Staff Performance Evaluation Process 2013

Philosophy The University is committed to continuous, measurable improvement in all of its endeavors. Every employee is essential to this commitment and must be part of the process. The individual performance review and goal setting must be linked to institutional and unit planning processes. The performance review and goal setting process provides the opportunity for goal setting, self-assessment and professional development planning as well as recognition of meritorious service.

Two Part Performance Review Process Goal Setting

Review Process Evaluate performance against the defined job responsibilities. Measure performance against goals agreed upon by the employee and supervisor at the beginning of the year. Reflect accomplishments and how they were achieved. Consider employee’s interaction with the entire University Community as well as the community-at-large. Identify specific employee needs with suggestions and opportunity to improve. Ongoing dialogue to ensure mutual understanding of continuing progress.

Goal Setting Objectives agreed upon by employee and supervisor for coming year. Individual goals and objectives must be developed within the context of the unit’s goals and objectives.

Specific SMART Objectives Measurable Achievable Results-focused Time-bound Specific – Objectives are detailed and focused. Action verbs such as evaluate, complete, develop, define, identify, learn, provide, and maintain, are often used. Measurable – Objectives must be quantifiable so that it is clear when it has been reached. Cost (reduce expenditures by x dollars), time (shorten process time by x hours), quantity (serve x more clients per day), quality (decrease customer complaints from x to y), and percentage of time (increase child car restraint usage by x%). Achievable – Objectives can be a “stretch,” but must be attainable and realistic. They should not be too easy or too hard. Within the employee’s control or influence. Results-focused – Achievement of objectives is measured by outcomes (not activities) such as products, deliverables, and accomplishments. The outcome is a result of activities. Objectives should be relevant to UW’s mission and goals. Time-focused – Achievement of objectives has a specific deadline and it is clear when has been accomplished. A target date is defined. Objectives should: Be relevant to essential duties Be compatible with the PDQ Be tied to departmental goals Specify needed training According to other sources: “A” is attainable “R” is realistic or relevant

Objective Example Objective: “Develop a new filing system.” Standard: “By Oct 1, 2013, develop a user-friendly filing system that can be implemented in no more than two weeks. Users will be able to find documents the first time they look, 98% of the time.”

The Performance Evaluation Process This is a continuous process, not an event, with activities throughout the year. Preparation Involve the employee Gather information The Appraisal Meeting Put the employee at ease Be positive and listen Agree on mutual goals Follow-through Regular, positive feedback Coaching is the key

Preparing for the Meeting Involve the employee Agree on a time and place in advance Ask the employee to prepare a self-evaluation Gather data Talk to the employee’s co-workers Job description Past performance data Training records

The Personnel-Management Cycle The personnel-management cycle consists of three parts: The job description Ongoing feedback and training The performance appraisal The job description should be an accurate reflection of what is expected of the employee.

Conducting the Evaluation Meeting Put the employee at ease State the purpose of the discussion and the advantages of the evaluation system Build on the employee’s strengths Listen to the employee Compare performance to standards Assign performance ratings Develop an overall rating Agree on mutual objectives for the next year No surprises Close the discussion Be objective – judge the work results, not the person Be honest and candid Be consistent Document every step in the process Do it by the book – follow UW policies Don’t talk too much Ask for employee’s opinion Close the discussion: Summarize the meeting Sign the appraisal form Thank the employee and explain the next step

Following Up Evaluate employees in their environment Communicate positive feedback regularly Coaching is the key Coaching – reinforce, correct, teach new skills, mentor; meet regularly to review progress, add/change goals, provide feedback, reinforce or redirect; keep records and documentation throughout the year

Sections of Performance Review Job Competence and Knowledge NKU Skills Documentation Where Performance Needs Improvement Documentation Where Performance Exceeds Requirements Overall Performance Rating Goals

Adaptability / Flexibility: Adapts to changing priorities, procedures, and assignments Can skillfully compromise Is tolerant of personal differences Quickly assimilates and applies new job-related information

Interpersonal Skills Displays a positive, courteous, and professional demeanor toward co-workers and third parties at all times Makes customer service a priority on a consistent basis

Team Player Demonstrates a willingness to help others in a positive, courteous, and professional manner at all times Encourages and supports collaboration Responds to others’ needs and requests in a timely manner Recognizes others for accomplishments

Reliability / Time Management Effectively manages time to accomplish goals and meet deadlines Works well within schedules and deadlines Establishes priorities and sets goals.

Communication Skills Clearly and concisely present and expresses information verbally Demonstrates active listening skills Demonstrates effective business writing skills

Decision Making Gathers and considers appropriate data before finalizing decision Identifies viable alternative solutions Evaluates pros and cons of each potential action, keeping in mind goals and priorities of NKU

Drive and Commitment Motivates self to complete responsibilities Demonstrates appropriate follow through on assigned activities Initiates actions and/or suggests ideas to support mission of department / university as appropriate

Other elements Inclusion of other elements not listed requires supervisor and employee agreement on the definition and inclusion on the form.

Example of other elements: Safety: follows proper procedures/regulations to allow for the safety of personnel and equipment. Supervision: demonstrates ability to determine priorities/scheduling of activities to reflect current goals. Leadership: Guides others to work toward common objectives; commands respect; develops cooperation and teamwork; bias toward action. Planning: Forecasts needs; sets priorities; effectively uses financial and human resources; proactive.

Rating Scale Five point scale (1 – 5) plus Not Applicable Scale is: 1 = Unsatisfactory 2 = Needs Improvement 3 = Satisfactory 4 = Above Expectations 5 = Exceptional

Rating Scale Unsatisfactory = Employee did not meet any performance expectations Needs Improvement = Employee did not meet some performance expectations Meets Expectations = Employee met performance expectations

Rating Scale Above Expectations = Employee met and occasionally exceeded performance expectations Exceptional = Employee consistently exceeded all performance expectations throughout the year Not Applicable = Does not apply to employee’s current position

Steps Self evaluation Supervisor evaluation Meeting to Discuss Employee review time and follow-up Department Head signature (input? If so, precedes #4) VP review (input? If so, precedes #4) Must be received in HR by 4/5/13

Worth repeating… Friday April 5 Must be received in Human Resources by: Evaluation Timeframe: March 2013 through March 2014 Friday April 5

Next Steps Prior to the end of the FY, usually in May, the Vice Presidents will get information on the merit pool. The Department Heads will ask for a recommendation from the Supervisor.

Supervisor recommendations The recommendations should be based on the recently completed evaluation process.

Employees notified The Vice Presidents will send a letter to each employee informing them of their merit increase.

Review Process Feedback 2013 Why NKU evaluates Who should be evaluated Evaluation time-frame To what end (linked to pay?) Is there a similar process for faculty?