1. Staff Performance Evaluation Process
2013

2. 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.

3. Two Part Performance Review Process
Goal Setting

4. 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.

5. 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.

6. 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

7. 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.”

8. 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

9. 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

10. 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.

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

14. 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

15. 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

16. 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

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

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

19. 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

20. 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

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

22. 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.

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

24. 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

25. 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

26. 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

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

28. 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.

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

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

31. 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?