Performance Evaluation for Administrative Employees

Seton Hall > Offices & Services > Our Policies & Procedures

Policy Description

Purpose
The purpose of the performance evaluation process is to provide consistent and equitable performance evaluation 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 evaluation system provides an opportunity for an objective dialogue between the employee and the supervisor about the individual’s work performance. An employee performance evaluation 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 expectations 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.

The Performance Management process has a four-phase approach: Planning, Coaching, Reviewing, and Rewarding.
The performance cycle is in line with the fiscal year calendar.
The Department of Human Resources will ensure that evaluation forms are electronically accessible to the immediate supervisor.

Planning

Supervisors/managers will meet with their respective supervisees during the first two weeks of June to review the employee’s job description and standards for the rating cycle to ensure the evaluation 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 from the Department of Human Resources and should be used as a guideline for this aspect of the process.
Division/department supervisors communicate University goals to administrative employees.
Individual administrative employees develop drafts of individual goals using the SMART format; (Specific, Measurable, Attainable, Relevant and Time-based). The employee completes Core Performance Results and Job-Specific Performance Results using this format.
The supervisor and the employee review goals and objectives and further develop goals within the areas of Core Performance Results, Job-Specific Performance Results and the Development Plan. To ensure proper objectivity, the supervisor should make certain that goals are set with the needs and requirements of the position in mind, not the person holding the position.

Coaching

The supervisor tracks individual performance and reinforces/coaches to improve performance and further develop the employee.
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.
The supervisor or employee may initiate interim review meetings to discuss performance progress to date.

Reviewing

Within two weeks after the cycle ends on June 15, supervisors/managers will conduct performance reviews.
At the end of the Performance cycle the employee provides the supervisor with the actual results achieved. The supervisor completes the actual results and evaluation columns for both the Core Performance Results and the Job Specific Performance Results sections. The supervisor evaluates each goal and assigns an overall rating at the end of each section. Comments are to be provided as appropriate.
The supervisor also evaluates each Job Performance Competency at this time and assigns an overall rating at the end of the Job Performance Competencies section.
The supervisor completes the accomplishment(s) section of the Professional Development Plan component of the form.
The evaluation 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.
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 Expectations”, “Below Expectations/Needs Improvement”, and “Unsatisfactory” ratings, and are highly recommended for all ratings.
The person who completes and signs a performance evaluation report as the rater of an employee must be the employee’s immediate supervisor.
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 a report for the period as the employee’s supervisor. This report is then forwarded to the new supervisor and the employee’s work performance over the entire rating period should be considered in preparing the final report.
The evaluation should be discussed with the reviewing officer prior to discussion with the employee. The reviewing officer should date and sign the evaluation form at that time. (The reviewing officer is the supervisor’s supervisor.)
The rating interview is the most important step in the performance review process. The evaluation shall be reviewed with the employee in a face-to-face discussion. The discussion should be under circumstances affording an informal, relaxed and private interview. It is strongly recommended that the review be held at the time the employee is shown the evaluation for the first time. After discussion, any necessary adjustments can be made to the evaluation at this time.
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

Throughout the year, the supervisor should use non-cash rewards to recognize/reinforce performance.
Leadership recognizes performance annually with a pay increase. If a performance evaluation is not completed for an employee, an increase will not occur.
For those employees whose overall performance rating is “Below Expectations/Needs Improvement” or “Unsatisfactory”, no pay increase will be awarded.

Glossary of Terms/Definitions

Core Performance Results:	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.
Job-Specific Performance Results:	Job-specific performance results align with University and departmental goals and are applicable to the individual position and its functional responsibilities. 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.)
Job Performance 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 Adjectival Ratings

Unsatisfactory:	A rating of unsatisfactory means that the employee’s performance does not meet minimum expectations and must improve or corrective action will be taken up to and including possible termination.
Below Expectations/Needs Improvement:	A rating of below expectations/needs improvement means that the employee’s performance meets some expectations in a satisfactory manner, but often fails to adequately meet some expectation(s). Deficiencies must be corrected.
Meets Expectations:	A rating of meets expectations means that the employee’s performance generally and usually meets performance expectations.
Exceeds Expectations:	A rating of exceeds expectations means that the employee’s performance is frequently and consistently very high and/or at a superior level.

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

The Department of Human Resources will ensure that supervisors and managers are adequately trained in their performance management responsibilities.
The Department of Human Resources will make evaluation forms electronically accessible for completion by supervisor/manager.
Supervisors will complete the evaluation form and conduct a discussion with the employee. The Reviewing Officer will review and sign the form in accordance with this policy.
The supervisor will forward the completed and signed form to the Department of Human Resources within the timelines prescribed in this policy.
The Department of Human Resources will track the completion of evaluation forms and follow up as appropriate. Evaluation forms will be maintained in individual personnel files in the Department of Human Resources.
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.

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