: Consistently anticipates work to be completed, consistently models proactive behavior 8. DEPENDABILITY: Never fails to do assigned work and meet schedules and deadlines 9. PUNCTUALITY: Absent or tardy only in case of an emergency 10. INDEPENDENCE: Requires limited supervision, frequently leads efforts to improve work processes, has ability to negotiate through conflicts to set priorities and solve problems 11. ADHERENCE TO POLICY: Has exceptional understanding of policy/procedures/standards, never violates rules 12. JUDGMENT: Uses exceptional judgment in routine situations, always anticipates consequences of decisions, implements decisions confidently, rarely procrastinates 13. PLANNING: Does exceptional job of setting realistic goals and objectives and strategies for achieving goals/objectives 14. ORGANIZING: Does and exceptional job so arranging/allocating resources and work 15. LEADING: Does an exceptional job of guiding and properly disciplining employees 16. CONTROLLING: Does an exceptional job of controlling and maximizing resources 17. CREATIVITY: Consistently initiates new ideas and encourages progressive changes B Meets Expectations Consistently does required amount of work, meets acceptable standards for all work objectives Usually does work that is error free, seldom has to do work over Usually approaches work with enthusiasm, accepts instruction and directions, only questions with good cause Works and communicates well with supervisors, co-workers, and external parties, participates in teams, oral and written communication is good Adequately manages multiple job tasks and assignments, does not try to avoid unpleasant tasks Good understanding of job responsibilities, meets and occasionally exceeds expectations, attends required training and development activities Usually anticipates work to be completed, identifies strengths and areas of improvement Consistently completes assigned work and meets schedules and deadlines Has occasional excused absences and tardiness Requires moderate supervision, participates in efforts to improve work processes, occasionally needs assistance in coordinating priorities and timelines, competent and generally reliable Has good understanding of policy/procedure/standards, seldom violates rules Uses good judgment in routine situations and usually anticipates consequences of decision, implements decisions firmly, usually does not procrastinate Does good job of setting realistic goals and objectives and strategies for achieving goals/objectives Does a good job of arranging/allocating resources and work Does an good job of guiding and properly disciplining employees Does a good job of controlling and utilizing resources once pointed in the right direction Occasionally initiates new ideas and encourages progressive changes C Partially Meets Expectations Seldom does required amount of work, results do not always meet acceptable standards (frequent errors, late submissions, poor organization of work) Seldom does work that is error free, often has to do work over Occasionally approaches work with enthusiasm, inconsistently accepts instructions and direction, questions without cause Works and communicates inconsistently with supervisors, co-workers and external parties, occasionally fails to keep others informed, has difficulty with oral and written communication Needs assistance to manage multiple tasks, frequently tries to avoid unpleasant tasks Limited understanding of job responsibilities, does not consistently demonstrate quality or quantity of work, needs help to identify area for skills improvement Inconsistently anticipates work to be completed, makes half-hearted efforts to resolve issues Inconsistent in completing assigned work and meeting schedules and deadlines Has frequent excused or unexcused absences and tardiness Requires constant supervision, must be coerced to participate, occasionally fails to meet commitments and deadlines, not reliable Has fair understanding of policy/procedures/standards, inconsistent in observing rules Uses fair judgment in routine situations and seldom anticipates consequences of decisions, implements decisions reluctantly, regularly procrastinates Does fair job of setting realistic goals and objectives and strategies for achieving goals/objectives Does a FAIR job of arranging/allocating resources and work Does an fair job of guiding and properly disciplining employees Does an fair job of controlling resources, does not respond to feedback Rarely initiates new ideas and encourages progressive changes D Does Not Meet Expectations Does not do required amount of work, results consistently do not meet acceptable standards Rarely does error free work, repeatedly has to do work over more than once Rarely approaches work with enthusiasm, resents instruction and direction, and is argumentative Works and communicates poorly with supervisors, co-workers, and external parties, poor communication skills, creates dissention and conflict, not a team player Rarely is able to manage multiple tasks, avoids unpleasant tasks Does not show adequate knowledge of job, regularly fails to meet job requirements, does not show interest in skills development Does not anticipate work to be completed, makes no effort to identify or resolve issues Does not complete assigned work or meet schedules and deadlines Has excessive absences and tardiness Requires excessive supervision, reluctant to participate even when coerced, fails to meet commitments and deadlines, needs constant assistance with routine tasks Shows lack of understanding of Policy/procedure/standards, rarely observes rules Uses poor judgment in routine situations and never anticipates consequences of decisions, refuses to implement decisions, always procrastinates Does poor job of setting realistic goals and objective and strategies for achieving goals/objectives Does a poor job of arranging/allocating resources and work Does an poor job of guiding and properly disciplining employees Does an poor job of controlling resources, does not accept instruction or directions Never initiates new ideas and encourages progressive changes E N/A

9 PITT COMMUNITY COLLEGE EMPLOYEE PERFORMANCE IMPROVEMENT PLAN : Employee Name: Department: What is the situation? (Be specific, using supporting examples. Do not include other employee names) What are the expectations? (Reference college policy, job description, etc.) Reference any prior discussion, written or oral with dates, if possible. What is the specific plan to address and correct this behavior or condition? What is the next step, make this as concise and simple as possible. Include time bound expectations and what possible next steps may/will be. Include follow-up dates and any supporting actions to help remedy behavior or situation (training, etc.) to address issue. If a follow-up PIP, document prior expectations and that they were not met, and use to establish next step (i.e. progressive discipline). Example: If this continues to be an issue, further discussion and documentation will be necessary as well as possible disciplinary action up to and including non-renewal of your contract or termination may/will occur. Supervisor Dean/ Chair/ VP Employee signature <if employee refuses to sign, just note and continue> Cc: Director of Human Resources Page 1 of 1

10 PITT COMMUNITY COLLEGE EVALUATION STATUS REPORT Supervisor: Division: Department: EMPLOYEE NAME EVALUATION DATE SUPERVISES FULL TIME EMPLOYEES YES/NO Annual Evaluations have been completed on the employees indicated above for the current evaluation period ending. Supervisor Signature Evaluation Status Report Forwarded to Human Resources: