Performance Management

at Mason

Performance Management
Performance management is the process of:
Defining expectations
Maintaining open communication between supervisor
and employee during the year
Linking individual performance to organizational needs
And evaluating performance
This is a year-round process

Why should we do it?

Performance management techniques help:
high achievers to develop new skills
solid performers to become great
underachievers to improve
create a productive work environment for all

Best practices in performance MGMT

When giving feedback, remember to be:
Timely: Dont wait. Give feedback as soon after the performance takes
place (positive and constructive).
Specific: Say exactly what they did that was good or needs
improvement.
Sincere: Be honest and open. Tell the person the impact of their
performance.
Personal: Adjust the style and method of your feedback to the receiver.
Proportional: Match the intensity of your feedback to the intensity of
the behavior.

Importance of Documentation
Counseling memo or Follow-up Email

Summarize performance issues (as discussed in meeting, if applicable)

List specific examples, instances and any attempts to train/correct
Consequences of performance issues on department
Desire for performance to change and consequences if doesnt
Next steps

Supervisor Documentation
Supervisor paper file
Online file (excel spreadsheet)
Self email

Performance Appraisal Cycle

Classified Staff:

Annual cycle from October 25th

through October 24th
Administrative/Professional Faculty:

Annual cycle from July 1st

through June 30th
Wage Employees:
N/A*

Performance Evaluation Due Dates

Evaluation
Due Date

Where to Send.

Instructional/ Research
Faculty

10/25/2011

Dean's Office

Administrative/
Professional Faculty

10/25/2011

Supervisor then Human

Resources and Payroll

Classified

10/25/2011

Human Resources and

Payroll

Wage (Non-student
and Student)

No eval
required

N/A

Type of Employee

What is the goal of a performance appraisal?

Performance appraisal is a formal discussion
between a direct report and a supervisor, for
the purpose of discovering how and why the
direct report is presently performing on the
job, and how the direct report can perform
more effectively in the future, so that the
direct report, the supervisor, and the university
all benefit.

The supervisor is responsible for:

Developing the work tasks, duties and performance
expectations (the work profile or position
description)
Providing feedback regarding performance
Offering opportunities for development
Conducting the performance appraisal

Faculty and Staff members should:

Seek assistance with/and clarify responsibilities
as needed
Do a self-evaluation
Actively participate in the appraisal discussion
Identify ideas for developmental goals

Due Dates
The evaluation form must be completed,
signed and dated by the employee, supervisor,
and reviewer, and submitted to Human
Resources by Tuesday, October 25th
Individual Departments may have unique
deadlines earlier than October 25th. Check
with your HR Liaison for more information

Where to find the performance evaluation

forms:
Go to: hr.gmu.edu
click on Forms and Materials

Scroll down to Performance Management

Classified Evaluation Forms

Lets look at the forms

Employee Work Profile (EWP)

Self Assessment Form
Acknowledgement of Extraordinary Contribution
Notice of Substandard Performance
Performance Evaluation Form
Probationary Progress Review

Classified Staff Self-Assessment

Not required.
A good way to gather input; increase
involvement and commitment.
Give to your supervisor before your
annual evaluation meeting.
Meet with your supervisor to discuss
your annual evaluation and the selfassessment.

Classified Appraisal Areas

Evaluation of Work Tasks and Duties (EWP)
Universal Performance Expectations
Supervisory Performance Expectations
Overall Performance Rating

Classified Performance Ratings

E
H
A
F
U

GMU Ratings

State Equivalent Ratings

Extraordinary
High Achiever
Solid Achiever
Fair Performer
Unsatisfactory

E
C
C
C
B

Extraordinary
Contributor
Contributor
Contributor
Below Contributor

Extraordinary Achiever
In order to be eligible to earn an overall
Extraordinary Achiever rating on the annual
evaluation, an employee must have received at
least one Performance Management
Acknowledgement of Extraordinary Contribution
form during the performance cycle.

Extraordinary Achiever

Pay special attention to goal settingtime to

raise the bar?
Consider special recognition

Unsatisfactory Performer

If a classified staff member receives a

performance rating of below contributor
(unsatisfactory performer), there is no pay
increase. The supervisor MUST consult with
HR before issuing an Unsatisfactory
Performer rating on an evaluation.

Unsatisfactory Performer
In order to be rated Unsatisfactory Performer, a
classified employee must be issued:
a Notice of Improvement Needed/ Substandard
Performance form OR
a formal Written Notice (Group I, II, or III) during the
performance cycle

Employees that receive an Unsatisfactory rating

must be issued a performance improvement plan and
be re-evaluated at the end of three (3) months.

