Staff Performance Appraisal Process - Instructions and Guiding Principles

All staff must receive an annual written Performance Appraisal, per E27.0 – Staff
Performance Appraisal Policy. Supervisors may determine the timing of the annual
performance cycle based on the needs and work cycles of their respective department.
The two common timelines are as follows:
 Fiscal year/Academic year cycle (July 1 – June 30)
o Goal setting generally completed in the first quarter
o Performance appraisals completed, reviewed and finalized (all signatures
obtained) by early June
 Calendar year cycle (January 1 – December 30)
o Goal setting generally completed in the first quarter
o Performance appraisals completed, reviewed and finalized (all signatures
obtained) by mid-March

The Human Resources web site includes links to a variety of appraisal templates that
may be utilized. The templates may be edited to create a customized set or sets of
appraisal forms to evaluate performance and communicate in styles and formats that
best fit the types of positions held by the individuals in the department.

Regardless of the template/format utilized, each performance appraisal must

include an overall rating as well as signatures from the employee, the
supervisor who wrote the appraisal and the manager of that supervisor. See
provided (PA Signature Page) for guidance.

A final rating is an important element of this process as this information will be used to
differentiate and distribute merit increases in the salary review process and to ensure
equity and fairness between the Performance Appraisal Process and the Merit Review
Process.
There are four template formats provided: open-ended, structured response, and
checklist (each of these formats provides a separate self appraisal and supervisor
appraisal form) and a combined self appraisal/supervisor appraisal form.

• Open-Ended – This format is generally recommended for supervisors who

have a small number of direct reports. It provides an open-ended format to
evaluate performance. Supervisors who prefer to provide a “free flow” narrative
or have previously used a general performance letter will find this template a
good fit.

• Structured Response – This format is generally recommended for supervisors

who have a small or moderate-size number of direct reports. It provides guided
questions or topics that define parameters used to evaluate performance.
Supervisors who prefer to communicate by providing responses to structured
questions or performance measures will find this template a good fit.
 • Checklist – This format is generally recommended for supervisors with a large
number of direct reports. It provides a set of major performance factors with
related metrics, providing the ability to rate performance on each metric or major
factor. Supervisors who prefer to communicate succinctly and in a highly
structured format will find this template a good fit.

• Combined Goal Setting/Performance Appraisal Form – This format

provides sections for listing the performance goals/objectives for the appraisal
period, the self appraisal portion of the appraisal, and the supervisor’s appraisal
all in one template for use over the full performance cycle/appraisal period.

Guiding Principles

The following principles represent additional best practices within the performance
management process:

 Supervisors should communicate the department’s performance appraisal

timeline and process to employees on an annual basis.
 Goals and expectations should be clearly defined and communicated at the start
of the performance management cycle and should tie to university/department/
college goals as well as the employee’s job description questionnaire (JDQ).
 Supervisors should provide performance criteria, standards and/or metrics so
that employees understand what the various performance rating levels “look like”
in terms of performance and actions (e.g. what would it take to be considered an
“outstanding” performer?)
 Goals and expectations should be monitored throughout the performance cycle.
This should occur as two-way dialog between the supervisor and the employee
regarding progress against the established goals.
 Supervisors should apply the performance appraisal process consistently among
employees within their respective department.
 Performance appraisals should include an assessment of the employee’s
demonstration of the university’s core values, with specific attention to diversity
and inclusion.
 Staff are encouraged to seek input from others with whom they work and interact
(key “customers” and/or teammates) on their performance.

Employee development goals and initiatives should be captured on the employee

development template. (See employee development guidelines [ Employee Development
Plan] for more details.)

Updated 2016