Enclosed please find the 2009 Performance Management Guide.
Your 2009 PMP Management Guide includes the following:
 Objectives and instructions for completing PMP
 Guidelines for conducting effective appraisal
 Guidelines for establishing S.M.A.R.T. Goals
 2009 PMP Form
 2009 Employee Self Appraisal Form
For your convenience, the guide is available on the Human Resources website at:
http://utoledo.edu/depts/hr/forms/employment.html
In order to complete this process, please refer to the attached guidelines and
instructions provided with the PMP forms. The original signed forms including the
employee’s current position description can be forwarded to Human Resources. Please
provide a copy to the employee and retain a copy of the evaluation for your file.
The Office of Human Resources is available to assist supervisors in this process,
particularly if an employee’s performance is below expectations. If you have questions
or need assistance, please contact HR at x4747 (HRHR).
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The University of Toledo
Performance Management Process
For the Development and Evaluation of Professional Staff
Objectives
The Performance Management Process (PMP) is designed to:
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Clearly define expectations for performance;
Improve productivity;
Enable formal and informal processes for planning, coaching, evaluating and rewarding
performance;
Tie departmental and individual objectives to the University Mission and objectives;
Ensure that performance measures truly differentiate performance levels; and
Identify areas in which individuals need improvement and include an action plan.
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Instructions
The Performance Management Process (PMP) is to be used as a communication tool to assist
the employee and supervisor in discussing the employee’s past, current and future performance.
Step 1:
Supervisor requests that employee completes a self appraisal. This may be a
required step. Please check with your Business Manager to determine if your
department requires this.
Step 2:
The supervisor completes the Performance Appraisal. If you would like additional
help in preparing for an effective performance appraisal session, contact Human
Resources for consultation or attend a training session. If performance indicates that
three-month intervention is required, contact Human Resources to prepare a plan of
action.
Step 3:
The employee and supervisor meet to discuss the Performance Appraisal and
mutually agree upon S.M.A.R.T. goals for the upcoming appraisal period.
(Please review Guidelines for establishing S.M.A.R.T. goals, included in your PMP
packet). If a three- month intervention is being initiated, the employee and supervisor
should discuss problem areas that have been identified and review the plan of action
that has been prepared and approved ion conjunction with Human Resources.
Step 4:
When the Performance Appraisal has been completed, discussed and signed by the
employee and the supervisor, the form should be reviewed and signed by the next
level of management. The original is forwarded to your Business Manager for
tracking purposes and then sent to Human Resources for the employee’s personnel
file. A copy should be provided to the employee and a copy should be retained by
the supervisor.
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Prepared by: Human Resources
May 2009
The University of Toledo
Performance Management Process
For the Development and Evaluation of Professional Staff
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Guidelines for Conducting an Effective Performance Appraisal Session
Prepare yourself and your employee
 schedule ample time and a private place for the discussion
 notify the employee in advance in writing
 review documentation notes, letters, files, etc. before working on the review
 remember that performance management is a key service to your employees and the
department
Make it “priority time”
 create an agenda for the meeting
 minimize interruptions
Set a tone of collaboration
 start the discussion on a positive note
 encourage your employee’s participation
Be clear about your purpose
 reinforce that the discussion will address strengths and areas for improvement
Review performance expectations
 discuss the position description and the department’s reason for needing the position
 be clear about performance standards within your department
Discuss performance that is below, meets, and exceeds expectations
 use language that is clear and specific, citing examples where practical
 describe performance, not personality
Ask the employee what the employee thinks
 allow the employee to speak freely before responding to the employee’s comments
 actively listen to your employee
 clarify your employee’s concerns, then address them
Set S.M.A.R.T Goals to:
 improve performance in targeted areas
 build on strengths
 develop the employee’s knowledge, skills, and abilities
 align the employee’s work with the needs of the department
Agree to follow up
 schedule at least one interim check-in on performance during the year
 frequent feedback is essential!
 ask how your employee prefers to receive feedback (written, verbal)
 discuss how your employee likes to be recognized for good work
Close with encouragement
 offer your help and support
 end with a positive note by summarizing employee strengths and contributions
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Prepared by: Human Resources
December 2009
The University of Toledo
Performance Management Process
For the Development and Evaluation of Professional Staff
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Guidelines for Establishing S.M.A.R.T. Goals
Establishing goals creates a written plan for reasonable and measurable long-term and shortterm objectives. Goals should support growth and achievement. By following the S.M.A.R.T.
model for establishing goals, it allows the employee and supervisor to track progress. What gets
measured gets done!
SMART = goals that are Specific, Measurable, Achievable, Realistic and Timely.
Specific:
Goals should be as specific and detailed as possible. Do not set loose or
broad goals.
