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Performance Evaluations

All UA staff employees need to have a performance evaluation performed on an annual basis. The accurate identification, measurement and development of performance can have a major impact on productivity, planning, staffing and budget development. Decisions relating to employee promotion, termination and compensation can be influenced by performance appraisals. In addition personal holidays are awarded to non-exempt employees following the completion of the six-month probationary period and submission of a successful performance evaluation. To prepare for performance reviews supervisors should consistently provide feedback to their employees.

“Where do I stand? How am I seen? What do you think? I don’t mean to sound needy…but a little bit of information could go a long way with me.”–An employee (perhaps yours)

Kaye & Giulioni, 2012, Help Them Grow or Watch Them Go

Performance Conversation Resources

Performance Goals

Job expectations can clearly be defined through the creation of SMART goals for every review period. These are especially useful to set during the six-month probationary period for a new employees. Alternatively well-defined performance goals are an effective measurement tool for supervisors.

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

Job Competencies

Employee maintains a professional demeanor in the presence of students, visitors, patients, faculty, and staff members. Ability to determine needs of others based on observation, listening, and feedback from others.

Does Not Meet Expectation
  • Does not demonstrate understanding of customer needs or perspective
  • Receives specific complaints from customers or co-workers about the level of service provided
  • Works to solve problems and sees them through resolution
  • Anticipates customer needs and provides appropriate level of service
Exceeds Expectation
  • Owns problems and follows through to resolution
  • Models excellent listening skills
  • Involves customers in the decision making process

Employee demonstrates clear and consistent speaking, listening, and written communication skills. Effective verbal skills to create a mutual understanding with customers on department processes, policies, practices, and procedures. Includes strong non verbal listening skills and ability to recognize cultural differences.

Does Not Meet Expectation
  • Demeanor prevents effective team relationships
  • Communication requires clarification
  • Willingness to listen and understand different viewpoints
  • Exhibits courteous and approachable communication to enhance team collaboration effort
Exceeds Expectation
  • Shares knowledge for the benefit of others
  • Ensures accurate understanding of message
  • Ability to understand unspoken, or partially expressed thoughts, feeling, and concerns

Employee is punctual, prepared, and provides leave notice to supervisor. Demonstrates ability to lead department projects that add value outside of position scope. Employee reassesses competing priorities, adjusts approach, and reacts well to work environment changes.

Does Not Meet Expectation
  • Unreliable and consistent tardiness
  • Focuses on negative aspects towards change
  • Constructively voices concerns about implementation plans
  • Identifies potential change areas and shares ideas
Exceeds Expectation
  • Communicates change requirements and supports implementation
  • Constructively manages resistance to change

Employee provides creative solutions and alternatives when presented with a problem. Demonstrates confidence to lead beyond role responsibility and position scope. Seeks resources, understanding, and information from multiple resources before deciding upon an individual approach.

Does Not Meet Expectation
  • Frequently requires supervision to complete routine tasks
  • Rarely takes action to improve internal processes
  • Assumes responsibility and leadership when asked
  • Seeks and accepts additional responsibilities within position context
Exceeds Expectation
  • Accomplishes goals with little need for supervision
  • Seeks and accepts additional responsibilities outside of job

Employee demonstrates the technical skills needed to perform job duties and willingness to learn new skills as necessary. Performs tasks with both a functional understanding and relationship knowledge to other areas. Observed to serve as a resource for others regarding processes and procedures.

Tip: Use both job duties describe in PD and current performance goals to evaluate employee’s technical skills.

Employee collaborates with others both internally and externally on projects. Demonstrates ability to balance both department and individual position responsibilities. Motivates team members through behavior modeling and encouragement.

Does Not Meet Expectation
  • Often directed to perform specific team functions
  • Involved in team conflicts without specific outcomes
  • Contributes fair share to team’s workload
  • Shares knowledge, information, and resources with fellow team members
Exceeds Expectation
  • Provides feedback and potential solutions to team
  • Leads others to achieve team goals

Provide clear direction, feedback, employee resources, appropriate job duty delegation, and monitors employee performance outcomes. Promotes efforts to improve current business processes through a culture that fosters innovation. Trains and develop staff to support overall UAS mission.

Tip: Collect feedback from subordinates and co-workers on employee’s management style. Identify and assess processes that have been improved by the supervisor and their team.

Development Conversations

A development conversation with an employee is not the same as having meeting with them in regards to their performance. This exercise is more about gaining insight into their career aspirations, interests, and values as an individual. Encourage employees to look beyond their present position and set goals to build skills for their careers. Professional development can begin during the exercise of setting development goals and increase employee engagement.

“My interview for this job was so great. The manager was really interested in learning about my background and how I’d applied myself in the past. He asked great, probing questions that really challenged me to think. I sure wish he would “interview” me like that again now that I’ve got the job.”–An employee (perhaps yours)

Kaye & Giulioni, 2012, Help Them Grow or Watch Them Go

Development Conversation Resources

Goal Examples

  1. Supervisory skills: Attend upcoming UAS Supervisor Training on campus
  2. Accounting skills: Cross train with department fiscal officer to learn more about budget management
  3. Job Knowledge: Learn new software and prepare to present a training to colleagues by the third quarter

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