Performance
Evaluation Process
June 20th
and
June 27th
Performance Evaluation Process for Administrators
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Overview of the Performance Evaluation Process
Preparing for the Evaluation Discussion
Feedback Basics
Feedback vs. Criticism
Basic Principles of Delivering Feedback
The Employee Performance Evaluation Form
• Individual Category/Overall Rating Scale
• Key Dates in the Process
Overview of the Process
• Each employee completes and submits a selfevaluation
• Manager reviews data/documentation from the past
12 months; include self evaluation
• Manager completes the Employee Performance
Evaluation Form
• Manager conducts the performance evaluation
discussion with the employee
• Managers submit 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, 2013
Preparing for the Evaluation Discussion
• 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
Performance Evaluation Don’ts
• The performance evaluation is not a disciplinary
meeting; this not the time to inform the employee of
problems
• Focus feedback on a single action – no “kitchensink,” 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
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 relationship
• Take initiative to make things better
• How is this feedback going to help the employee?
• Lead by example
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
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Give relevant examples from the past year
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.
As you give feedback
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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 of the performance evaluation
Individual Category and 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
consistently exceeds expectations in most essential
areas of responsibility; overall quality of work is very
good.
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• All annual goals should be met to achieve this score
Individual Category and 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.
Individual Category 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 performance improvement 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
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.
Key Dates
Please note the following dates:
• Weeks of June 17 & June 24: administrative
employees complete self-evaluations
• June 24- July 26: Managers/supervisors conduct
performance evaluation discussions
• July 29 – August 1: Managers/Supervisors
complete all evaluations
• August 2 : Managers/supervisors submit
completed evaluations to VP/Deans
• October 1: Increases become effective
Questions