817.91 Staff Annual Performance Evaluation

Created by: Dana Trebing on 03/01/2005
Category: 8 - Human Resources; 10 - Benefits/Services
 
Originator: Director of Human Resources
Current File: 817.91
Adoption Date: 04/20/2017
Reviewed for Currency: 04/20/2017
 
Replaces File: 817.91
Date of Origin: 09/15/1998
 
Classification: Personnel
 
In Archive? 0


817.91 Staff Annual Performance Evaluation

 

A. Background

Furman University implemented a Communication Improvement, Goal Setting, and Performance Evaluation Process to define the competencies of job duties, to provide a consistent method for planning and evaluating performance, to improve the communication between supervisors and employees, to encourage ideas for improvement in performance, and to support the professional development of the individual.

 

B.  Policy

 

The performance of all support and administrative employees will be reviewed at least annually. This review will be based on department goals, job responsibilities, and mutually agreed upon goals, competencies, expectations and measurements.

 

C. Guidelines

1. Communication Improvement:

a. To define the relationship between the employee's responsibilities and goals, the department goals and Furman's strategic plan.

b. To encourage two-way communication between employee and supervisor.

c. To provide a clear definition of responsibilities, expectations and goals.

d. To establish methods to measure accomplishments, progress and improvements.

e. To emphasize the positive aspects of improvement and professional and personal development.

f. To provide a basis for recognition of responsibilities, skills and accomplishments.

2. Goal Setting:  Based on the department goals and responsibilities and the employee's job description, the supervisor and employee will develop specific goals and expectations for the review period. The methods of measurements will also be agreed upon: quality standards, deadlines, quantity levels, etc. for both the on-going responsibilities and new assignments. 

3.  Competencies:

a.  Furman Core Competencies: All Furman University employees will be evaluated on the six Furman University Core Competencies: 

 

1.  One Furman

2.  Collaboration

3.  Communication

4.  Institutional Values

5.  Professional Growth

6.  Service

  

b. Supervisor Competencies: Furman University employees with supervisory duties will be evaluated on a minimum of three Supervisor Competencies coupled with competencies from the group of Job-Specific Competencies to equal no more or less than a total of five selectable competencies.

1. Development and Training

2. Leadership

3. Performance Management

4. Quality Improvement

5. Resource Management

c.  Job-Specific Competencies: Furman University has established a group of eleven competencies on which employees will be evaluated.  Five of the eleven competencies will be pre-selected during a meeting between supervisor and employee.

1.  Accountability

2.  Decision Making

3.  Flexibility

4.  Fiscal Responsibility

5.  Initiative and Motivation

6.  Job Skills and Knowledge

7.  NCAA/Southern Conference Compliance

8.  Operation and Maintenance of Equipment

9.  Safety

10. Security

11.  Work Productivity (Quality and Quantity)

4.  Evaluation Procedures:

a. Goal Setting Process. Prior to September 1, the supervisor and the employee meet to develop and agree upon the goals, expectations, competencies to be evaluated and methods of measurements for the year. Additionally, the supervisor explains the process and works with the employee to develop specific goals and expectations based on the department's goals, the job responsibilities, the previous annual performance evaluation, and verbal understandings regarding position expectations. Performance competencies are also discussed to ensure the employee’s understanding of the expectations and the level of expected performance.

b. Performance Evaluation Period (April 1 – March 31). The supervisor and employee will communicate with each other on an on-going basis regarding the employee’s performance. Exceptional achievements should be recognized in a timely manner. Areas in need of improvement should be addressed during the performance period.  If necessary, it is suggested that an individual performance improvement plan be put in place by October 1 to identify performance deficiencies and to provide a clear and concise mechanism for improving performance for any staff member whose overall performance is rated as “Needs Improvement”.  It is the supervisor's responsibility to provide support and specific guidelines to help the employee meet the goals and expectations. It is the employee's responsibility to keep the supervisor informed of progress and any concerns.

c. Completion of Annual Performance Evaluation. At the end of the performance evaluation period (March 31), the supervisor completes the Annual Performance Evaluation form considering information only from the period under review using a variety of data, with input from the staff member. After completion, the employee and supervisor meet to discuss performance and the supervisor finalizes a performance rating based on the success of meeting performance measures, goals, expectations and individual behaviors detailed within competencies. This will allow the review to be used as a factor in making salary recommendations at the conclusion of the performance review period. If necessary, plans for future improvement should be documented for areas that need improvement.  The Form is signed, copies are retained by the employee and the supervisor, and the original is sent to Human Resources by May 15. If the employee wishes, a written statement may be submitted as additional documentation for the personnel file. Areas of improvement and new or revised goals are established as the basis of the next Goal Setting Process.

 

5. The Human Resources office will review Annual Performance Evaluation Forms for completeness and consistency. The Human Resources office will also provide periodic training for supervisors and employees. New employees will be introduced to the performance planning and review process during new employee orientation.

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