Performance/Evaluation – Non Faculty


Delta State University administers annual performance evaluation reviews on administrators and staff yearly. Performance evaluations are a mechanism to provide feedback and documentation about an employee’s performance through a defined period, to provide clear communication of job expectations, goals, and to formally recognize staff contributions to DSU. Performance evaluations also may serve as a constructive tool to assist with mentoring on areas of improvement and professional growth.


Employee:  a person who is working on paid appointments by the University in an administrative or staff capacity.  It generally excludes adjunct, temporary, intermittent, time-limited, student or graduate assistant employees. For specific information on who is considered an employee, contact the Office of Human Resources.

Supervisor: An employee designated by management who exercises major supervisory functions over another employee or employees. These functions include hiring, evaluating, assigning work, and disciplining employees.



Performance evaluations can be a positive means of assisting staff members to develop professionally and improve job performance. An evaluation system is one method management uses to make objectives known so the employee can achieve the goals and performance standards of the department and the University.

A strong evaluation system should consist of a planning phase and an appraisal phase which are designed to ensure understanding of responsibilities and standards expected of the employee, assist the employee and supervisor in identifying new goals and objectives, encourage continuous communication between the employee and supervisor, and serve as a basis for professional development opportunities.

Staff performance evaluations must not reflect personal prejudice, bias or favoritism on the part of those conducting the ratings or reviews. The supervisor will be responsible for conducting the performance evaluation in a constructive manner that will assist employees in attaining the department’s goals and objectives. The supervisor is also responsible for ensuring that continuous communication occurs between the supervisor and the employee so the employee is aware of the supervisor’s expectations. All personnel actions should be based on proper documentation of performance, which should contain the dates of accomplishments, problems and discussions. The supervisor should apply the same standards when conducting the performance evaluation of probationary employees. Evaluation of probationary employees should be completed 2 weeks prior to the end of their probationary period. Each supervisor shall utilize the evaluation process, forms, submission requirements, and related deadlines as specified by the Office of Human Resources.

The evaluation process should include the following components:

  • A review by the supervisor of the employee’s position description for an accurate statement of duties and any changes in the duties and/or responsibilities of the position. The employee will have an opportunity to contribute to the review.
  • Establishment, with employee input, of goals/objectives and professional development plans for the coming year. The supervisor will make the final determination of goals and objectives. A discussion of professional development opportunities is strongly encouraged.
  • Quarterly dialogues on goals/objectives progress are strongly encouraged.
  • A formal evaluation of the employee’s performance based upon the position description and performance of goals/objectives covering the evaluation period.

The results of the evaluation process will be used to assist management in the decision-making process of the following:

  • determining staff merit pay increases
  • identifying staff for promotion
  • justifying disciplinary actions
  • identifying and informing staff of deficiencies, training needs and improvement expected


The procedure for conducting the performance evaluation should consist of the following steps:

  1. Schedule a Performance Evaluation – the supervisor must schedule the performance evaluation. Adequate time should be allowed for preparation, performance review, and the feedback session.
  2. Complete the performance evaluation form for the current evaluation year using the performance evaluation criteria on the approved evaluation form, which are:

Unsatisfactory – (0)

Performance was consistently below expectations in most essential areas of responsibility, and/or progress toward critical goals was not made. Significant improvement is needed in one or more important areas. A plan to correct performance, including timelines, must be outlined and monitored to measure progress. This rating should be used where performance fails to meet expectations.

Needs Improvement – (1)

Employees at this level clearly and consistently fail to meet all or most significant job expectations. The employee shows either unwillingness or an inability to improve in this area.  Steps must be taken to improve overall performance. A plan to correct performance, including timelines, must be outlined and monitored to measure progress. This rating should be used where performance needs improvement.

Meets Expectations – (2)

Employees at this level consistently meet and occasionally exceed all or most significant job expectations.  The employee is considered capable and proficient in this area. This rating should be used for the employee who performs at the expected level. This should be most common rating.

Exceeds Expectations – (3)    

Employees at this level consistently exceed all or most significant job expectations.  The employee demonstrates the highest standards of ability and accomplishments in this area. When performance is at this level, extraordinary results have occurred that serve as a role model to others. This rating should only be used if the employee goes beyond the requirements/expectations. This should not be the norm.

  1. Conduct Performance 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.
  1. If needed, develop a Performance Improvement Plan (PIP) to improve the areas of deficiency if an employee’s overall rating is 1.5 and below; however, at the discretion of the department supervisor, a PIP may be developed should an employee show a deficit in any of the Critical Performance factors and/or if an employee’s merit score is 1.51-1.99.
  1. Obtain the Appropriate Signatures – upon completion of the performance review, the evaluation document will be signed and dated by the employee and supervisor. (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 become a permanent part of the employee’s evaluation.
  1. Forward the performance evaluation to the appropriate Dean and/or Vice President for review. The Vice Presidents will then forward the original performance evaluation to the Office of Human Resources to be maintained in the employee’s personnel file.
  1. Retain a copy of the employee’s performance evaluation for departmental files.

Appeal Process/Final Decision

The at-will employee may appeal their evaluation by written correspondence (letter or e-mail) to the reporting Vice President. The appeal should contain arguments as to why the evaluation document should be modified, accepted, or rejected. The Vice President shall consider all information and render a decision. The decision of the Vice President is final. Contracted employees may appeal their evaluation to the President. The decision of the President is final. The employee will be notified of the outcome of the appeal process.

Timing for the Performance Evaluations

Performance evaluations are scheduled to insure that every regular employee (appointed one-half time or more for at least four and one-half months) is evaluated annually prior to reappointment for the succeeding year. The performance evaluation process will be conducted:

  • Annually in April or May as deemed appropriate by the supervisor for below-standard job performance or superior performance.


Responsible Office and/or Policy Owner: Office of Human Resources



  • None



Change/Review/Approval Date:

Approved by Cabinet: 02/17/2020