Performance Management Pilot

These resources are exclusively for Classified Employees. 

The supervisor and classified employee tailor the rating scale as they complete the Goals, Standards & Metrics step.  They use the SMART Goal Writing process to develop goals.  Each goal developed using that process is the performance standard, i.e., the performance required to successfully meet the goal.

Once the performance standard is defined, the supervisor and employee clearly define what performance at each level of the rating scale looks like.  That information is then used to evaluate performance throughout the year and in the annual review.  Herein, the  Rating Scale is presented and the process to use it is detailed.

Overview

The Rating Scale for Classified Employees includes three ratings. 

1. Makes outstanding contributions in critical areas while meeting all major requirements of the position.
2. Performs requirements of the position in a satisfactory manner.
3. Does not meet performance requirements of the position in major or critical areas.

The rating scale will be used to evaluate overall performance.  Importantly, the rating scale needs to be applied to the individual.  Individual application allows a single rating scale to be used across pilot participants.  And it ensures each individual is compared only to themselves in the context of their job.

Rating Scale Descriptions

Outstanding

Outstanding is performance that is consistently outstanding and far exceeds the defined performance standard.  This is a rating that consistently demonstrates that more than expected results were achieved in the area of job functions, objectives and/or delivers a unique contribution to the University.  Performs Requirements is our gold standard and the Outstanding rating is exceptional.

Performs Requirements

The performance standard is equivalent to the Performs Requirements rating.  Performs Requirements is performance that consistently fully meets the standard.  Performs Requirements demonstrates that the employee is able to meet all aspects of their job responsibilities and functions.  When an employee meets expectations, they are performing successfully on-the-job. 

Does Not Meet

Does Not Meet Expectations is performance that is consistently below the minimally acceptable standard.  When an employee earns this rating, it means they haven’t performed well consistently in most areas.  It is important to document where the employee fell short and create the opportunity to improve performance.  Additional training or a structured performance improvement plan may be necessary.

Examples of Goals & Rating Descriptions

Goal 1: Reduce unplanned network downtime by 4% by end of fiscal year. 

Outstanding - Unplanned network downtime was reduced by over 6% and strategies were implemented to ensure network downtime is continually reduced. 

Performs Requirements - Unplanned network downtime was reduced by 4% prior to the end of the fiscal year. 

Does Not Meet - Unplanned network downtime was not reduced. 

Goal 2: Process all employee expense reports and pay within 10 days of receipt of approved report. 

Outstanding - All employee expense reports and pay was paid within 5 days of receipt, and documentation and strategies were implemented to continue processing expenses in a quick and efficient manner. 

Performs Requirements - All employee expense reports and pay were paid within 10 days of receipt of approved report. 

Does Not Meet - Expense reports and pay were not paid within 10 days of receipt. 

Using the Rating Scale

The supervisor and employee use the SMART Goal Writing process to develop goals.  Each goal developed using that process is the performance standard, i.e., the performance required to successfully meet the goal.  Hence, the goal is equivalent to the Performs Requirements rating.  When the employee consistently fully meets the standard as defined in the goals and meets requirements of the position in a satisfactory manner, they earn the Performs Requirements rating.

Establish Rating Scale During Goal Development

Goals - Once a goal has been developed, ‘outstanding’ and ‘does not meet’ need to be defined for that person in relation to that goal.

1. Outstanding
   1. Identify what ‘outstanding’ and ‘far exceeds’ looks like for this goal.
   2. Identify examples of ‘outstanding’ and ‘far exceeds’ for this goal.
   3. Identify opportunities (or lack of opportunities) for the employee to perform at this level for this goal.
2. Does Not Meet
   1. Identify what ‘below minimally acceptable standards’ looks like for this goal.  Remember, the goal is the standard.
   2. Identify examples of ‘below minimally acceptable’ for this goal.

Requirements of the Position – Now, ‘outstanding’ and ‘does not meet’ need to be defined for requirements of the position that are not covered in the goal.

1. Identify other performance requirements
   1. Review Position Description (PD) to identify requirements
   2. Identify other requirements not covered in the PD or the goals
2. Describe Outstanding & Does Not Meet (see above)

Use the Rating Scale During Check-Ins

1. Identify a rating for the period since the last check-in meeting, using the rating scale developed during the annual plan development process.  Include qualitative data, i.e., descriptive notes, for every rating.  Document rating and qualitative data.
2. Review of performance on individual goals.  Use that review to generate a rating for overall performance across all goals. 
3. Then rate performance on the major requirements of the position that are not covered in the goals. 
4. Combine these two ratings to get the overall rating for the period.

Use the Rating Scale for Annual Evaluation

For goals and requirements of the position:

1. Compile rating data from all check-in meetings.  Important – qualitative data, i.e., descriptive notes are most useful and beneficial for this process.
2. Rule out factors outside the employee’s control, e.g., environmental or work unit changes, changes in expected performance, changes in goals, etc.
3. Use the remaining data, i.e., only the data directly related to the employee, to rate the employee’s performance over the entire annual plan period.
4. Review the qualitative data to identify themes or patterns in performance.
5. If you average the numeric ratings, remember that averages have disadvantages.
   1. A small number of outlier ratings can pull the average in their direction, despite the fact that they represent a minority of ratings. 
      1. For example, an employee receives a low rating was for just one period of time.  However, high ratings are the norm for this individual.  Even though the one outlier is not representative of typical performance, it has undue influence on the overall rating.
   2. Averages obscure variation and important details. 
      1. This is particularly problematic when you average ratings across goals.  The average obscures the individual goal ratings, and eliminates information that shows strong performance versus a need for performance improvement.
6. To mitigate these disadvantages:
   1. Always pair a numeric rating with qualitative data, i.e., descriptive notes drawn from the check-in meetings.
   2. Put the primary focus of the evaluation on the qualitative data.