An annual performance evaluation is required for classified and contract professional employees; the formal annual evaluation will identify job responsibilities and performance objectives and measure actual performance against identified job duties and expectations.
Management Best Practice – aids in making management decisions; ensures that department and unit mission, goals, and objectives are in alignment and being met
Provides on-going, two-way communication between employee and the manager
Sets clear expectations to employees
Employees want to know what is expected of them
Facilitates employee development and growth
Retain good employees – attract, focus, and keep your most talented employees
Satisfactory participation in the performance evaluation process is required before considering a supervisor’s request to award …
Flexible Pay Options available through the MUS Staff Compensation Plan
Updated job/role description
Review and/or update duties, tasks, activities
Set/establish expectations and/or goals
Focus on job related skills or activities – realistic and achievable
Work performance and behaviors – objectively observable and measurable
Reasonable indicators of successful performance are expressed in terms of quality, quantity, timeliness, cost
Performance measures/indicators are subject to change, are not permanent, are not perfect
Definition : information about performance communicated to the employee soon after the performance occurs or the information is gathered
Characteristics of good feedback
One of the most effective ways to reinforce or increase productivity involves providing employees with specific feedback about their performance, at a high frequency, immediately following performance
Plan ahead, plan for the desired outcome
In writing, face-to face
Done WITH the employee, not TO the employee
Job related skills and activities
Communicate, communicate, communicate
Formal official document!
Do not discriminate on basis of race, sex, ethnic origin, marital status, religion, sexual orientation, or disability
Do not focus on personality
Process Rating Performance
Exceeds – Frequently exceeds performance standards for the position. Employee makes unique and significant contributions to the department.
Meets – Meets performance standards for the position. Consistently and effectively performs job duties.
Needs Improvement – Fails to meet performance standards for the position. Improvement is needed.
Process Common Rating Errors
Contrast and similarity
How To Do Them, the MSU Way!
Forms to use – http://www.montana.edu/pps/EmployeeRelations.htm
Version 2, historical form
If you wish to design an alternate evaluation tool for classified employees, it must be pre-approved by Employee & Labor Relations.
Version 1, developed with MPEA – ad hoc labor management committee
New this year - cover sheet to facilitate administrative processing
Employee’s signature acknowledges that the evaluation was discussed, and has been provided a copy; does not necessarily indicate agreement with the content
Submit completed classified evaluations to Employee & Labor Relations, 201 Montana Hall
Deadline – no later than April 15
Ultimately all performance evaluations will be retained in the employee’s official personnel file maintained by the Human Resources office, 19 Montana Hall
Rebuttal process; No grievance process
An employee who disagrees with the evaluation of his or her supervisor may submit a written request for review by the supervisor’s supervisor.
The written request must outline the specific areas of disagreement and the reasons the employee disagrees with the supervisor’s evaluation.
The decision of the supervisor’s supervisor will be the final decision on the evaluation.
The employee’s written disagreement will be included with a copy of the final performance evaluation and placed in the employee’s personnel file.
Should probationary employees be evaluated during the probationary period?
Rec: conduct the discussion immediately upon conclusion of the probationary period
My supervisor asked me to fill out my own evaluation. Is this legit?
Yes. This method may meet multiple managerial needs.
A supervisor can’t possibly know about everything employees do. They can’t be constantly be looking over the employee’s shoulder, nor, do employees want this. Yet, the supervisor does need to gather information to determine when and what to communicate to the employee.
Aids the discussion
Self evaluation by the employee may help establish the thought processes for an effective discussion
May help align employee and supervisor understanding of the job duties