1. Welcome

2. Employee Performance Appraisal Program PRESENTED BY Hector Guerrero ​ HR Representative I MASS 2.150 (Edinburg) ​ 665-3814 hector.guerrero01@utrgv.edu hector.guerrero01@utrgv.edu Nicole Englitsch ​​ HR Business Partner ​ RUST 209 (Brownsville) ​​ 882- 8217 ​ nicole.englitsch@utrgv.edu nicole.englitsch@utrgv.edu

3. OVERVIEW – Session Objectives 3 Step Process (Planning, Monitoring, Appraising) Appraisal ◦Video ◦Guidelines ◦The form ◦Examples ◦Employee Development Plan Helpful tips Questions

4. Performance Evaluation is not a one-time, stand-alone event Performance Management Process

5. Planning– Monitoring - Appraising 3 STEPS Monitorin g Appraising Planning

6. Performance Standards and Goals means setting performance expectations and goals for groups and individuals to channel their efforts toward achieving organizational objectives. It also includes the measures that will be used to determine whether expectations and goals are being met. ◦Specific & Measurable ◦Realistic & Attainable ◦Flexible & Responsive to change ◦Consistent with university’s overall objectives & policies Look at the job description Monitoring Appraising Planning

7. Monitoring Record Keeping Documentation of observed job performance; both good and bad Used as a communication tool during the monitoring phase to develop the employee’s potential to the fullest Keep in the employee’s departmental personnel file Referred to when completing the annual appraisal form Performance Counseling Should be delivered immediately after behavior is observed Supervisor should inform employee of necessary corrective action when performance is below standards Supervisor should reinforce good performance when employee is performing well Supervisor and employee should meet as necessary to discuss improvement plans and/or changes “It is as important to recognize good performance as it is to correct bad performance” Contact HR Monitoring Appraising Planning

8. Appraisal - Guidelines Monitoring Appraising Planning

9. Frequency and Deadlines Annually For non-faculty employees Appraisal period is May 1st to April 30th. ◦ This year’s appraisal period is September 1st to April 30th. Submit evaluations no earlier than May 1 st and no later than May 31 st each year ◦This year (2016): Deadline was extended to July 15 th.

10. General Responsibilities Communicate job responsibilities at the start of employment Keep the employee informed of performance progress ◦6 month probationary period (90 day and 150 day evaluations) Evaluations must be ◦Lawful ◦Job-related ◦Nondiscriminatory ◦Reflect responsibilities within the employees’ job description ◦Applied consistently Focus on job related performance, attendance and conduct

11. Recommended Practices Meet bi-annually with direct reports ◦No surprise for you nor the employee Discuss: ◦Quality and quantity of work ◦Performance strengths ◦Performance improvement needs ◦Evaluation of overall performance ◦Expectations ◦Job description ◦Available professional development resources Contact Human Resources 956 665-2451

12. Classified or A&P employee? Who am I evaluating? Classified employee Administrative and Professional (A&P) Administrative and Professional (A&P) Contact Human Resources if you are not sure about your employee’s classification 956 665-2451

13. Employee Appraisal FormEmployee Appraisal Form (classified employees) VIDEO

14. Who is involved? (Classified employees) Formal Appraisals require involvement of three (3) individuals: ◦Supervisor: individual responsible for conducting the performance appraisal in a timely manner, responsible for documenting performance throughout the year ◦Employee: individual who’s performance is being evaluated ◦Reviewer: individual responsible for asserting performance appraisal was conducted in accordance with University standards (documentation, ratings, comments, etc.). Audits the appraisal. Is it lawful? Appropriate?

15. Rating Key A 3 means that the employee is doing very well. Make sure you communicate this appropriately to your employee. Consult with HR

16. Examples Rating of 1, Unsatisfactory Performance: 1 st, 2 nd, and 3 rd quarter financial reports were submitted late with huge errors causing delayed reconciliations. Recommend John Doe cross-reference data prior to submittal. Accurate reports are expected by designated due dates without errors/omissions. Rating of 5, Exceptional performance: John Doe completed a major university initiative on time. The feedback we received from different stakeholders was exceptional. He was collaborating with other departments to provide the best outcome possible. Managers and workers have commented on high levels of accuracy. He is consistently doing more than expected.

17. Examples Conflict resolution Unsatisfactory ◦Seldom attempts to resolve interpersonal conflicts; lets problems fester and escalate; does not know when to ask for assistance. Satisfactory ◦Strives to resolve interpersonal conflicts constructively; seeks assistance when needed. Exceptional ◦Resolves interpersonal conflicts constructively and professionally; proactively brings team morale up, addresses the blow back and has a prevention plan, a critical thinker with a great problem solving approach.

18. Employee Development Plan This all goes back to planning (setting performance standards and goals) 1.Determine development goals ◦Specific & Measurable ◦Realistic & Attainable (prior to next evaluation) ◦Responsive to change ◦Consistent with university’s overall objectives & policies 2.What does success look like? When is the goal achieved? 3.Identify development strategies/actions ◦How to help the employee to reach the goal? ◦What resources are available? For assistance contact Human Resources (956) 665-2451 Monitoring Appraising Planning

19. Employee Development Plan ◦This should be a dialogue between the supervisor and the employee ◦Send out an email in advance and ask for input ◦Template availableTemplate ◦Monitor progress throughout the year ◦Helps to maintain engagement ◦Can improve job satisfaction Monitoring Appraising Planning

20. Appraisal Preparation Review job description Review counseling notes Form Fill out the evaluation form PDF fillable Reviewer Let your supervisor review the completed form If reviewer agrees – signature Appraisal Meeting Schedule the meeting in advance Proper environment (Allow enough time, privacy)

21. What and where to submit? Scan each completed and signed form and any supplemental documents you want to submit with the form for each of your direct reports Create one pdf document per employee Name the document LastName_FirstName_EID# ◦Name of the person that has been evaluated Submit to hreval@utrgv.eduhreval@utrgv.edu Fill out the Excel Spreadsheet provided (after you evaluated all of your direct reports)Excel Spreadsheet ◦Enter the overall scores of your direct reports ◦Send the document to your department head

22. Things to remember Be specific Be accurate and realistic Avoid common pitfalls ◦Outstanding or unsatisfactory performance in one area influencing evaluation in another ◦Linking the evaluation to general morale ◦Comments with personality descriptors, such as "disgruntled"

23. Final Recommendations Provide the employee with an up-to-date job description if requested Advise the employee that signing the form does not imply agreement with the ratings, only certification that the appraisal was conducted Offer the employee a copy of the appraisal form for future review Send signed and completed forms to hreval@utrgv.edu no later than July 15th, 2016. Don’t forget to submit the Excel Spreadsheet to your department head!

24. QUESTIONS?

25. Important Documents Form Excel Spreadsheet Guidelines FAQs Video Flowchart