Staff Performance Evaluation Process

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Staff Performance Evaluation Process

• 2009

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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.

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It doesnt have to be this way
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Two Part Performance Review Process

• Review Process
• Goal Setting

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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 employees 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.

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Goal Setting

• Objectives agreed upon by employee and supervisor
  for coming year.
• Individual goals and objectives must be developed
  within the context of the units goals and
  objectives.

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SMART Objectives

• Specific
• Measurable
• Achievable
• Results-focused
• Time-bound

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Objective Example

• Objective
• Develop a new filing system.
• Standard
• By Oct 1, 2009, 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.

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The Performance Evaluation Process
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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 employees co-workers
• Job description
• Past performance data
• Training records

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The Personnel-Management Cycle
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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 employees 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

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Following Up

• Evaluate employees in their environment
• Communicate positive feedback regularly
• Coaching is the key

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End of Year Development Summary Form

• Human Resources Office (AC 708)
• On-line HR website http//access.nku.edu/hr/index
  .htm

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Sections of Development Summary

• Job Competence and Knowledge
• Overall Performance Rating
• Documentation Where Performance Needs Improvement
• Documentation Where Performance Exceeds
  Requirements
• Comments

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Adaptability

• Adjusts practices in changing environment adapts
  to new people, ideas, procedures searches for
  self-responsibility as it relates to goals

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Interpersonal Skills

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

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Team Player

• Employees success served by cooperating, setting
  mutual goals and crossing boundaries.

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Reliability

• Acceptance of accountability for ones actions
  may include attendance and punctuality. The
  conscientious fulfillment of ones obligations.

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Communication 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.

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Judgment and Decision Making

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

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Drive and Commitment

• Maintains high energy level strives for personal
  improvement and success.

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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.

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Other elements

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

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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 4/3/09

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Worth repeating

• Must be received in Human Resources by

Friday
April
3
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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.

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Supervisor recommendations

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

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Employees notified

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

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Guide to Evaluation of Personnel Performance
Degrees
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Guide to Evaluation of Personnel Performance
Degrees
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Guide to Evaluation of Personnel Performance
Degrees
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Guide to Evaluation of Personnel Performance
Degrees
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Guide to Evaluation of Personnel Performance
Degrees
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Guide to Evaluation of Personnel Performance
Degrees
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Guide to Evaluation of Personnel Performance
Degrees