1. Staff Performance Evaluation Process
2018

2. Introductions & Housekeeping
Name?
Position?
How long at NKU?
How long as manager at NKU?
Have you been a manager at a previous employer and done performance evaluations there?
Add infor about SAP here?

3. 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.
Add infor about SAP here?

4. Two Part Performance Review Process
Goal Setting

5. 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 on 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.

6. 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.

7. 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 JAQ
Be tied to departmental goals
Specify needed training
According to other sources:
“A” is attainable
“R” is realistic or relevant

8. Objective Example Objective: “Develop a new filing system.” Standard:
“By Oct 1, 2014, 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.”

9. 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

10. 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
Job description
Past performance data
Training records
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.

11. 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

12. 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

13. New this year – choice of forms!

14. Sections of Current Performance Review Form
Criteria
Overall Performance Rating
Goals

15. Job Competence & Knowledge
Requirements of the job including functional and technical skills
Proficiency with computer based systems
Can the employee perform the requirements of the job on their own? Do they use appropriate tools – PC, software, etc.?

16. Quality of Work Actions are consistently well-considered
Takes into account relevant information and departmental guidelines
Accurate work

17. 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
Adjusts to changing environment due to new people, ideas, systems, procedures, processes

18. 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
The ability to relate to and interact with others in a positive way that results in cooperation, mutual respect and common goals.

19. 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
Employee’s success served by cooperating, setting mutual goals and crossing boundaries.

20. Reliability / Time Management
Effectively manages time to accomplish goals and meet deadlines
Works well within schedules and deadlines
Establishes priorities and sets goals.
Acceptance of accountability for one’s actions; may include attendance and punctuality. The conscientious fulfillment of one’s obligations.

21. Communication Skills
Clearly and concisely present and expresses information verbally
Demonstrates active listening skills
Demonstrates effective business writing skills
The ability to accurately and effectively transmit and receive information that is necessary to the accomplishment of position responsibilities; keeps subordinates, associates and supervisors informed; listens.

22. 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
Identifies/evaluates issues; reaches sound conclusions; generates alternatives; understands consequences; makes accurate and timely decisions; attends to detail.

23. 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
Maintains high energy level; strives for personal improvement and success.

24. Self Development
Strives to expand personal and professional capabilities by using external resources such as college courses, technical journals, and training opportunities
Maintains high energy level; strives for personal improvement and success.

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

26. 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.

27. Diversity Initiatives
Any initiatives that help promote, support, and increase Diversity and Inclusion at NKU.
The term “inclusive excellence” expresses my expectation that our institution will measure success by more than counting the number of faculty, staff, and students we have in different racial or ethnic groups. Those numbers are important. But in order to be truly “inclusive,” we must expand diversity to include gender, religion, culture, sexuality, geography, socio-economic status, and political and philosophical beliefs.
We must also ensure that everyone, irrespective of these characteristics, has an equal opportunity to be heard in our governance processes, because including different perspectives leads to better decisions. Moreover, our effectiveness in achieving “inclusive excellence” will contribute directly to our collective obligation to provide an excellent educational experience for all of our students.

28. Rating Scale for Current Form
Five point scale (1 – 5) plus Not Applicable
Scale is: 1 = Unsatisfactory 2 = Needs Improvement 3 = Meets Expectations 4 = Above Expectations 5 = Exceptional

29. 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

30. 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

31. Sections of New Performance Review Form
Overall Performance Rating
Criteria
Questions for discussion
Goals

32. Excellence
Understands all requirements of the job and demonstrates the functional and technical skills to perform duties and responsibilities.
Proficient with all computer based systems pertaining to the job, such as SAP.
Applies prior knowledge or experience to new assignments.
Actions are consistently well-considered, taking into account all relevant information and departmental guidelines; accuracy levels consistently meet or exceed department standards or expectations.

33. Integrity Engages in honest, fair, and ethical behavior.
Ensures that goals and priorities of NKU are at the heart of every decision and action.
Effectively manages time to accomplish goals and meet deadlines.
Works well within schedules and deadlines.
Establishes priorities and sets goals.
Gathers and considers appropriate data before finalizing decision.
Identifies viable alternative solutions and evaluates pros and cons of each.
Adapts to changing priorities, procedures, and assignments.

34. Inclusiveness
Embraces diversity, and global awareness in all dimensions of work.
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.
Can skillfully compromise.
Is tolerant of personal differences.
Quickly assimilates and applies new job-related information.

35. Collegiality Makes customer service a priority on a consistent basis.
Clearly and concisely presents and expresses information verbally.
Demonstrates active listening skills.
Demonstrates effective business writing skills.

36. Innovation 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.
Strives to expand personal and professional capabilities by using external sources such as college courses, technical journals, and training opportunities.

37. 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 4/6/18

38. Worth repeating… Friday April 6
Must be received in Human Resources by:
Evaluation Timeframe:
March 2017
through
March 2018
Friday
April 6

39. 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.

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

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

42. Review Process Feedback 2018
Why NKU evaluates
Who should be evaluated
Evaluation time-frame
To what end (linked to pay?)
Is there a similar process for faculty?