PERSONNEL POLICY MANUAL

3.3 Performance Review Guidelines

In work performance discussions, the following topics are useful for both supervisors and employees and should be the basis of a discussion at least once a year. Ideally, communication and feedback exist continuously between supervisor and employee. However, even when feedback is freely given and received, a more formal annual or semi-annual performance review is desirable. Performance evaluation forms for administrative and support staff are provided to supervisors annually by the Compensation Office in the Personnel Department. It is the supervisor's responsibility to see to it that performance reviews take place with all employees.

It is important for both supervisors and employees to have considered the following elements prior to the actual performance review discussion and be prepared to discuss them.

Job Description

• Is the original job description adequate?
• What are the employee's duties and functions?
• Have they changed during the past year?
• Have the duties and functions of the original job description changed enough to warrant reclassification and/or promotion to a higher grade and salary?

Work Performance

• How well is the employee performing the duties and functions in the job description?
• In what areas has the employee's performance exceeded expectations?
• In what areas has the employee's performance fallen short of expectations?
• In what ways can the supervisor help employees to improve performance?
• What specific performance improvements are expected within the next six months? The next year?

Work Relationships

• What positive or negative aspects exist in work relationships with colleagues, clients, students, other supervisors ormanagers, etc.?
• Is the work relationship between supervisor and employee functional and effective?
• Can the supervisor facilitate the improvement of any work relationships?

Career Development

• What career development needs/aspirations does the employee have?
• How might the supervisor assist in identifying career development opportunities and resources (e.g. tuition assistance, employee training programs, etc.)?
• How realistic are the employee's career aspirations in his or her current job?
• What promotional opportunities, if any, exist in the employee's work unit, department, etc.?

Future Goals/Expectations

• What specific performance goals can be established for the next performance review?
• What goals or expectations does the employee have for accomplishment by the next performance review?
• How will achievement of goals or expectations be measured?
• Does the employee have the requisite skills to accomplish these goals or expectation?
• How might the supervisor assist the employee in attaining his or her goals?

The above guidelines are intended to provide a general outline around which useful discussion of performance can take place. It is important that both participants in the discussion be as comfortable as possible and that the discussion is directed toward producing a clear and mutually understood working relationship. Conducting performance discussions with employees, although sometimes difficult, is a vital aspect of a supervisor's function and has a significant influence on the effectiveness and productivity of departments, centers, and laboratories. Human Resources Officers can provide more specific information regarding review procedures and guidelines.