Unsatisfactory Performer

Develop a performance plan & present to the

employee (using the EWP)
Re-evaluate the employee in 3 months

Three Month Re-Evaluation

If performance does not improve:
Demotion or re-assignment
Reduced Duties
Termination

Admin/Professional Faculty Forms

The forms for Administrative and Professional

Faculty are different from Classified
employees

Admin/Faculty Self-Assessment
Examples of last years major
accomplishments and disappointments
Environmental considerations
(including barriers and/or beneficial
factors) which helped or hindered your
work.
Summary comments including
recommended developmental options.

Admin/Professional Faculty Appraisal areas

Overall summary of the past cycles
performance
Brief description of work strengths and
weaknesses
Goals/Developmental plan for next cycle

Admin/Professional Faculty Performance levels:

__Performance generally superior and frequently
exceeds expectation
__ Performance fully meets standards and makes a
positive contribution
__ Performance demonstrates room for growth and
improvement
__ Unsatisfactory performance

Unsatisfactory Performance

If an Admin/Professional Faculty member

receives a performance rating of
Unsatisfactory, it can be grounds for
termination of appointment. The supervisor
must consult with HR prior to issuing an
unsatisfactory rating on an evaluation.

Essential Factors
Leadership

Conflict Management

Change Orientation

Performance Management of
Direct Reports

Planning
Communication

Teamwork & Cooperation

Task/Project Management

Privacy & Computer Security

Mgmt. (Confidentiality)

Diversity Management

Customer Service

Pitfalls
Halo Effect

Horns Effect
Personal Bias
Santa Claus Effect

Mitigating Circumstances

Were there circumstances beyond the employees

control that made it impossible to achieve their
goals?
Internal Factors?
External Factors?

Remember:
A performance appraisal is a formal discussion
between a direct report and a supervisor, for the
purpose of discovering how and why the direct
report is presently performing on the job, and
how the direct report can perform more
effectively in the future, so that the direct report,
the supervisor, and the university all benefit.

Before the Meeting

Review performance evaluation policy
Review employees self-assessment
Prepare the evaluation
Get approval from Reviewer
Choose suitable location for meeting
Prepare both positive and constructive feedback
Provide evaluation to the employee for review

The Performance Appraisal Meeting

The evaluation meeting is essential for good

two-way communication between manager
and employee. The form is a starting point
for discussion and feedback.

During the Meeting

Be specific
Discuss regular, expected performance
Identify accomplishments above and beyond the
expected
Demonstrate where mismatch between goals and
achievement exists

During the Meeting

State the purpose and benefit; check
receptivity
Get direct reports views
Present your own views
Vent interfering emotions and resolve
disagreements

Finalizing the Evaluation Form

Employee signs and can add comments.
Signature does not indicate agreement just
that evaluation has been read and discussed.
Express appreciation for work well done.
Consider setting goals for the coming year.

What does the Reviewer do?

The Reviewer is normally the supervisors supervisor
Reviews & approves evaluations before a supervisor provides the
evaluation to employee
Confirms supporting documentation
Ensures consistency among supervisors
Makes decision on employee appeals

Reviewer be on alert for these patterns:

Too Easy
Too Tough
Right Down the Middle
Be sure your supervisors have truly appraised
performance fairly
Have they differentiated? Or is everyone great?

Performance Evaluation Appeals

A performance evaluation appeal process

exists for both
Classified Employees
and
Admin/Professional Faculty.

Classified Staff Appeals

Employee may appeal to the reviewer for another
review of the evaluation in writing within 10 workdays.
The reviewer will discuss the appeal with the supervisor
and employee, then provide a written response within 5
workdays of receiving the appeal.
The reviewer can uphold, revise or rewrite the
evaluation, or have the supervisor revise or rewrite it.
Employee may also file a grievance about the
evaluation if he/she deems it arbitrary or capricious.

Admin/Professional Faculty Appeals

An informal appeal may be made to the reviewer in
writing within 10 calendar days of receiving the
evaluation. The reviewer has 10 calendar days to
review the appeal, meet with the employee and
provide a response.
The response may be:
a) evaluation stands as is
b) evaluation is edited based on appeal issues OR
c) evaluation is re-written

And Finally
These interpersonal skills have a significant bearing on
performance discussions:
Be specific and focus on behavior
Build and maintain self-esteem
Solve problems jointly
Listen actively
Be compassionate
Probe for understanding
Positively reinforce desired behaviors

Practice Makes Perfect

1. Think of something you
may find difficult to talk
about with your supervisor,
a direct report, or coworker.
(tardy, attitude, missed deadline, attendance, etc.)

2. Jot down how you will

communicate this in writing.
3. Practice the evaluation
conversation with a partner.

Additional Resources
Check out the Employee Relations website:
http://hr.gmu.edu/emp_relations/

Coaching
Supervisor Forum
Conflict Resolution
Performance Management
Resources, Helpful Links and more

Questions or comments?