Three Focus Areas in Depth

Focus Area 2: Writing the Performance Appraisal (cont.)

Two Key Performance Areas are Assessed

In the most simplistic form, you're assessing the employee's effectiveness or ineffectiveness related to their ability to perform their job duties or task elements of their job; and, the behavioral or interpersonal qualities they have to accomplish this. The review should reflect both the behavioral qualities and the task components. The illustration depicts this.

Preparing for the Appraisal

The performance appraisal program’s usefulness can be significantly increased when the employee and the manager/supervisor are well prepared for the meeting.  Both the supervisor and the employee have work to do to prepare of the appraisal.

Supervisor’s Role and Responsibilities

1. Give employee advance notice of the meeting and request that employee provide a list of accomplishments, goals, challenges, and other areas as outlined in the form.
2. Review the employee’s position description and performance record supported by the expectations and standards.
3. Review your notes from throughout the year.
• This will ensure that the appraisal includes items from the beginning, middle, and end of the review period which prevents the review from being solely based on recent events.
• Review Products of the Employee’s Work.
• It is appropriate to draw on the body of work that the employee produced as evidence to support the evaluation. This obviously varies for each employee based on their job duties.
• Seek feedback from co-workers, colleagues and/or people with whom the employee frequently does business.
• Obtaining feedback on how an employee interacts with co-workers and others is an important indicator of his/her success. There are different levels and ways of obtaining this information. If done, it is recommended you discuss this in advance with the employee so the context is understood. Employees have the right to see the information collected and know the source of it. Do not promise anonymity to the sources of the information. It is typically suggested that supervisors rely on their own observations when evaluating classified staff. However, unclassified employees may waive their right to access the comments and input a supervisor obtains by signing a waiver form, which is available through the Faculty Handbook. The following website provides information on “waiver of access” and a downloadable form.
• This is done informally by the supervisor soliciting input from a targeted group, if they wish to provide it. More formally, a short questionnaire or survey may be done.
• Gather feedback from customers, constituents, or other users of the work. It may be possible to solicit information from the customers or end-users.
• Obtain Information from the employee. Involving and getting input from the employee often contributes to a more meaningful evaluation. Consider asking the employee to respond to a set of questions. A sample of these questions include:
• What do you feel were your major accomplishments this past year?
• Any projects of which you are most proud?
• What are your goals for the coming year?
• Any areas you would like to receive training for the coming year?

Employee’s Roles and Responsibilities

1. Ask questions of the manager or Business Center’s HR contact if there is a lack of understanding regarding the process. To adequately prepare, it will be important to understand the process.
2. Review the position description and be prepared to offer suggestions for updating the document to reflect current job duties.
3. Think back over the past review period and prepare a list of responses to the questions the supervisor will provide.