Workplace Practices: Performance Evaluations
|William Rickle, S.J.
Date to be reviewed:
|Director of Human Resources
Wheeling Jesuit University evaluates the performance of its employees regularly to improve communications and to reinforce mutual understanding between supervisor and employee regarding performance expectations, job requirements, priorities, and future goals.
2.0 POLICY STATEMENT
Performance should be discussed informally as frequently as possible during the year with a formal evaluation meeting scheduled annually per the Compensation Policies.
- "Performance management" - an ongoing process designed to assist employees to perform their jobs at the highest possible level and thereby contribute to the achievement of the university's strategic goals.
- "Goals & Objectives" - Focal points established for employees to improve their skills.
- "Competencies" -Behaviors deemed necessary by the University for employees to exhibit in the performance of their job duties.
- "Personal Improvement Plan (P.I.P.)" - an outline of corrective actions specifying training and professional development for an employee complete with measurable expectations.
- Regular employees are formally evaluated at the conclusion of their initial review period (designated by the position but generally no later than six (6) months after start) and annually thereafter by their supervisors.
- Annual evaluations for full time employees who work 12 month schedules should be held during the months of June through August. Employees who work part time or whose work is less than twelve (12) months will be evaluated annually at the conclusion of their work assignment / work year.
- The performance management process includes:
During the annual evaluation meeting, supervisors will provide each employee an evaluation on goals or objectives achieved, adherence to University values, position competencies and performance relative to the position job description.
- Goals & Objectives: Performance evaluations assist the employee in continuing professional development. Consequently, there should be an annual plan to focus the efforts of the employee on activities that simultaneously benefit both the employee and the University; and
- Competencies: Performance evaluations assist the employee in modifying behavior to reflect the University's values. Each employee should be coached to exhibit behaviors which the University believes are appropriate; and
- Job Duties: Performance evaluations ensure that each employee is capable of completing the full scope of essential functions of the assigned job and that the job description accurately reflects the employee’s day to day activities. Each employee should receive training to meet the evolving demands of the position assigned.
The supervisor will forward the completed evaluation form to the supervisor’s superior as the "reviewing manager" to insure that all evaluations are reviewed by at least two individuals within the University.
An employee who disagrees with the performance evaluation may comment on the specific areas in which he / she disagrees with his / her immediate supervisor, the reasons why, and cite any specific documentation or facts to support his / her position. Because all performance evaluations are reviewed by the immediate supervisor's superior (the 'Reviewing Manager') and the Director of Human Resources, material or significant errors in the performance evaluation process, as noted in the employee's attachment, will be read and, if necessary, the employee will be contacted.
The original copy of the form, with the additional comments of the employee, is filed in the employee's official personnel file in the Office of Human Resources. The supervisor should give a copy to the employee.
- After discussing the job description with the employee, the supervisor will submit any requested updates or modifications to the Human Resources department for review and approval.
- The employee and the supervisor will mutually establish and prioritize goals / objectives for the upcoming performance year.
- At the conclusion of the evaluation meeting, the employee and supervisor sign the evaluation form.
2.4 Performance Improvement Plan - As Part of the Performance Evaluation
- An employee who receives an assessment of "Achieved Some Expectations; Needs Improvement" on select items will be provided developmental plans in the subsequent year's goals and objectives for the subsequent year's performance evaluation. If the employee fails to improve, the subsequent year's evaluation will note the repeat of "Achieved Some Expectations; Needs Improvement" as a "Did not Meet Expectations / Did Not Achieve Objectives."
- An employee who receives an assessment of "Did Not Meet Expectations / Did Not Achieve Objectives" should be immediately placed on a Performance Improvement Plan (P.I.P.) by his / her immediate supervisor. The P.I.P. will be according to the format noted and must be subsequently reviewed and approved by the Executive Administrator with overall responsibility for the department and the Director of Human Resources.
- The P.I.P. should identify the areas of concern which the supervisor has discussed with the employee and the proposed training or programs whose completion is necessary to rectify each of the areas. The employee and supervisor should work together to identify the training or programs; however, the supervisor may elect to mandate a specific course of action. The specific requirements for acceptable performance must be clearly stated.
- The P.I.P. is to be completed within the time frames noted but not less than thirty (30) and not more than ninety (90) days. The days to completion may be extended with the approval of the Executive Administrator responsible for the department.
- Once the P.I.P is discussed with the employee, both the supervisor and the employee will sign the P.I.P acknowledging the P.I.P. as the employee's requirements for continued employment.
- Satisfactory completion of the P.I.P. is a condition of employment.
- An employee on a P.I.P.:
- Whose behavior improves by the time limits prescribed will be taken off the P.I.P., the P.I.P. will discontinued, and the employee will follow the normal process for performance evaluation with the balance of the University's employees;
- Whose behavior improves in at least 2/3 of the areas noted may be placed on a continuation of the P.I.P for the remaining area. Once that area improves the employee will be taken off the P.I.P.
- Whose behavior fails to improve per the requirements of the P.I.P may be demoted, transferred, or terminated.
2.5 Performance Improvement Plan - Outside the Performance Evaluation Process
An employee, whose performance deteriorates, fails to meet standards / expectations of the position, or whose behavior requires correction may be placed on a Performance Improvement Plan (P.I.P.) outside the performance evaluation process. If that occurs, the process will begin at 2.4-b above.
2.6 Performance Evaluation
The process may occur electronically or on paper. The preference is to complete the process electronically according to the program developed by ITS; when the performance evaluation period open the supervisors will receive notification via email.
The Director of Human Resources has the authority to change, modify or approve exceptions to this policy at any time with or without notice and with the approval of the University President.
- Compensation Policies - Perfomance Evaluation
- Form - Performance Evaluation Instrument (Administration)
- Form - Performance Evaluation Instrument (Staff)
- Form - Personal Improvement Plan (P.I.P.)
- Corrective Action Policy
- Performance Improvement Plan Form