Performance on each objective should be examined and evaluated separately. Doing so affords both the supervisor and the employee to focus on specific performance categories for future evaluations.
Results/Comments
Throughout the evaluation period, the supervisor or employee may find it useful to keep a record of significant events or accomplishments.
At the end of the evaluation period, the supervisor, or supervisor and employee together, documents the outcome of the employee’s efforts to achieve each objective. If an employee feels the supervisor’s assessment is incorrect, the employee is responsible for providing additional info regarding the disputed content.
The focus is on performance, on actions relative to the accomplishment of the objective(s), not the personality traits of the employee unless those traits have an impact on the performance of others. Supervisors should recognize positive, negative, and/or incomplete results.
Supervisors should also use this space to document any remarks or explanation that supports the achievement level (rating) indicated. This commentary enables employees to understand why the performance was rated as it was. This space should also be used to describe any extraneous factors or unanticipated events that complicated or inhibited the employee’s ability to achieve the desired result(s). In addition, if any revisions are made to original objectives and standards, state the reason(s) and the revision(s) in this space.
Unplanned Objectives/Accomplishments
Additionally, supervisors should use this “Past Year’s Performance Objectives” section to document any other objectives or accomplishments achieved by the employee that were not included in the original list of planned objectives for the year. List the additional objective or achievement under the Objectives column, indicate it was unplanned, describe what it was, rate it under the “Rating” column, and document its result(s) under the “Results/Comments” column.
Upcoming Year's Performance Objectives & Comments
List those objectives that you’ve established for the next year. Include the target results, either as quantity or quality, and indicate the manner in which the end results will be achieved in a satisfactory manner (“meets standards”). These performance objectives are the ones that will be evaluated and rated a year from now.
Sample Objectives & Performance Standards
Example #1
Objective: Coordinate the technical aspects of the Alpha project and ensure the project is completed by February 1, within the $600,000 budget, and that the resulting system meets customer expectations.
Performance Standard: “Meets Standards” performance will consist of: 1) project completion by the deadline, 2) total costs at budget, 3) system performance meets customer requirements, and 4) customers sign off that they understand user procedures and are able to effectively use/operate the system.
Example #2
Objective: Within the next six months, the employee will define customer requirements for an Alpha system; develop a proposed system solution and cost estimate to meet requirements; and obtain customer approval for mock-up, including input and output formats, computational processes, and quality assurance measures and procedures.
Performance Standard: “Meets Standards” performance consists of customer evaluation of a project that produces ratings of “Satisfactory” on: 1) responsiveness to customer needs, 2) timeliness, 3) quality of work, 4) efficiency/cost control, and 5) technical performance or operation of the system.
Section Five: Summary
Summary Rating
The supervisor must consider all aspects of the employee’s performance, including the ratings given under the “Competencies”, “Other Performance Factors/Requirements”, and “Past Year’s Performance Objectives” Sections, and select the rating level that most accurately describes the overall performance of the employee during the evaluation period.
The focus should be on job performance, not the personality traits of the employee unless those traits impact the performance of others. Develop a rating based on how well the employee performed in relation to the competencies, other factors/requirements, and objectives, and any other relevant accomplishments.
If the employee receives less than a satisfactory evaluation (“Deficiency” rating), the supervisor should meet with the employee within thirty (30) days of the evaluation to review, in detail, the purported deficiencies.
If an employee is rated “Deficient” and the supervisor recommends withholding the performance pay increase, the supervisor must contact HR and give written notification to the employee, including the reasons for withholding the increase, at least fifteen (15) days prior to the employee’s eligibility date.
When new employees are progressing satisfactorily through their initial appointment to a new or promotional position, but may not yet have had the opportunity to demonstrate all of their skills, we would not normally use the “Deficient” rating category, as this would unduly penalize them for a natural and appropriate learning curve.
Commentary Supporting Summary Rating
The supervisor should use this space to document any pertinent narrative supporting the rating given. This provides an opportunity for the supervisor to emphasize, expand or clarify the overall rating. It will also enable the employee to better understand why her/his/their overall performance was rated as it was.
Section Six: Professional Development
Recommended Professional Development Plan and Reasons Why
Providing employees with professional training and development opportunities encourages good performance. Training strengthens job-related knowledge, skills and abilities while helping employees keep up with changes in technology. It also demonstrates the supervisor’s willingness to further “invest” in the employee and encourages that employee to produce a “return on that investment” for the organization.
