[ skip to content ]

Performance Management & Evaluation


Performance Graph

Phase 1 - Performance Planning

Performance Planning - is conducted for all full time classified employees during the months of October and November each year. During the planning phase the work assignments and standards for performing those assignments are reviewed, revised if needed and finalized for the up-coming performance cycle. The plan is established and certified using the position description in the PAPERS software program by December 1 each year.

Phase 2 - Performance Management

Performance Management - is the on-going, continuous process of monitoring and documenting performance and communicating about performance with the employee. Supervisors are encouraged to establish a routine for providing regular feedback to employees - including recognizing successes and advising employees when improvement is needed.  Mid-cycle Interim Evaluations are required in some departments - and strongly encouraged for all.

Phase 3 - Performance Evaluation

Performance Evaluation- is an annual activity performed during September - October. In this phase, the employee's performance during the entire cycle is summarized and documented on the Evaluation screens in the PAPERS software program. Ratings and comments are provided for individual assigned tasks and an overall rating and comments are provided.

Once Phase 3 is concluded the whole process begins again with planning for the next performance cycle.

In Depth

Performance Planning

Performance Planning is the first phase of the performance management process and is typically completed during the month of November each year. The purpose of this phase is to establish a performance plan for each employee for the upcoming year.

To establish the performance plan, a supervisor will use the Certifying a Position Description process in the PAPERS software program. The planning process calls for a review of and appropriate revisions to the following information:

  • Position Details
  • Work Description and Performance Plan (Department objective, chief objective of the position, qualifications for the position)
  • Core Responsibilities and Major Job Functions
  • Special Assignments
  • University/Departmental Competencies
  • Development Plan
  • Confidentiality and Compliance Statement
  • Physical Demands Form

Ideally, the planning will occur as a collaborative process between supervisor and employee. The goals and standards that are established should be specific, measurable, realistic and related to the department objective and chief objective for the position.

Special Assignments - These are typically "add-on" assignments that occur during the performance cycle after the position description/performance plan has been certified.

University/Departmental Objectives - Two University objectives are mandatory for all classified employees - standards for customer relations and compliance with the Code of Ethics. Additional unit-specific objectives may be added.

Performance Management

This second phase of the process is continuous and on-going throughout the performance cycle. As soon as the position description/performance plan is certified (not later than December 1 annually), the supervisor begins monitoring, documenting and providing feedback to the employee about performance of assigned work.

Effective performance management includes frequent verbal and/or written feedback to the employee about performance and progress toward meeting established goals. This includes acknowledging success and pointing out needed improvement.

Some departments require supervisors to complete Interim Evaluation Forms in the middle of the performance cycle. Other supervisors have no requirements to provide employees with written feedback. All supervisors are strongly encouraged to develop some system or process to ensure regular and on-going feedback. This can been accomplished effectively in regular (weekly, bi-weekly, monthly) one-on-one meetings between the supervisor and employee. When there are performance issues (improvements needed) supervisors should provide specific information to employees to facilitate improvement. In addition, follow up should be frequent until the improvement is complete. This process should be documented in the supervisor's file at a minimum.

Supervisors are encouraged to establish two-way communication about performance by providing employees with opportunities to tell supervisors how they believe they are doing, what challenges they face and overcome at work, and any resources they need to be more successful on the job.

Performance Evaluation

Phase 3 concludes the annual cycle, and results in a written evaluation of performance for the entire cycle. The annual evaluation phase normally starts in late August with a deadline for submitting completed evaluation in late October each year.

Sometimes supervisors feel a sense of dread when anticipating the annual evaluation.

However, when a plan was carefully established in Phase I and when the supervisor has been consistently communicating with the employee about performance throughout the cycle - the annual evaluation is merely a time to summarize the performance management activities of the previous year. All of the "difficult" communication has already taken place!

Effective performance management eliminates any surprises in the annual evaluation. Employees should already know how well they have been successful during the year, where there were weaknesses or problems, and how well those problems were overcome and resolved.

The annual evaluation phase is a continuation of the collaborative communication between supervisor and employee.

The first step in the annual evaluation phase is to provide the employee with the opportunity to do a self-evaluation. Employees should be given at least two weeks to complete the self-evaluation. While it is mandatory that employees be given the opportunity, it is not mandatory that employees complete the self-evaluation. There is no required format -self-evaluations may take any form that the supervisor suggests.

Supervisors are encouraged to consider employee input carefully and incorporate this information in the evaluation. It will be important to identify and talk about how the supervisor's assessment and the employee's assessment differ.

Each supervisor completes evaluations and submits them to their Reviewer for approval using the PAPERS software program. With the Reviewer's approval, the supervisor sets up a one-on-one meeting to discuss the evaluation with the employee.

Supervisors should use this meeting with the employee to dialog about past and future performance. Focus on the positive aspects of the employee's performance, and tie your comments to organizational goals that were met through the employee's contributions. Set the stage for the upcoming performance planning process by discussing future performance, anticipated changes in university/departmental goals, or other changes in the work environment. Let's take a closer look at the EWP, and "fill in some of the blanks."