Conducting Performance

Evaluations

at the University of
Wyoming
Session Outline

 Presentation/Discussion
– Why performance evaluations are important
– UW performance evaluation process
– How to write objectives with performance
standards
 Video – “Continuous Performance Appraisal”

http://uwadmnweb.uwyo.edu/staffperformance1
It doesn’t have to be this way…
Why do performance evaluations?
 They benefit everyone
 Document performance issues
 Communicate positive feedback
 Recognize accomplishments and reward outstanding
performance
 Correct deficiencies and improve performance
 Satisfy legal requirements
 Clearly communicate expectations
 Help achieve UW’s goals and mission
 Develop and motivate employees
Presidential Directive 4-2002-2
Time Requirements

 At least one per year

 Must be completed by March 15th
– Send to Human Resources
– Give copy to employee
 Evaluation period is for the prior calendar year
 Mid-year change of supervision
– Prior to Oct. 1st – new supervisor conducts the eval
– After Oct. 1st – previous supervisor conducts the eval
Presidential Directive 4-2002-2

Supervisor Responsibilities

 Complete training on performance review

and recognition
 Establish departmental goals and objectives
 Seek input from employees
 Provide employees with clear expectations,
consistent measures, and achievable
standards of performance
 Support and provide resources
Presidential Directive 4-2002-2

Supervisor Responsibilities (cont.)

 Engage in ongoing performance review

 Identify performance deficiencies and provide
assistance and support for correction
 Assist employees in identifying and participating in
career development and training programs
 Recognize outstanding performance
 Conduct an evaluation for each assigned employee
Presidential Directive 4-2002-2

Employee Responsibilities

 Provide input to their supervisor in the

development of individual goals that
contribute to departmental goals and the
University’s mission
 Meet expectations and achieve performance
standards
Presidential Directive 4-2002-2

Employee Responsibilities (cont.)

 Discuss concerns and/or questions about

any part of their job description or
performance review with their supervisor
 Identify and participate in career
development and training opportunities
Presidential Directive 4-2002-2

Probationary Employees

 Should be evaluated on the Probationary

Staff Performance Evaluation and Planning
Record
 Highly recommended that each probationary
employee receive one or more evaluations
during their probation period
 Will join the normal annual cycle of
evaluation after successful completion of the
probationary period
Presidential Directive 4-2002-2
Employee Disagreement with Written Review

 The employee may:

– Attach a written response to the review
– Request consideration by the next level
supervisor/appointing authority
 Final decision is made by the appointing
authority
Presidential Directive 4-2002-2

Performance Ratings

 Use the Staff Performance Evaluation and Planning

Record (different form for probationary employees)
 The criteria are:
– Citizenship
– Objectives
 Each criteria is evaluated on a 0-4 scale, weighted
based on importance (not on amount of time spent),
and results added together to get a total score.
Presidential Directive 4-2002-2

Performance Ratings (cont.)

Presidential Directive 4-2002-2

Performance Ratings (cont.)

SMART Objectives

Specific
Measurable
Achievable
Results-focused
Time-bound
 Objectives – Continued

 In order to write S.M.A.R.T. objectives, UW

has divided the objective into two
components:
– The general title of the objective
– The standards
 Standards are the specific measures by which the
objective is defined, and by which it is measured.
 Standards, whenever possible, should be measures of
results rather than behaviors.
Objective Example - #1

Objective:
“Attend computer training to improve office
efficiency.”

Standards:
“Attend two 5 hour classes on using Microsoft
Access to create databases and developing queries
for efficient data storage and retrieval by June 1,
2005. Develop new database, implement into office
procedures, and train all staff on proper use by
December 1, 2005.”
Objective Example - #2

Objective:
“Develop a new filing system.”

Standard:
“By June 1, 2005, develop a user-friendly filing
system that can be implemented in no more than two
weeks. Users will be able to find documents the first
time they look, 98% of the time.”
Performance Standards

 Every objective must have an associated standard

 They are the criteria against which the results of an
employee’s work are assessed
 Can evaluate two areas:
– Results – the outcome of the employee’s actions
– Behavior – actions the employee performs
 There are two types of standards:
– Numeric or quantifiable
– Descriptive or qualitative
Numeric Performance Standards

 Provide a quantifiable objective measure

about which no (or very little) interpretation is
required
 Examples:
– Reduce expenses by 10%
– No more than one complaint per month about
services
Descriptive Performance Standards

 Are difficult to measure

 Communicate general expectations
 Open to interpretation
 Examples:
– Responsibly manage the budget
– Provide courteous service to customers
 Writing Performance Standards

 Using an example from your own area, write

one objective, along with the associated
standard(s).
The Performance Evaluation Process
Step 1
Preparing for the Meeting

 Involve the employee

– Agree on a time and place well in advance
– Ask the employee to prepare their ideas and objectives in
writing
– Consider asking for a self-evaluation
 Gather data
– Talk to the employee’s co-workers
– Job description
– Past performance data
– Training records
The Personnel-Management Cycle
Step 2
Conducting the Evaluation Meeting

 Put the employee at ease

 State the purpose of the discussion and the advantages of the
evaluation system
 Build on the employee’s strengths
 Listen to the employee
 Compare performance to standards
 Assign performance ratings
 Develop an overall rating
 Agree on mutual objectives for the next year
 No surprises
 Close the discussion
 Avoid evaluator error
Evaluator Error

 Varying standards
 Recency/Primacy
 Bias
 Evaluation patterns
 Halo/Horns effects
 Contrast error
Step 3
Following Up

 Evaluate employees in their environment

 Communicate positive feedback regularly
 Coaching is the key