The supervisor and employee should reach agreement on needed development and the reasons why it’s necessary for the employee to succeed. Additionally, the supervisor should define or describe the specific areas of training and professional development planned for the upcoming performance period. Supervisors may wish to help employees find ways of satisfying their own professional interests and meeting the goals and objectives of the organization at the same time.
Additional Resources Required to Implement Plan
The supervisor and employee should agree on any additional resources that may be needed to enable the employee to accomplish her/his/their professional development plan and perform at the level desired for the job. Such resources should be identified or described in this section.
Section Seven: Signatures
Employee Signature: The signature of the employee does not signify agreement with the review, but only that he/she/they has read the evaluation.
Immediate Supervisor Signature: Signature of the supervisor who performed the review.
Next Supervisory Level Signature: This person should be the immediate supervisor’s supervisor and/or the Dean/Director of the unit. Also, supervisors in academic or general business departments may ask, and should feel comfortable asking, a technical supervisor in the University’s central IT office to help with the review of performance standards, planned objectives, or the evaluation results.
Employee's Comments: This section provides an opportunity for the employee to record their remarks about any aspect of the Performance Evaluation. All written comments provided by the employee within sixty (60) days of the evaluation shall be attached to the Performance Evaluation.
Unclassified/Unrepresented Positions
The following is a list of detailed instructions for this evaluation process. Further assistance is available from the Human Resources at askhrc@pdx.edu or 503-725-4926.
Performance Evaluation forms are located in the Human Resources Document Library
Employee Information
Fill out all sections with employee information (name, ID#, position details, dates) to ensure form is recorded and filed correctly. Contact Human Resources if you do not have access to employee ID number or position information.
Performance Demonstrated During Review Period (Items 1-10)
Performance Expectations: Performance expectations in the evaluation describe the knowledge, skills, abilities, behaviors, or techniques that an employee must apply to achieve the job objectives.
Review the definitions of each performance expectation and add additional factors applicable to the employee’s position.
Performance Demonstrated During Review Period: Comments and/or Examples: Recording objective examples of demonstrated performance during the evaluation period will assist the supervisor in selecting the appropriate rating for each expectation. This commentary will enable the employee to understand why their performance was rated as it was.
Rating: The supervisor shall consider the employee's performance and select the rating level that most accurately describes how the employee typically performed in each area of responsibility. Supervisors are encouraged to gather input from the employee.
Rating Levels
Consistently exceeds expectations | Successfully performs to standard | Not consistently performing to standard | Consistently falls below standard |
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Performance consistently EXCEEDS ALL expectations and standards. Regularly makes excellent contributions which have a materially positive impact on the department or organization. Consistently produces expected, or more than expected, results in all areas of job responsibility, | Cumulative performance consistently MEETS the expectations and standards, and might occasionally exceed job expectations or requirements. Demonstrates effective performance and is fully qualified to perform the job duties with the appropriate amount of direction. Consistently performs in a reliable and professional manner. | Proficient in the job and usually meets standards, but performance is/has been inconsistent. Additional training or qualifications are necessary to meet job requirements. Has not successfully performed required tasks of the job in all areas of responsibility. | Does not perform some functions and/or responsibilities of the job on a consistent basis and/or at an acceptable level. Requires direction above the level expected for the position. Employees should typically have received coaching during the review period and may have received a formal reprimand. |
Specific examples should always be included in the comments. |
Performance on each standard should be examined and evaluated separately. Do not attempt to determine an overall rating across all standards at this time.
Performance Summary (Items 11-13)
Summarize performance including employee’s achievements, strengths, and areas for improvement. This section should give an accurate overall message for all areas of the employee’s performance.
Employee Development (Items 14-15)
Performance Goals: Identify as many goals as you need, but make sure the workload is realistic.
Remember, good performance goals are "SMART" and have a clearly defined Time frame. Supervisors and employees should determine how they will know if each goal has been met and/or how they will know they have succeeded.
Develop goals jointly and allow for flexibility when writing performance goals. Goals will need to be adjusted when work priorities change.
Supervisors should meet with the employee and review goals at least once during the evaluation period, and preferably quarterly, to discuss performance-to-date.
This interim review should include a discussion about whether the stated work assignments or priorities have changed or should change. If so, the supervisor should record those changes and provide a copy to the employee.
Training & Development Suggestions: Training and development suggestions should support goals and objectives. This is an opportunity for the supervisor to list specific suggestions as to how the employee may achieve some of their goals and areas for improvement. For more information about development opportunities, visit our professional Development web page.