Measurable:
In order to clearly determine if objectives have been achieved, goals
should not be ambiguous, but rather clear and concrete.
Achievable:
Success and failures depend on practical goals. Goals should not be out
of reach. They should be reasonable and achievable.
Realistic:
Goals must be possible under current business conditions.
Time Framed:
Goals should have a time frame for completion. Having a time frame will
give structure and allow you to monitor progress.
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Prepared by: Human Resources
December 2009
The University of Toledo
Performance Management Process
For the Development and Evaluation of Professional Staff
2009 PMP FORM
Final form should be typed and the employee’s current position description, in
the appropriate University template, should be attached.
Employee
Name:
Supervisor
Name:
Department:
Check one:
PCN
Title:
#
PCN
Title:
#
College or Division:
___ 6-Month Review
___ Annual Review
Review Period: July 1, 2008 – December 31, 2009
Please attach additional sheets if necessary when answering the following questions:
1. How well did the employee perform the core responsibilities of the employee’s position during
the past appraisal period
ANSWER
2. How would you describe the employee’s performance relative to customer service?
ANSWER
3. Does the employee contribute to team effort and maintain harmonious and effective working
relationships with co-workers, supervisors and customers?
ANSWER
4. Does the employee adapt to changing priorities and demands and share information and
resources with others to promote positive and collaborative work relationships?
ANSWER
5. What were the employee’s strengths, areas of improvement and major achievements during
the appraisal period?
ANSWER
6. Are there additional skills, resources or knowledge that would help the employee more
effectively perform his/her present job or enhance his/her career development? If yes, please
list.
ANSWER
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Prepared by: Human Resources
December 2009
The University of Toledo
Performance Management Process
For the Development and Evaluation of Professional Staff
7. What goals and performance objectives were accomplished by the employee during the
appraisal period?
Goal:
ANSWER
__ Achieved
Goal:
__ Partially Achieved
__ Did Not Achieve
__ Partially Achieved
__ Did Not Achieve
__ Partially Achieved
__ Did Not Achieve
ANSWER
__ Achieved
Goal:
__ Did Not Achieve
ANSWER
__ Achieved
Goal:
__ Partially Achieved
ANSWER
__ Achieved
8. Were there any unanticipated events, which occurred during the performance appraisal
period that impacted the employee's goals and priorities above? If yes, please describe if
these events changed the employee’s original goals and priorities, and how the employee
responded to these unanticipated events?
ANSWER
9.
Please set goals and performance objectives for the upcoming appraisal period.
Please use the S.M.A.R.T. Model when setting goals.
Goal:
ANSWER
Goal:
ANSWER
Goal:
ANSWER
Professional/Technical Development Goal:
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Prepared by: Human Resources
December 2009
The University of Toledo
Performance Management Process
For the Development and Evaluation of Professional Staff
10. Overall Performance: Please comment briefly on the employee’s overall performance.*
(Please feel free to attach any other written documentation as necessary)
ANSWER
*If the employee’s overall performance indicates a need for improvement, check here ____
and attach a written 3-month performance development plan detailing steps to be taken by
the employee and supervisor—and the expected results—to improve the employee’s
performance. Please consult with Human Resources to develop this plan.
Employee Comments:
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
Signatures: This Performance Appraisal has been discussed between the employee and the
supervisor and has been reviewed as appropriate.1
Employee:__________________________________
Date:________
Supervisor:_________________________________
Date:________
Reviewer:__________________________________
Date:________
**Before returning evaluation to Human Resources, please be sure to
attach a current position description**
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A “reviewer” should be the next level of management over the immediate supervisor.
Prepared by: Human Resources
December 2009
The University of Toledo
Performance Management Process
For the Development and Evaluation of Professional Staff
2009 Employee Self Appraisal Form
(To be completed by the employee)
Name
Department
Position Title_______________________
Supervisor
Please attach additional sheets if necessary when answering the following questions:
1. What were your major achievements in the past appraisal period?
2. Who are your customers and how well have you served your customers during the past appraisal period?
3. Are there areas of your performance in which you could improve? No___Yes____
If yes, please describe.
4. Are there additional skills, resources or knowledge that would help you more effectively perform your
present job or enhance your skill opportunities? No___ Yes
please list.
5. What goals (i.e., specific final outcomes to be attained) and objectives (i.e. specific steps to be taken to
reach goals) do you expect to accomplish during the next appraisal period?
6. List the subjects you would like to discuss with your supervisor during your performance appraisal:
We have discussed the Employee Self Appraisal.
Employee_____________________________ Supervisor_______________________________
Date________________________________
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Date____________________________________
Prepared by: Human Resources
May 2009