Administrative Faculty
Evaluation Workshop 2015
TIM MCFARLING
ASSOCIATE VICE PRESIDENT, HUMAN RESOURCES
Learning Objectives
This workshop will:
• Emphasize the importance of creating alignment
between the employee, manager and organization
• Provide tips and suggestions for self-evaluation
• Review the Competencies for Success used in evaluation
• Demonstrate the use of IPO’s (Individual Performance
Objectives)
• Share ideas for employee engagement and recognition
• Review evaluation process, ratings, dates and merit
What is Wrong With Performance Evaluation?
 Employees Dislikes
 Rigid Process
 Lack of Relevance
 Being Judged
 Supervisors Dislikes
 Rigid Process
 “The Form”
 Time Intensive
 Possible Confrontation/Disagreement
Why bother to evaluate?

Feedback is essential for employees

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Some is better than none
Employees need to be heard
Create alignment between Employee - Manager - Organization
Set expectations
Higher productivity
Keep communication lines open
Evaluation is Required by Board of Regents Policy
Creating Alignment
 Are employee responsibilities aligned with unit?
 Are employee responsibilities aligned with
institution?
 Requires dialogue
 Requires direction
Self Evaluation
Answer Four Questions
1. What did I accomplish this year?
2. What would I have liked to accomplish but didn’t?
3. What did I learn about myself/the organization?
4. What are my personal/professional development
goals?
These questions are considered in the context of
What did I accomplish
this year?
2. What would I have
liked to accomplish but
didn’t?
3. What did I learn about
myself/the
organization?
4. What are my
personal/professional
development goals?
1.
 Job Responsibilities
(PDQ)
 Goals or IPO’s for 2015
 Competencies
 Unexpected Events
 Personal Development
Self-Evaluation Tips
 Expectations – Manager and Employee
 Format; Length; Content
 Sources for Self-evaluation
 Goals (IPO’s); calendar, project list, data
 Self-reflection
 Successes, Failures, Missed Opportunities
Where do I find resources. . . . ?
www.unr.edu/hr
Competencies
 Competencies for Success
Communication
Diversity
Adaptability
&
Human Resource
Analytical
Responsibility
Thinking
Inclusion
Financial
Resource
Responsibility
Leadership
Responsibility
Functional Knowledge
Teamwork
Serving Constituents
Financial
Individual
 Performs duties in a
manner that optimizes
financial resources.
 Continually evaluates
and recommends
operations to control
costs and reduce
expenditures.
 Seeks collaborative
opportunities to
maximize efficiencies.
Manager
• Continually evaluates and
•
•
•
•
recommends operations to
control costs and reduce
expenditures.
Seeks collaborative
opportunities to maximize
efficiencies.
Manages budget for optimal
use of financial resources.
Controls operating costs.
Ensures that unit adheres to
all fiscal policies and
procedures.
Human Resources
Manager
Individual
 Follows established policies
and procedures.
 Seeks development
opportunities to improve
personal performance.
 Provides relevant input to the
policy development process.
 Supports a safe and
harassment free environment
by practicing behaviors that
are respectful of all
individuals.
•
•
•
•
•
•
•
•
•
Seeks development opportunities to
improve personal performance.
Provides relevant input to the policy
development process.
Manages people to achieve unit and
university goals.
Clearly communicates direction and
goals.
Models, understands and enforces
personnel policies affecting
unit/division.
Fosters a climate of employee
development.
Ensures a safe and harassment free
work place.
Provides constructive feedback to
employees.
Treats employees in a fair and
consistent manner.
Evaluation and PDQ’s. . . Who needs more
paperwork?
 Performance Management
 Evaluation should include feedback on job
responsibilities – guides performance
 Update PDQ as part of evaluation process
Ratings
• Excellent: Met the requirements for ‘Commendable’ plus:
significantly surpasses expectations in all aspects of
position/responsibilities. Demonstrates highest knowledge and skills.
• Commendable: Met the requirements for ‘Satisfactory’ plus:
Successfully met, and in some areas, significantly exceeded
established goals and objectives.
• Satisfactory: Met the established goals and objectives for the
evaluation period; in a few instances, may have missed some and
exceeded others, but on balance performs competently.
• Unsatisfactory: Did not meet established goals and objectives
for the evaluation period; has not performed competently or
consistently; experienced productivity and competence in one or
more categories that were applicable.
IPO’s (Individual Performance Objectives)
IPO’s
Action Plan
Target Date Measurement
Objective:
*Map process and
make improvements
*Continued
enhancements to
faculty orientation
April 1, 2016
Improve retention
and decrease start up
time for new hires.
Completion
Date
Three month follow-up
survey for employee
satisfaction
September 1, 2016
Relevance to University and/or Department’s Strategic Plan
This objective is in alignment with the on-boarding strategic plan of Faculty Human Resources.
Relevance to PDQ:
This IPO is relevant to the major responsibility of my position – “design, delivery and evaluation of learning opportunities.”
Included in this responsibility is the charge of evaluating “training programs and make improvements or adjustments as
needed.”
Development Plan
 Evaluation Should be Forward Looking
 Identify Personal and Professional Growth
Opportunities
 Link to IPO’s and Department Objectives
Managing Your Boss
Managing Your Employee
 Communication
 Are we aligned?
 Does my boss manage me. . . or do I manage my
boss? – (How do I get what I need [and maybe
what I want])?
Merit 2015
Typical Merit Calculation
MERIT POOL FROM LEGISLATURE
----------------------------------------NUMBER OF MERIT STEPS
AVERAGE MERIT STEP = 2.5
Successful Recognition
 People drive business; emotions drive people
 Validation increases engagement

The most powerful validation= recognizing
progress toward a meaningful goal
 Good leaders connect emotionally with employees
and boost engagement
Recognition
-Thanks for getting the project done
- Proud to work with you
- Where are you on the …..?
- My boss asked about project X
- I appreciate the effort you put in on …..
- I heard from Bob about the great job you did.
Keep the recognition fresh and unexpected!
“THE FORM” & “THE PROCESS”
1. Faculty member completes self-evaluation.
2. Supervisor completes evaluation and signs the
cover page.
3. Employee signs cover page upon receipt of
evaluation from supervisor. A copy of the
evaluation is kept by the faculty member.
“THE FORM” & “THE PROCESS”
4. The evaluation form is forwarded to upper
management for additional signatures.
5. The Dean/VP assigns merit and signs
6. A copy of the cover page with all signatures is
given to the employee. If there were changes to the
narrative of the evaluation by upper level
management, the employee should receive a copy
of the updated evaluation.
The “form” does not make the evaluation
Good communication does!
Timeline
Projected
Due Date
1/30/16
Academic & Administrative Faculty
Deadlines for 2015 Evaluation Period
Task
Faculty self evaluations submitted – Individual Unit
deadlines may vary
Review meetings held with faculty member and
2/1 – 3/31/16 chair/supervisor
Responsible
All Faculty
Chairs/Supervisors
2/29/16
CBE opens for changes/updates by divisions/colleges
(No changes to account lines After 5/15/2016)
Divisions / Colleges
4/15/16
Merit Step Assignment must be entered into the CBE web
interface by this date.
Divisions / Colleges
4/30/16
COMPLETION OF EVALUATION PROCESS
--- Final signed evaluation forms are due to HR
Deans/AVPs/Directors
NOTE: Individual departments, colleges and divisions will need to develop an internal timeline to ensure
completion of tasks prior to the April 30, 2016. The dates stated in this timeline represent “due dates” for
completion of specified tasks. Tasks can be completed prior to the due date.