Evaluating Performance. A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation

Transcription

1 Evaluating Performance A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation

2 Training Agenda Why do Performance Evaluations? Employee and Supervisor Roles in Performance Management Overview of the Performance Evaluation Process Position Descriptions Updated Performance Evaluation Form Evaluation Conference What if there s a problem? The other 11 months of the year

3 Performance Management Cycle Set Expectations Evaluate Take Action Take Action Receive Feedback

4 Why are Performance Evaluations Important? Departmental Benefits Employee Benefits Supervisor is responsible for achieving results and meeting the objectives of their department. Evaluations ensure that employee s work results are aligned with departmental goals and needs. Department and the organization function more efficiently. Allows an employee to see how their work fits into the departmental goals, and why their work is important. Aids in employee retention. Identifies training and development needs for the department. Allows employees to know how they are performing, what they can improve, and in what areas they have good performance. Identifies potential problems early. Facilitates the communication of goals, expectations, and achievements. Key piece of the puzzle for future personnel issues, including discipline, compensation and promotion.

5 Supervisor Responsibilities Listening and Communication On-going Performance Documentation Mentoring and Developing Employees Identifying poor performance and problems early Paying attention to staff morale Knowing what the organization can offer to assist with employee improvement Helping employees reach their professional goals

6 Employee Responsibilities Listening and Communication On-going documentation of any changes in job duties or responsibilities Continual improvement of duties or responsibilities throughout the review period Appropriate feedback to the supervisor Contributing positively to staff morale

7 Supervisors - Continual Throughout the year: Performance Appraisal Acknowledge performance on a regular basis: Thank, compliment, praise Role model, instruct, correct Document performance you observe (both good and bad) Review and update P.D. and related performance standards when significant changes occur (additional duties, new technology, etc.) Discuss and correct performance deficiencies when the occur Talk with employee about the need to change a behavior Be specific Follow up and reinforce positive changes

8 Supervisory Files A supervisory file should be kept securely in the department for every employee supervised. Supervisory files should include: Documented log of conversations regarding performance Disciplinary actions taken Goals set and accomplished Documented performance (both good and bad) Why keep a supervisory file? Documentation for future personnel issues brought to HR Easier to complete the performance evaluation process if you don t have to remember everything that happened all year long

9 The Performance Review Process

10 Step 1: Review the Position Description Use the evaluation period to make sure that the position description is accurate and up-to-date. The position description should be updated and signed when significant changes occur. The position description documents the nature and scope of an employee s duties and responsibilities. Knowing those duties and responsibilities will help focus the performance evaluation. If an updated position description is warranted, please make sure it is signed, attached to the performance evaluation, and forwarded to HR at the end of the process for retention in the employee s personnel file.

11 Step 2: Employee Completes Pre-Evaluation Statement and Submits to Supervisor for Review Appropriate topics include but are not limited to: Primary Position Duties and Responsibilities Goal Achievement Committee /Governance Activities Research (If applicable to position) Professional Development Innovations and/or Special Projects Community Outreach Benefits of the Pre-Evaluation Statement: Employee self-reflection Supervisor preparation Preliminary Goal Identification The employee should submit this to the supervisor before the supervisor completes the Performance Evaluation Form or schedules the evaluation conference.

12 Step 3: The Supervisor Evaluation Narrative The Narrative may address: Quality of Work Productivity Judgment/Decision Making Problem-Solving Ability Organizational Ability Interpersonal Skills Communication Skills Leadership/Supervision Reviews should be: Based upon job-related factors Objective Accurate. Drafted by the supervisor, NOT the employee Written with integrity Solution oriented and constructive Independence/Teamwork Contribution to the University Mission and Strategic Plan

13 Goals Goal achievement should be a part of the evaluation narrative Goals for the upcoming year should be created for all employees Goal creation is a collaborative effort Utilize SMART Performance Standards and Goals: Specific Address work performance, not personality Cover significant aspects of the job (based on the position description) Results-based Measurable (and observable) Attainable (within the employee s control) Realistic Timely

14 Step 4: Evaluation Conference The evaluation conference should be scheduled by the supervisor. Both Employee and Supervisor should come to the conference ready to follow these guidelines: Be prepared Choose a quiet place and limit possible interruptions. Watch your body language. Do not delay the meeting show that giving and receiving feedback is important to you. Don t waste time in the meeting keep on topic. Allow for two-way communication. Listen. Discuss goals and future development. Be ready to work with your together in order to improve performance.

15 Common Mistakes in the Evaluation Conference Not being prepared No communication during the year Recency Effect Horns Effect Halo Effect Not giving the employee or supervisor time to respond

16 Step 5: Level of Performance Rating (new this year) Employee will be given a rating for overall level of performance: Exceeds Expectations Meets Expectations Needs Improvement Unsatisfactory Must be based on an accurate comparison of the employee s performance with the provided benchmarks.

17 Level of Performance Benchmarks EXCEEDS EXPECTATIONS: Performance is highly meritorious and noticeably exceeds established standards and expectations for quality, quantity, and timeliness. Goals are consistently achieved and surpassed. Performance at this level is not typical but achievable. MEETS EXPECTATIONS: Performance meets established standards and expectations for quality, quantity, and timeliness expected by the department. Goals and objectives, expected results, and/or special assignments are achieved. Periodic incidents of meritorious performance are typical in this level. NEEDS IMPROVEMENT: Performance of established standards and expectations for quality, quantity, and/or timeliness needs to improve. Work may have variable results, or may be inconsistent with standards set for job functions and responsibilities. Goals and objectives are not consistently achieved. Periodic incidents of problem work performance are typical in this level. UNSATISFACTORY: Performance consistently fails to meet established standards and expectations for quality, quantity, and/or timeliness. Significant performance improvement and/or correction is necessary. Goals and objectives are not achieved.

18 Steps 6 & 7 Review and Submit Step 6 Employee and Supervisor sign off on the cover page of the Performance Evaluation Form. Pre-evaluation statement and written evaluation narrative are attached. If employee has any additional comments, those can be written and also attached to the cover page. Supervisor then sends the forms (with cover page) to the next level supervisor for review and signature. Supervisor should maintain a copy for departmental records, and give a copy to the employee. If needed form is then forwarded to the Area Leader for review. Step 7 Completed form is sent to Human Resources

19 If there are performance concerns? Ignoring the performance concerns will NOT make them change (i.e. in a few more weeks, things will improve). Performance deficiencies impact all staff, not just the employee demonstrating poor performance. Employees must be held accountable for their actions. If strictly performance-related, Performance Improvement Plan (PIP) may be necessary. If a work rule violation, discipline may be recommended. Call Human Resources if you have any questions or concerns! (x2390)

20 If Performance Improvement is Needed Measurable expectations should be communicated. Assistance will be provided. Follow-up sessions may be scheduled. Timeline for improvement will be created. Consequences for failure to improve will be identified. Follow through with the program that is set up! Don t abandon!

21 E.A.P Employee Assistance Program Assists employees in the early identification of problems Provides information and assessment Offers support and referrals to appropriate community and professional resources Voluntary Done on work time Confidential (few exceptions)

22 Reminder: The other 11 months of the year Review goals quarterly. Follow-through on your plan and timeline for performance improvements. Acknowledge positive performance Use constructive feedback Be sure to document any changes that happen in your job duties throughout the year. Keep communication open!!

23 Questions? Please contact Human Resources with any questions! (920)