performance appraisal-raw data

8/7/2019 Performance Appraisal-raw data

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Performance Appraisal


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Performance Appraisal Process

What is Performance Appraisal?

A performance appraisal is a review and discussion of an employee'sperformance of assigned duties and responsibilities. The appraisal is

based on results obtained by the employee in his/her job, not on the

employee's personality characteristics.


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The appraisal measures skills and accomplishments with reasonable

accuracy and uniformity. It provides a way to help identify areas for

performance enhancement and to help promote professional growth.

It should not, however, be considered the supervisor's only

communication tool. Open lines of communication throughout the

year help to make effective working relationships.


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Each employee is entitled to a thoughtful and

careful appraisal. The success of the process

depends on the supervisor's willingness tocomplete a constructive and objective

appraisal and on the employee's willingness to

respond to constructive suggestions and to

work with the supervisor to reach future goals.


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Why Appraise Performance?

Periodic reviews help supervisors gain a better

understanding of each employee's abilities.

The goal of the review process is to recognize

achievement, to evaluate job progress, and

then to design training for the further

development of skills and strengths.


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A careful review will stimulate employee's

interest and improve job performance. The

review provides the employee, the supervisor,

the Vice President, and Human Resources a

critical, formal feedback mechanism on an

annual basis, however these discussions

should not be restricted solely to a formal

annual review.


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A Pay-for-Performance Structure

Annually, the appropriate supervisor evaluates

each employee's performance. In the case

where an employee has changed jobs part-way

through the appraisal period, both of the

employee's supervisors during the appraisalperiod should submit an appraisal of the

employee's performance.


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During the performance evaluation process,

the most recent job description on file with

Human Resources will be reviewed and

updated if necessary, by both the employee

and the supervisor.


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Employees are reviewed for a salary increase,

annually, effective July 1st. The amount of the

salary increase pool of funds is recommended

by the administration and approved by the

Board of Trustees. The method for allocating

funds is based on rewarding meritoriousperformance.


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Merit increases will be awarded on a pay-for-

performance basis and are based on individual

performance. When used as intended, a pay-

for-performance structure achieves the goal of

rewarding truly top performers with merit

increases that match their achievements andcontributions.


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Tips for Employees

Tips for Employees on Navigating the Performance Appraisal ProcessThe self-appraisal process provides you with the opportunity to review and

consider your accomplishments, challenges, and performance of the past

year from your perspective.


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Be positive and open. While we all have the tendency to be overly critical of

ourselves, this self-appraisal is meant to bring out your positive qualities and

consider areas for improvement.

In the same spirit, give constructive suggestions to your supervisor when it

applies. When you cite an area that needs attention, offer suggestions for

improvement.


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Take sufficient time to prepare for your performance meeting with your

supervisor. Even if you choose not to complete a formal self-appraisal, this

meeting is one of the best opportunities you have to freely discuss your

performance and goals with your supervisor.


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Tips for SupervisorsTips for Supervisors on Navigating the

Performance Appraisal Process

In preparation of the appraisal, familiarize

yourself with all aspects of the process. To

properly complete the performance appraisal

form, it is essential that you thoroughlyunderstand the duties and requirements of the

position held by the employee.


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Therefore you shouldreview the Position

Description, which was distributed at the start

of the performance appraisal process. If you donot have a copy, please contact the Human

Resources office on ext 5470 or via e-mail at

[email protected].


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After reviewing the Position Description and

holding an initial performance meeting with

the employee, complete an Employee

Appraisal form and determine an overall

performance rating keeping in mind the

following:


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Be objective. Eliminate personal prejudice and

feelings of favoritism.

Consider each performance area

independently. Do not assume that excellence

in one area implies excellence in all areas or

that poor performance in one area impliespoor performance in all areas.


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Base your appraisal on observed performance during the appraisal

period, not on what is expected in the future.

Evaluate overall performance throughout the entire appraisal period.

