Department of Human Resources

Performance Evaluation for Administrative Employees

 

Purpose
The purpose of the performance appraisal process is to provide consistent and equitable performance appraisal of all Seton Hall University administrators.

The program is designed to focus on results and the alignment of all administrative employees with University goals.

There is a focus on behaviors that support University values and culture with a commitment to goal setting and assessment. The performance appraisal system provides an opportunity for an objective dialogue between the employee and the supervisor about the individual’s work performance. An employee performance appraisal form must be prepared for each employee every twelve (12) months. An interim review can be prepared whenever there is a change in the employee’s performance sufficient to affect the overall rating of the previous review or whenever departmental procedures require an interim review for special purposes.

Scope

This policy applies to all Seton Hall University administrators.

Policy

The University is committed to attracting, developing, managing, and retaining a high performing diverse and productive workforce. Effective performance management is necessary. Employee performance standards and accountability linked to University mission, strategic plan and priorities are vital components of performance management.

Procedures
The performance review process shall be conducted in accordance with the following procedures.

  1. The Performance Management process has a four-phase approach: Planning, Coaching, Reviewing, and Rewarding.

  2. The performance cycle is in line with the fiscal year, July 1 through June 30.

  3. The Department of Human Resources will use the Halogen e-Appraisal online program to ensure that appraisal forms are electronically accessible to the immediate supervisor and the second level supervisor.

Planning

  1. Supervisors/managers will send their respective employees an e-Appraisal e-mail during the appraisal period to review the employee’s position description and goals for the fiscal year, if established, for the rating cycle to ensure the appraisal relates to the specific responsibilities, job assignments, and standards that were conveyed to the employee for the rating cycle. A copy of the employee’s position description may be requested and should be used as a guideline for this aspect of the process.

  2. Division/department supervisors communicate University goals to administrative employees.

  3. Individual administrative employees develop drafts of individual goals using the SMART format; (Specific, Measurable, Attainable, Relevant and Time-based).

  4. The supervisor and the employee review goals and objectives.  To ensure proper objectivity, the supervisor should make certain that goals are set with the standards and requirements of the position in mind, not the person holding the position

Coaching

  1. The supervisor tracks individual performance and reinforces/coaches to improve performance and further develop the employee.

  2. The administrative employee informs the supervisor about any success/barriers to success. Together they assess the on-going relevance of goals and make appropriate modifications.

  3. The supervisor or employee may initiate interim review meetings to discuss performance progress to date.

Reviewing

  1. No later than July 15th each year, supervisors/managers will conduct performance appraisals.

  2.  At the end of the Performance cycle the employee provides the supervisor with the actual results achieved and the supervisor completes the appraisal. The supervisor evaluates each goal and the system will calculate an overall rating. Comments are to be provided as appropriate.

  3. The supervisor also evaluates and rates each Competency at this time. The overall rating at the end of the Competencies section is system calculated.

  4. The supervisor completes the accomplishment(s) section of the Professional Development Plan component of the form.

  5. The appraisal will be based on the employee’s performance during the entire review period, not isolated incidents or performance prior to the review period being evaluated.

  6. Comments sections should be used to support performance ratings, indicate problem areas and provide guidance to employees on how to improve performance. Comments must be provided for “Exceeds Standards”, “Below Standards/Needs Improvement”, and “Unsatisfactory” ratings, and are highly recommended for all ratings.

  7. The person who completes and signs a performance evaluation report as the rater of an employee must be the employee’s immediate supervisor.

  8. When the employee has worked under more than one supervisor during a rating period, the supervisor under whom the employee was working at the time the change in assignment occurred shall prepare an appraisal for the period as the employee’s supervisor. The appraisal should be discussed with the reviewing officer prior to discussion with the employee. The reviewing officer should date and sign the appraisal form at that time. (The reviewing officer is the supervisor’s supervisor.)

  9. The performance discussion is the most important step in the performance review process. The appraisal shall be reviewed with the employee in a face-to-face discussion. The discussion should be under circumstances affording an informal, relaxed and private discussion. It is strongly recommended that the review be held at the time the employee is shown the appraisal for the first time. After discussion, any necessary adjustments can be made to the appraisal at this time.

