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

1. Review Process

2. 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

Measurable

Achievable

Results-focused

Time-bound

SMART Objectives

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.”

Objective Example

The Performance Evaluation Process

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

Preparing for the Meeting

The Personnel-Management Cycle

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

Following Up

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

Sections of Performance Review

1. Job Competence and Knowledge

2. NKU Skills

3. Documentation Where Performance Needs Improvement

4. Documentation Where Performance Exceeds Requirements

5. Overall Performance Rating

6. 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 = Unsatisfactory2 = Needs Improvement3 = Satisfactory4 = Above Expectations5 = 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

1. Self evaluation2. Supervisor evaluation3. Meeting to Discuss4. Employee review time and follow-up5. Department Head signature (input? If so,

precedes #4)6. VP review (input? If so, precedes #4)7. Must be received in HR by 4/5/13

Worth repeating…

Must be received in Human Resources by:

Evaluation TimeframeEvaluation Timeframe:

March 2013 through

March 2014

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.

Why NKU evaluatesWho should be evaluatedEvaluation time-frameTo what end (linked to pay?)Is there a similar process for faculty?

Review Process Feedback 2013