Do not base the ratings only on significant successes and failures.

These should be considered in context with the total performance.


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Consider various aspects of the employee's performance that you

want to discuss with the employee. The appraisal process should

serve as a stimulus forbetter communication between you and theemployee.

Consider your appraisal in terms of the employee's present duties,

not in terms of the duties of a future or past description.


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The appraisal should reflect your fair judgment

of an employee's work performance.Makehelpful suggestions and provide adequate

instruction. Be prepared to discuss these

items.


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Determining an Overall Performance Rating

On the last page of the Employee Appraisal Form for both exempt and

non-exempt employees, a summary box of the performance ratings

selected for each performance area is provided to assist the supervisor in

determining an overall performance rating.


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Determining the final performance rating is challenging because a

combination of performance area averaging and subjectivity must be

used. Using the summary box provided on the appraisal forms to

determine the overall rating should be the first step, but then the

supervisor must decide which performance areas evaluated should beweighted more heavily than others depending on the employees job

responsibilities. Depending on the performance ratings of the most

important performance areas, the overall performance rating may be

adjusted.


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Performance Appraisal Meetings

The Initial Performance Appraisal Meeting

The supervisor and employee meet to discuss

the employees performance during the

appraisal period and to discuss potential goals

for the upcoming appraisal period.


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Schedule the performance meeting in

advance, allowing sufficient time to prepare

for the meeting. Select a time free of stress for

both participants. If possible, hold the meeting

in a room that is neutral ground, not in the

supervisors office where interruptions couldoccur.


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Two-wayDiscussion of the employees

performance during the appraisal period is one

of the most critical parts of the process. Allow

adequate time for this meeting. Recognize that

the review process is a high priority and isintended to be a constructive and cooperative

process.


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Its primary emphasis is to foster development

and growth. To help create such a tone and

setting, consider these suggestions:

Ask questions and listen. Be open-minded to

the information and opinions presented.


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Discuss strengths. This will sustain and reinforce high

performance.

Make suggestions constructive. When you point out a

need for growth or change, offer suggestions for

improvement.


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Consider each other's point of view. Remember each

person will respond differently in a performance meeting.

Keep comments job-centered. Avoid discussing

personality unless it adversely affects job performance or

your departments operation.Schedule a follow-up meeting to discuss the final

Employee Appraisal form.


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The Final Performance Appraisal Meeting

After the initial performance meeting, the

supervisor/department head constructs their

Employee Appraisal form and determines an

overall performance rating for each employee.


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The supervisor/department head then meets

with the Vice President to discuss the overall

performance of each employee and the

completed appraisal forms. Once the Vice

President is satisfied that the appraisal is

complete and accurate, the form(s) will be

signed.


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The supervisor then meets with the employee

to discuss the final Employee Appraisal formand overall performance rating, finalizes the

goals and professional development areas for

the upcoming year, and has the employee sign

and add any comments.


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Any comments written by the employee will be

initialed by the supervisor and the departmenthead. The employee then receives a copy of

the final version. The employee also has the

opportunity at this time to attach a copy of

their Self-Appraisal form, if they wish, and/or

any other materials that support their

performance during the appraisal period.


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All signed forms will be returned to the Vice

President/Division Head, who in turn willforward them to the Human Resources office.


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Performance Appraisal Forms

Employees and supervisors have the option to

choose the form they wish to use for the self-

appraisal and employee appraisal

processes. Guidelines and recommendations

on which forms to use can be found below.


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Mid-year Review

In order to facilitate frequent communicationand periodic reviews between supervisors and

employees, a mid-year review tool has been

created. The mid-year review is not a formally

monitored part of the performance appraisal

process, and can be used as frequently as

employees and supervisors see fit.


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It is recommended that the mid-year review

tool be used at least once during the appraisal

period, as it will help employees and

supervisors recalibrate their performance

objectives and goals throughout the year so

that the formal performance appraisal process

can be more rewarding.

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