Performance/Evaluation – Non Faculty
- determining staff merit pay increases.
- identifying staff for promotion.
- justifying disciplinary actions.
- identifying and informing staff of deficiencies, training needs and improvement needed.
- Schedule a Performance Evaluation– The supervisor must schedule the performance evaluation. Adequate time should be allowed for preparation, performance review, and the feedback session. The supervisor must present a draft of his/her proposed ratings to the reviewer prior to conducting the performance appraisal process with the employee.
- Discuss and complete the performance appraisal process for the current evaluation year using the performance evaluation criteria on the Performance Appraisal Form, which are:
Fails To Meet (0)
Performance or work-related behavior relative to standards (or requirements) is clearly unacceptable. Work performance/behavior is inadequate and definitely inferior to the standards for the position. Performance is consistently deficient. The employee shows either an unwillingness or inability to improve. The employee’s performance or behavior adversely impacts the effectiveness of the academic/administrative department. Definite and immediate improvement must occur.
Below Expectations (1)
Performance or work-related behavior compared to standards (or requirements) is less than that expected of a proven, competent employee. Performance or behavior is distinctly limited due to lack of interest, inadequate motivation, or insufficient knowledge of the job. Performance is below that expected of someone in his or her grade level. Work falls short of acceptable level for time in job and requirements of job. Job performance or behavior is inconsistent or inadequate. Can usually be expected to perform his or her duties, although effectiveness is below standards. Improvement is needed.
Meets Expectations (2)
Performance or work-related behavior relative to standards (or requirements) is of the quality that is expected of a competent employee. Meets the expectations or standards of the job. Performance or behavior is adequate. Usually demonstrates a willingness and ability to meet an acceptable level of performance or behavior. Does that which is expected. Although work is satisfactory, there is room for improvement. Improvement would enhance the academic/administrative department’s effectiveness.
Exceeds Expectations (3)
Performance or work-related behavior exceeds standards (or requirements) and is noticeably better than average performance. Demonstrates a desire to exceed an acceptable level of performance. Does more than expected. Performance or behavior is of a high quality. Commendable performance or behavior. Displays a level of performance or behavior which enhances the effectiveness of the academic/administrative department.
Performance or work-related behavior relative to standards (or requirements) is of a quality that is achieved only by the most exceptional employee. Performance or behavior far exceeds requirements. Thorough knowledge of the position. Performance or behavior is easily recognizable as being far superior to other employees. Consistently demonstrates exceptional desire and ability to excel. Sets an example for others to follow. Does far more than what is expected. This individual is among the very few worthy of special notice. Extraordinary level of performance or behavior that is seldom found.
- Conduct Performance Development Program Evaluation – The supervisor should review the employee’s current job description, and other data pertinent to performance and training. These items may be reviewed and discussed with the employee during the performance evaluation:
- Review with the employee performance standards.
- Review with the employee developmental activities that have occurred since the previous performance evaluation.
- Plan for the next evaluation period by discussing with the employee the goals and expected performance standards to achieve those goals. When new, revised, or additional goals are established, the supervisor must ensure the employee is aware of the new standards.
- Obtain the Appropriate Signatures – Upon completion of the performance review for the appraisal process, the appraisal document will be signed and dated by the employee, the supervisor, and the appropriate Vice President, or the President. The supervisor will then forward the appraisal forms to the Human Resources Office. (The employee’s signature may not indicate agreement with the evaluation. It acknowledges that the individual has been given an evaluation). Any disagreements with ratings received by the employee should be noted in the Employee Comments section. These comments will be become a permanent part of the employee’s evaluation.
- File the Paperwork – Copies of the documents will be retained by the supervisor.
- Records for the Human Resource Office – Originals of the performance appraisal forms will be maintained in the employee’s official file located in the Personnel Office.
- Annually in March, April, and May.
- As deemed appropriate by the supervisor for below-standard job performance or superior performance.