  10. Following discussion of the rating with the employee, the employee should date, sign and complete the comments section. The employee can request a meeting with the reviewing officer if necessary.

Rewarding

  1. Throughout the year, the supervisor should feedback, use non-cash rewards and/or positive reinforcement to recognize and improve performance.

  2. Leadership recognizes performance annually with a pay increase. If a performance appraisal is not completed for an employee, an increase will not occur.

  3. For those employees whose overall performance rating is “Below Standards/Needs Improvement” or “Unsatisfactory”, no pay increase will be awarded.
Glossary of Terms/Definitions

Core University Values
Core performance results are universally applied. They are intended to describe essential behaviors that all employees, regardless of position, should demonstrate in the performance of their duties. It is what work is done. 
Goal A goal is straightforward and clearly defines what you are going to do. If you can't measure it, you can't manage it. (Setting a goal is different than writing the job duties and responsibilities that form a position description.)  

Competencies

A competency is an underlying characteristic of an individual that causes or predicts effective and/or superior performance in a job situation. It is how the work is done. 

Definitions of Ratings

Needs Improvement: Fails to meet requirements of job. Immediate improvement needed to remain employed. Performance improvement Plan required.

Below Standards: Performance does not meet standards. Further improvement is required. Performance Improvement Plan required.  
Meets Standards: Completes tasks according to requirements and in a satisfactory manner.  
Exceeds Standards
Frequently exceeds requirements; is highly motivated, takes initiative; demonstrates creativity and produces a quality work product.
ExceptionalConsistently produces superior work that advances the team and university; continuously seeks to improve self, team, and processes; is a resource/role model for others.

Definitions of Job Performance Competencies

 
Job Knowledge/Skills:
Measures employee’s demonstrated job relevant knowledge and essential skills gained through experience, general education and/or specialized training.
Communication: Measures employee’s performance in exchanging oral and written information with others in a professional, effective, timely, clear, and organized manner.
Initiative/Problem Solving: Measures the extent to which the employee is self-directed, resourceful, and creative in performing job duties individually or in a team. Also measures employee’s performance in identifying and resolving problems; following through on assignments; and initiating or modifying ideas, methods, or procedures.
Teamwork:
Measures the employee’s ability to work collaboratively in a group as a team member to accomplish stated goals and demonstrates a willingness to function as a team player.
Interpersonal Skills: Measures employee’s development and maintenance of positive and constructive internal/external relationships.
Work Results: Measures employee’s results in meeting established objectives/expectations/standards of quality, quantity, customer service, and timeliness both individually and in a team.
Work Habits: Measures employee’s ability to plan, organize and prioritize work; care of equipment of supplies.
Dependability:  
Measures the degree to which employee can be relied upon to work steadily and effectively; punctuality; regularity of attendance.
Forward-Thinking: Measures employee’s innovation, openness to new approaches/methods to accomplish work tasks. Creative thinking, thinking outside the box. Willing to apply new approaches to work.
Supervision/Management: Measures leadership, judgment, initiative, and achievement of expectations. Effectively manages projects, employees, budget, technology, the performance management process, and organizational change to produce positive results.

Responsibilities

  1. The Department of Human Resources will ensure that supervisors and managers are adequately trained in their performance management responsibilities.

  2. Supervisors will complete the evaluation form and conduct a discussion with the employee.

  3. The supervisor will complete the appraisal process within the timelines prescribed in this policy

  4. The Department of Human Resources will track the completion of appraisal forms and follow up as appropriate

  5.  All supervisory/managerial employees will be evaluated on their supervisory ability, which will include accountability for performance management .

This policy will become effective immediately.

Responsibility for the interpretation and administration of this policy resides solely with the Department of Human Resources. The University reserves the right to amend this policy at any time.

Effective Date

March 16, 2009

Revised Date

April 11, 2014

Effective Date

March 16, 2009

 
 
Contact Us

Department of Human Resources
(973) 761-9177
Fax (973) 761-9007
humanres@shu.edu
Martin House

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