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23 PERFORMANCE MANAGEMENT

By Bobby Ramirez,2014-06-18 08:27
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23 PERFORMANCE MANAGEMENT

Policy Guideline for Personnel Policies for Staff

    Members (PPSM) 23: Performance Management

    Note: This local guideline is written to correspond to PPSM 23, Performance Management,

    as found in the PPSM Personnel Manual.

    I. PURPOSE

    Performance management is an ongoing process between a supervisor and an employee

    to provide the employee with regular feedback regarding performance. The process

    occurs throughout the year with the objective of accomplishing the strategic objectives of

    the organization as well as the employee’s professional growth. In addition to monitoring the employee’s work activities and evaluating performance,

    supervisors are encouraged to solicit feedback and input from the employee, as well as

    clients and key stakeholders. On-going communication allows the supervisor and

    employee to develop a healthy working relationship, address issues in a timely fashion

    and foster professional development.

    Performance appraisals (also known as performance evaluations) are non-disciplinary in

    nature and are intended to:

    ? Provide a fair assessment of the employee’s performance;

    ? Improve job performance in relation to the department’s institutional goals;

    ? Measure and enhance individual performance;

    ? Recognize and reward employee contributions, and foster professional

    development and career growth; and

    ? Increase productivity, correct issues that, if left unattended, may lead to serious

    problems for the individual and the department, and to meet the internal and

    external requirements and demands for documentation of individual performance.

II. TIMING OF APPRAISALS/ASSESSMENTS

    A. Probationary Employee

Probationary employees should be assessed at least once during a full probationary period,

    preferably at the mid-point of probation. More frequent appraisals may be conducted if

    the supervisor determines they would be of value.

B. Employee in a Career Position Who Has Attained Regular Status

An employee’s performance shall be assessed in writing at least once a year, preferably

    several months before the annual salary review date, whether or not the employee is

    eligible for a salary increase. For purpose of merit eligibility, the absence of a

    performance appraisal will result in an employee’s performance being considered as “satisfactory” and therefore merit eligible. While University policy specifies the

    minimum frequency, appraisals may be conducted as often as the supervisor believes it is

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necessary to acknowledge the employee for accomplishments and/or to develop action

    plans for improved performance.

III. THE PERFORMANCE MANAGEMENT PROCESS

    Performance management is an on-going process that involves regular discussion

    between the employee and supervisor. Performance management includes, at least

    annually, a performance appraisal. The performance management process should include:

    ? A review with the employee of job responsibilities, expected outcomes and

    competencies, if relevant, and setting performance objectives for the review

    period. This meeting can also include discussions regarding training or

    development consistent with departmental objectives. Performance objectives

    and measures should align with leadership expectations and goals.

    ? Periodic assessments of the employee’s progress toward meeting expected

    outcomes and objectives and to communicate these assessments when appropriate.

    ? The supervisor preparing a written assessment of the employee's progress towards

    meeting previously discussed and defined expectations and measures.

    Supervisors are strongly encouraged to initiate discussion with the employee in

    preparation for the written performance assessment.

    ? The supervisor preparing the performance appraisal in “final draft” and

    scheduling a date and time to meet and discuss the employee’s performance

    appraisal. The “final draft” is intended to allow for employee comments and

    input regarding information about performance that the manager or supervisor

    may be unaware. Additionally, divisions or departments, at their discretion, may

    elect to have employees submit self-assessments prior to preparing the final

    performance appraisal and conducting the performance appraisal meeting.

IV. WRITTEN APPRAISAL/ASSESSMENT

    Divisions and department heads (or designees) should use the standardized PSS

    employee performance appraisal form (template can be found at

    http://ucsfhr.ucsf.edu/index.php/staffing/cat/site/Forms). This form should include

    different sections to record an employee’s job-specific duties, responsibilities and

    competency achievements for the period of time covered by the performance appraisal.

    The performance appraisal form should also include additional sections for general

    comments regarding the employee’s performance, the employee’s goals and objectives

    for the coming year, and a developmental plan to assist the employee in achieving those

    goals and objectives. In addition, the performance appraisal should include spaces for the

    signature of the employee, the supervisor, and the next reviewing level, as well as a

    section for the employee’s comments. It should be noted that an employee’s signature signifies a discussion of the contents of the evaluation, not necessarily agreement with it.

    In the event an employee refuses to sign the performance appraisal, the supervisor should

    note that the employee refused to sign and date and sign the appraisal before filing it in

    the personnel file.

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The performance appraisal is a tool for the supervisor and employee to review whether

    performance expectations and objectives have been met, to discuss professional

    development opportunities, and to identify options for developing additional skills and

    knowledge to foster career growth.

    The performance appraisal shall be written and shall include:

    ? Information on the employee's job duties and key areas of responsibility;

    ? Comments and ratings on specific areas of responsibility and overall performance

    in relation to previously established outcomes and objectives;

    ? Comments and ratings on job specific competencies/standards, if relevant;

    ? Feedback from clients and input from key stakeholder’s if relevant;

    ? Feedback specifying where performance improvement is needed;

    ? Future goals and objectives; and

    ? Comments addressing opportunities for professional development and options for

    acquiring additional knowledge and skills to support career growth.

V. PERFORMANCE APPRAISAL MEETING

The performance appraisal meeting between the employee and the supervisor should take

    place in person. It is also strongly recommended that the meeting be an interactive

    exchange wherein the employee is encouraged to offer comments, ask questions, and/or

    make suggestions, as appropriate. In cases where there are performance deficiencies, it is

    recommended that supervisors:

    ? Identify the specific performance areas that need improvement;

    ? Provide the employee with specific feedback and advice regarding how to correct

    such deficiencies;

    ? Inform the employee of the measurement criteria to be used in determining a

    satisfactory level of performance;

    ? Give the employee a timeframe within which to improve his or her performance,

    and;

    ? Supervisors may, at their discretion, develop improvement plans, provide special

    performance appraisals, schedule weekly follow-up meetings, and/or offer

    suggestions for additional training and other resources, as needed.

VI. RECORDS

The completed performance appraisal, whether signed or not, shall be filed in the

    employee’s personnel file in the department office. A copy of the completed

    performance evaluation shall also be provided to the employee.

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For additional tools and guidance on how to set effective performance standards and

    provide feedback to employees, reference the Guide to Managing Human Resources

    (http://ucsfhr.ucsf.edu/index.php/pubs/HRGuide/). 6/18/2010

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