HR: 4120, p. 1 HRD: 1114, p.

1 Performance Appraisal and Counseling Scope: This policy applies to employees in graded positions, their supervisors, and appraisal reviewers. Definitions erit !ppraisal " a supervisor#s annual evaluation o$ an employee used to determine annual salary increases. %nterim !ppraisal " a supervisor#s evaluation o$ a new employee during the pro&ationary period and within si' months a$ter an employee changes (o&s through trans$er or promotion. )ounseling Report * a report which documents a discussion a&out an employee#s per$ormance that does not meet the supervisor#s e'pectations and delays a merit pay increase until such time as the per$ormance improves to a +meets, level. )ounseling pro&lems. emo * a memo which documents a discussion a&out less serious per$ormance

-er$ormance .'pectation " a &ehavioral description o$ how the (o& should &e done. Policy: -er$ormance appraisals are to &e conducted $airly and honestly to ensure high productivity and e$$iciency o$ college personnel. -er$ormance appraisals will &e conducted in accordance with nondiscrimination policies/ supervisors will &e held accounta&le $or completing and processing employee appraisals on time. To promote leadership and accounta&ility at all levels, the per$ormance $actor Accountability will carry signi$icant e'tra weight in determining the employee#s overall per$ormance rating as indicated &elow. Overall Rating Meets Minimum Criteria 0y de$inition, an overall rating o$ + eets, is good per$ormance. !ll $actor ratings must &e rated at least +meets., +!ccounta&ility, is rated +meets., !ccounta&ility is rated +e'ceeds, plus at least one other $actor is rated a&ove a +meets., !ccounta&ility is rated +outstanding, plus at least one other $actor is rated +outstanding.,

Exceeds Outstanding

Procedure: 1upervisors evaluate their employees annually e'cept when an employee does not overall +meet, e'pectations. Raises ta2e e$$ect the $ollowing calendar 3uarter.

HR: 4120, p. 2 HRD: 1114, p. 2 Extensions to the Merit Appraisal imeline! 1upervisors may re3uest through the supervisory chain to the e'ecutive level mem&er on the -resident#s )ouncil a +good cause, e'tension to the appraisal timeline. The e'ecutive mem&er will determine the response in coordination with HRD 4including +negotiating, a new timeline5 and noti$y the re3uestor, the a$$ected employee4s5, and HRD the results. .'amples o$ a +good cause, e'tension could include the a&rupt departure o$ a supervisor/ personal and6or $amily emergencies/ and une'pected college &usiness calling $or immediate action or attention. 7hen an employee#s supervisor changes, the supervisor $or more than hal$ the year at the time the employee#s appraisal is due is responsi&le $or the appraisal and $or integrating input $rom the second supervisor to determine a $inal rating. Steps in the Merit Appraisal Process " HRD -rovides listing o$ appraisals due each 3uarter 4appro'imately 8 months in advance o$ HRD processing date5 to management with suggested timelines. # Reviewers 9 1upervisors $ 1upervisor )on$irm dates $or processing merit appraisals within the division allowing su$$icient time $or internal reviews and revisions. -rovides employee with due date $or input/ gathers data $rom other sources as appropriate. 4The completion o$ the appraisal should not &e delayed due to lac2 o$ input $rom the employee.5 )ompletes appraisal and $orwards through the supervisory chain to the director $or approval o$ overall +meets, rating, and to e'ecutive level mem&er on the -resident#s )ouncil $or +e'ceeds, and +outstanding, ratings. All appraisals must have at least one level of revie&' Reviews and approves appraisal/ returns to supervisor. )onducts appraisal meeting with employee. :&tains employee#s signature signi$ying that the appraisal meeting has occurred. -rovides employee with copy o$ appraisal and returns the original to HRD. -rocesses the merit increase.

% 1upervisor

( Reviewer ) 1upervisor

* HRD

HR: 4120, p. 8 HRD: 1114, p. 8 Appeals: .mployees may appeal the merit appraisal in writing within ten &usiness days to the supervisor with a copy to the reviewer and HRD 4employee#s per$ormance appraisal $ile5. The employee should provide speci$ic details supporting the appeal and may consult with the Human Resources :$$ice as needed. The supervisor may decide to either amend the appraisal or let it stand. The supervisor will $orward the decision within ten &usiness days to the reviewer who will determine the $inal outcome within $i$teen wor2 days. ;ote: %nterim appraisals are not appeala&le.

Steps in the +nterim Appraisal Process " HRD # 1upervisor $ Reviewer % 1upervisor -rovides management with listing o$ interim appraisals due. )ompletes interim appraisal and $orwards to supervisor $or review. Returns approved interim appraisal to supervisor. )onducts interim appraisal meeting with employee. :&tains employee#s signature signi$ying that the meeting has occurred. -rovides employee with copy o$ $orm and returns original to HRD.

Performance Counseling %n the conte't o$ -er$ormance !ppraisal, +counseling, denotes a per$ormance pro&lem. The supervisor should typically discuss per$ormance pro&lems with the employee as they occur. %$ the pro&lem is not corrected within an appropriate period o$ time, the employee should typically &e counseled again with the discussion documented as a )ounseling Report 4$or a serious pro&lem5 or a )ounseling emo 4usually $or a less serious pro&lem5. The supervisor should generally document the $irst occurrence o$ an e'treme pro&lem or repeated pro&lem with a )ounseling Report/ or, i$ the &ehavior so warrants, terminate the employment. The college e'pressly reserves the right to determine the appropriate response to a per$ormance pro&lem in each situation on a case"&y"case &asis, including decisions related to the involuntary separation o$ employees. The college reserves the right to consider collectively some or all per$ormance pro&lems o$ an employee. .mployees may &e su&(ect to per$ormance counseling when overall considerations collectively indicate a need $or such action. )ounseling Reports and involuntary separations must &e coordinated with the department head and approved &y HRD %n some situations, &oth this policy and the Discipline policy 4HR 408<5 may &e applica&le. The college e'pressly reserves the right to apply either or &oth policies to such situations.

HR: 4120, p. 4$. HRD: 1114, p. 4$. )ounseling =uide: 4;ote: This is only a guide and does not limit the college#s authority to ta2e other actions.5 Employee Performance inor pro&lem that needs correction. Repetition o$ less serious pro&lem 4&ut overall meets e'pectations5. a(or pro&lem that needs correction to meet per$ormance e'pectations. .'treme pro&lem and6or repeated pro&lem. Supervisory Action Discuss with the employee and monitor per$ormance closely. Discuss again and $ollow"up with a )ounseling emo documenting the pro&lem. Discuss with employee and $ollow"up with a )ounseling Report. !s the situation warrants, complete )ounseling Report or terminate employment.

Re$erence:

0oard o$ Trustees -olicy -.R >0?/ %nvoluntary 1eparations, HR: 40?</ Discipline, HR 408<

@or more in$ormation contact: .mployee Relations6Training )oordinator, 801 A84"22<1, e't. 4>14 Rev: A6A1/ <6A?/ >6A?/ 10601, 2608 HRD: 16?B