INTRODUCTION:
WHY EVALUATE PERFORMANCE?
At
Portland State University, we believe that our employees are
our most important resource. Our ability to educate students
and to serve our local and wider community is directly related
to the quality of our workforce and its contributions. Recognizing
this, the University is committed to working in partnership with
employees toward achieving excellence in their individual roles.
Review of work performance is an important tool in that process.
To be effective, this review must be fair, consistent, and based
upon the values and principles mutually held by the employee
and supervisors.
Included
among those values are the following:
- We
believe that the work of every PSU employee has an impact upon
the educational experience of students and the educational
activities of the University;
- We
believe that PSU employees are dedicated to providing high-quality
service to students and the University;
- We
believe that the University is committed to supporting employees
in their efforts to ensure that they are able to add the greatest
value possible through their work.
We
are committed to reflecting these values through performance
appraisal processes which embody the following principles:
- Performance
reviews are unique opportunities for mutual reflection upon
the goals and objectives of work and the improvement of work
outcomes;
- Performance
reviews should occur on a regular and planned basis;
- Performance
reviews should examine not only current performance, but also
future development objectives of employees.
CONDUCTING
THE PERFORMANCE APPRAISAL
As
you consider these values and principles (the “why” of
performance appraisals), be aware that the manner in which you
conduct the appraisal may significantly impact the quality and
the outcome of the process.
The
following suggestions, adapted from Gardenswartz and Rowe (Managing
Diversity). Pfieffer and Co., 1993) can help to make this process
successful for both the
Supervisor
and the employee whose performance is being appraised:
Preplanning
for Productive Performance Reviews
1.
Set performance expectations/standards. Review the position
description. Update, if necessary. Determine the performance
expectations/standards for each job function noted in the position
description.
2.
Explain and clarify the expectations/standards to the employee. Consult
with employee to assure that he/she understands the expectations
and the criteria on which she/he will be evaluated.
3.
Explain how the employee will be evaluated. The annual
review will address the performance expectations specific to
the employee’s position description as well as performance
factors common to all positions in the unit. The purpose of
the review is to evaluate and discuss the employee’s performance
and to jointly identify any training or development needs,
if appropriate. The review should be comprehensive, as it will
cover up to a full-year period. (Review the evaluation form
with the employee.)
4.
Plan to observe employee performance periodically. Make
notes about examples and instances as they occur. There is
a tendency for evaluations to reflect the few weeks just before
the evaluation session rather than the annual period covered
by the evaluation. Making notes throughout the year will provide
you with ample information to write a complete, representative
review.
5.
Give the employee the self-evaluation form. Note that using
this form is at the employee’s option. A self-review can
be helpful to guide the employee’s reflection on his/her
performance throughout the year and to provide input to the
supervisor. It can be useful to identify training and development
needs or goals that the employee may feel are relevant.
6.
Set the time and place for the review session. Give both
yourself and the employee enough time to prepare the review
forms. Set aside enough time in the review appointment for
discussion, and reserve a private location in which to meet.
7.
Review the evaluation process with employee. The purpose
of the review is to evaluate and discuss the employee’s
performance as well as common performance factors common to
all employees in the unit, and to jointly identify any training
or development needs, if appropriate. The review should be
comprehensive, as it will cover up to a full-year period. Give
the optional self-evaluation form to the employee.
8.
Determine whether a second-level review is appropriate. (This
decision is made at the Dean or Director level. If you
are not sure, check with your Dean or Director.) The signature
of the second-level reviewer indicates only that the completed
form was reviewed.
Conducting
the Performance Review Session
1.
Allow ample time to conduct the review without interruptions. The
employee needs to feel that his/her evaluation is important
enough to warrant your full attention and time.
2.
Review the purpose. Remind the employee that the review
session will address performance expectations specific to the
employee’s position description as well as performance
factors common to all positions in the unit. The purpose is
to evaluate and discuss the employee’s performance and
to jointly identify any training or development needs, if appropriate. (Review
the evaluation form with the employee).
3.
If the employee chose to complete the self-evaluation form,
ask him/her to present it. Listen, but don’t debate
or question the employee’s self-assessment. You will have
the opportunity to identify areas of agreement as well as any
problems or areas of concern during your evaluation of the
employee’s performance.
4.
Present your evaluation. Begin with good news. Cite specific
examples of positive productive performance as well as areas
needing improvement. Identify points of agreement between the
two evaluations (if the employee provides a self-evaluation).
5.
Jointly identify problems and obstacles to improved performance.
- What
seem to be the problem areas?
- What
task seems to be the most difficult?
- Where
does performance slip?
- What
is getting in the way?
6.
Jointly create a plan for improving performance.
- How
can the obstacle be overcome?
- What
does the employee need to do differently?
- How
can you help him/her in that process?
- What
are the employee’s goals for growth?
- How
can these be worked on?
- What
are the planned intervals for reassessment?
7.
Agree to the evaluation and commit to a plan of action. Ideally,
both the employee and the supervisor can come to agreement
about the evaluation and determine the next steps toward improvement.
8.
End on a positive note. Summarize the evaluation and the
next steps. Obtain the necessary signatures and forward to
the Office of Human Resources.
After
the Review
- How
did it go? Is there anything you would want to change the next
time you do a review?
- Plan
scheduled checkups with the employee periodically to assess
performance improvements and progress toward goals. Make adjustments
as needed.
