A-1. Performance evaluation is a responsibility of every manager and should be
performed in a timely manner for every employee. The
purposes of performance evaluation include but are not limited to: facilitating
employee productivity and professional growth, encouraging communication between
employees and supervisors, documenting performance strengths and weaknesses,
supporting meritorious salary increases or identifying the basis for demotion,
disciplinary action or dismissal and motivating improvement in performance. To assist supervisors, Human Resource Development staff provide training in
performance-appraisal techniques through workshops as well as through individual
assistance. [ed.
12-04]
A-2. A formal evaluation of performance should be performed at least once a
year, generally during January. Classified
employees who are new to a classification will be evaluated after three months
of service in the probationary period and again at the end of the probationary
period but no later than six (6) months in the new position. [rev. 7-02,
12-04]
a. Performance evaluations may also be conducted at other times at the
discretion of the supervisor or department administrator to further assist
employees in improving performance or to formally advise them of performance or
disciplinary problems. [ed. 7-02]
b. Supervisors or department administrators (depending on procedures of
the department) are responsible for evaluating performance in a responsible and
timely manner. [rev. 7-98, ed. 7-02]
A-3. The performance evaluation form is a
guide for evaluating the performance of all non-faculty exempt staff and
classified staff. Forms for each
employee may be downloaded from the Human Resources website (www.uidaho.edu/hrs).
Human Resources notifies department
administrators when annual or probationary evaluations are due. [rev. 7-02,
ed. 12-04]
A-4. The employee's job description provides an objective standard by which
performance is evaluated. Job descriptions for classified positions and some
non-faculty exempt staff positions are on file in Human Resources. Factors that also are considered include, but are not limited to, ability
to work with other employees, record of attendance, and tardiness.
[ed. 12-04]
A-5. Evaluation of performance should be conducted by an employee's immediate
supervisor or department administrator (depending on the procedures of the
department). The evaluation should include a discussion between the
supervisor and the employee regarding: (a)
what is expected of the employee, including a review of standards of performance
in the job description as well as goals and objectives established at the prior
evaluation; (b) the supervisor's evaluation of performance for the current
period; and (c) developmental activities or performance goals included in the
review which will improve performance during the upcoming period. The employee is expected to participate in the discussion. [ed. 7-02]
A-6. Following the discussion of performance between the supervisor and the
employee, the employee has the opportunity to indicate in writing whether he or
she concurs with the evaluation and to enter his or her written comments
regarding the evaluation in the "Employee Comments" section of the
performance evaluation form.
A-7. The written evaluation serves as the official record of performance;
hence, it should be as complete as possible, signed and dated, and sent to Human
Resources no later than the last working day in February. One copy of the evaluation is given to the employee, and one copy retained in the department and should be
referred to when subsequent evaluations are conducted. The official series of evaluations in HR becomes a record that supports decisions such
as promotion or dismissal. [rev. 7-02, 12-04]
A-8. A probationary classified employee who receives an overall unsatisfactory
performance evaluation is ineligible to be certified as having completed
probationary status. In most instances, an unsatisfactory performance evaluation should be
accompanied by a recommendation for demotion or termination of employment. In rare cases, the probationary period may be extended for up to an
additional 90 days, with written performance reviews required at 30 and 60 days,
and the final written evaluation completed by 90 days (see APM 50.21). [rev. 7-02,
ed. 12-04]
A-9. An employee who had previously been certified as having satisfactorily
completed entrance probation may also be placed in probationary status following
an evaluation which indicates that overall performance is less than
satisfactory. A previously
certified employee who receives an overall rating of "needs
improvement" or "unsatisfactory" must be reevaluated, with
written performance reviews required at 30 and 60 days, and the final written
evaluation completed by 90 days with the employee's progress or lack of it recorded. In the event that an overall rating of satisfactory is not achieved,
other steps must be taken; these may include, but are not limited to, probation,
demotion, suspension or termination of employment.
(See APM 50.21) [ed. 12-04]
A-10. Performance levels in each criterion evaluated are described as follows:
a.
Outstanding is
extraordinary performance well beyond that required for the position. [rev.
7-02]
b.
Exceeds Requirements
represents performance which is better than that expected of a fully competent
employee. [rev. 7-02]
c.
Meets Requirements
is the performance expected of a fully competent employee and is defined as
falling within a broad band of accomplishments ranging between "needs
improvement" and "highly competent." [rev. 7-02]
d. Needs Improvement
denotes performance that is less than that expected of a fully competent
employee. It means improvement is
necessary. A rating of this type
should be thoroughly discussed with the employee, and the employee placed on 90
day probation.
e. Unsatisfactory
performance is inferior to the standards for the position. It should be used when an employee clearly fails to perform one or more
duties critical to the job and the overall impact of the employee's performance
is such that termination of employment is considered and may be implemented. At the minimum, the rating will be thoroughly discussed with the
employee, and the employee placed on 90 day probation.
B-1. Refer to the employee's job description and agreed upon performance goals
or Performance Development Plan (PDP) as the appropriate frame of
reference for evaluation. Please attach a copy of the job description and goals (or PDP) o the completed evaluation form. [rev.
7-02, ed. 12-04]
B-2. Prepare a draft evaluation in preparation for discussion with the
employee. The supervisor may wish
to provide the employee with a blank evaluation form and ask him or her to
prepare a self-assessment in preparation for the discussion that may be
voluntarily given to the supervisor. [ed. 7-02]
B-3. Complete the evaluation form, providing examples and written comments as
appropriate. The form is designed
for multiple employment settings. If
a particular evaluation criterion is not applicable, please check
"NA," provide a brief explanation, and continue to the next criterion.
B-4. Complete the rating for each of the relevant categories. Often an employee will have a range of ratings throughout the categories
indicating individual strengths and weaknesses.
B-5. Schedule and conduct a performance review with the employee to discuss the
evaluation. Encourage employee participation in this discussion. [rev. 7-02]
B-6. Offer the employee the opportunity to add written comments in the
"Employee Comments" section.
B-7. The performance evaluation form is to be signed by the supervisor who
completes it, and by the employee who receives it. If the employee refuses to sign the evaluation, the supervisor should
note this fact on the evaluation; if so noted, refusal by the employee to sign
the evaluation does not mean the evaluation is incomplete. In addition, each evaluation form is to be reviewed and signed by the
department administrator with budget authority. Subsequent review by senior administrators is an option that may be
exercised by those administrators. [ed. 7-02]
B-8. Please distribute final signed copies of the completed evaluation form as follows: original to the employee's file in Human Resources; a copy to the
dean's or director's office, a copy to the evaluator's department file; and a
copy to the employee. [rev. 7-02, ed. 12-04]
B-9. In the event the performance review leads to a recommendation of
probation, demotion or termination of employment, see
3360 and
3930. The supervisor is expected to consult with the director of employment services in these cases. Should
demotion, suspension or termination of employment be recommended, the evaluation
must first be reviewed by a senior administrator at the level of dean or
director, or above, as well as the director of employment services before
the form is delivered to the employee. [ed. 7-02, 12-04]