Overall Performance Message for the Past Year
This should be a brief description of overall performance during the evaluation period.
Remember, this should be mostly objective with the focus on job performance; avoid discussion of the personality traits of the employee. Develop a statement based on how well the employee performed in relation to the job requirements and performance objectives.
If the employee receives a less than satisfactory evaluation, the supervisor should meet with the employee within thirty (30) days of the evaluation to review, in detail, the purported deficiencies. If appropriate, the supervisor should contact Human Resources to begin setting up an Improvement Plan.
Supervisors should commit to regular check-ins and review of their employee’s work and expectations of positions to provide regular feedback.
Employee Signature & Comments
Employee Signature: The signature of the employee does not signify agreement with the review, but only that the evaluation has been read.
Employee Comments: Provides an opportunity for the employee to record remarks about any aspect of the performance evaluation. All written comments provided by the employee within sixty (60) days of the evaluation will be attached to the performance evaluation.
A copy of the evaluation must be given to the employee. Another copy may be made for the supervisor’s records. The original, signed evaluation must be delivered to
Human Resources.
Communicating with Employees
During the Evaluation Period
A fundamental component of a successful evaluation is regular communication between the supervisor and the employee. The relationship between an employee and her/his/their supervisor often influences levels of productivity, engagement in work, and employee retention. Regular two-way communication between the employee and supervisor helps build this relationship.
Brief discussions should take place whenever appropriate. Formal sessions should be scheduled at least once during the evaluation period, and preferably quarterly, to discuss performance accomplishments and areas for further improvement.
Use these sessions to discuss performance expectations. Inquire about any changes in work since the previous discussion or any upcoming changes to prepare for.
Determine if there are any obstacles blocking success. Ask about resources that the employee may need to accomplish their work. Acknowledge accomplishments during this period. Discuss new priorities in the department so the employee can refocus efforts, if appropriate.
It is important for both parties (supervisor and employee) to maintain open communication in order to keep each other informed of work progress and work together to resolve problems when they occur. It is far better to resolve problems when they are small, before they become "disasters".
A key principle that facilitates acceptance of constructive criticism is to be "hard on the problem, and soft on the person." The focus should be on correcting the problem or behavior, not on punishing the employee. The performance evaluation is an assessment of performance and should never be punitive. The performance evaluation should not be the place where the employee first hears about disciplinary action.
A useful motto for the performance evaluation should be "no surprises." Through this approach, the likelihood of a productive conversation about performance increases. Performance evaluations can be difficult and stressful for employees and supervisors alike regardless of whether the feedback is positive or negative.
Having frequent conversations allows for this conversation to be more of a summary of the evaluation period rather than a “report card”.
Strive to provide continual feedback concerning expectations and performance. When things are going well discuss how and why this is so. Celebrate and acknowledge achievements and be sure to include those in the written evaluation. When things are not going well, discuss what needs to be done to make them right.
When an employee is not doing things properly, get together and plan what needs to be done to correct the matter. If there is a performance gap, help the employee understand the cause and the action necessary for correction. Support an employee's plans for professional development.
By soliciting and providing feedback on a continual and timely basis throughout the evaluation period, supervisors can establish the groundwork for indicating there is a need to “correct course” should there be a performance problem.
Annual Review
Schedule a meeting to review the performance evaluation. Employees may find that completing a self-assessment provides a greater sense of ownership over their performance process. During the meeting, review the evaluation and facilitate an open exchange of information concerning expectations and results. Resolve any disagreements on factual matters. Be open to feedback about your assessment and make every effort to respond in a positive manner.
If you expect the feedback to bring about a negative or emotional response, consider having contact information for the Employee Assistance Program or other PSU staff on hand. If you anticipate a strong response, contact Human Resources ahead of time to discuss ways to have this difficult conversation.
The annual review meeting is a good time for supervisors to review the employee’s position description and determine if the work described is current and accurate, or if the job duties have changed. The position description may need to be revised and a copy sent to the Office of Human Resources. Analyze the issues and attempt to view them from both sides. Listen carefully and try to understand the perspectives involved. Give it the same attention you would expect from your own supervisor.
The evaluation is complete when the supervisor has determined that 1) the content and issues have been successfully communicated, 2) concerns from both parties have been expressed, and 3) the employee understands and agrees to their goals and objectives for the upcoming period.
Upload the signed evaluation to Human Resources. The employee and supervisor should keep a copy as well.