Performance Appraisal Overview
OFFICER OF ADMINISTRATION
PERFORMANCE APPRAISALS
OVERVIEW
Performance appraisals are one of the most effective supervisory tools to communicate expectations, provide feedback, plan work, acknowledge contributions, and help employees gain the skills to be successful. They are especially important for officers of administration who often provide leadership to students, staff and colleagues in meeting the university's mission and goals.
Because the category of officers of administration covers a wide range of responsibilities and types of work, we have provided three formats that can be used as-is or modified by department administrators to meet specialized needs. These forms are not intended to replace department-specific forms or processes already in place to meet the needs of specific professions or units. They are provided to offer a convenient way for department heads and administrators to conduct OA appraisals.
Regardless of the type of format used, the following criteria are recommended as important components of an effective performance appraisal:
· Examples of outstanding performance;
· Identification of areas needing improvement;
· Discussion of goals and objectives for upcoming year;
· Opportunity for the employee to furnish information on achievements and
performance;
· Appraisal of OAs support for and participation in university programs such
as diversity initiatives, employee safety, performance appraisal of
subordinates, affirmative action, institutional and departmental missions,
etc.;
· Feedback from colleagues, subordinates, customers, as applicable;
· Suggestions of training and professional development opportunities for
upcoming year;
· Opportunity for response by OA.
Annual appraisals for OAs are required by the university president and vice presidents. This is especially important in the first few years in a new position to ensure clarity on expectations and performance.
Formats
The three formats created for OAs offer different approaches to the appraisal
conversation. All can be modified to more aptly describe specific position
responsibilities.
Structured approach: This format asks the supervisor to score the OA on a variety of job-related criteria. It provides clear evaluative documentation for the employee and furnishes the opportunity for comments and examples.
Conversation approach: This format asks the employee to reflect on his/her performance, goals, upcoming projects and challenges, and other criteria and to meet with the supervisor to discuss. Documentation of these conversations can be informal and general or more detailed, depending on the parties' preferences.
Narrative approach: This format asks the supervisor and/or the employee to describe performance in a written narrative form. It is similar to the conversation approach, but offers a more formal approach.
In addition, a form (Third-party Input) is available to use or modify that solicits input from colleagues, customers, and/or subordinates about the OA's performance.