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
May 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.
3
Prepared by: Human Resources
May 2009