Performance Management and Performance Evaluation Overview
UNL Department of Human Resources (2010)
Performance management is a partnership between an employee and his/her supervisor to optimize performance,
build effective feedback and communication, enhance employee growth and development, and develop goals
that are consistent with department/college strategic plans.
A performance evaluation is a part of performance management. The distinctions between the two are
highlighted below.
Performance Evaluation
Performance Management
Focus is on evaluation
Focus is on employee development
Seen as a once-a-year event
Seen as an ongoing, daily process
Discussions happen when salary increases are awarded
or performance problems emerge
Discussions happen frequently; formally at least
twice a year
Forms are designed to evaluate performance and rank
employees
Forms are designed to evaluate performance and plan
for employee development
Feedback occurs primarily in the appraisal/review
discussion
Both positive and negative feedback occur frequently
Supervisors are encouraged to evaluate performance within the context of performance management.
Reasons for Conducting Performance Evaluation
 Communicate organizational goals and objectives
 Motivate employees to improve performance
 Heighten productivity
 Growth and Development
 Distribute organizational rewards equitably
 Assess match between knowledge, skill and ability with performance and job requirement
When to Conduct Performance Evaluation
UNL Policy (http://bf.unl.edu/hrpolicy/PerformanceEvaluations.shtml): Written performance evaluations
should be completed on a regular basis and retained in the department. Evaluations should occur at the
following times
 At the end of the original six-month probationary period
 Annually, either on the anniversary of the employee’s hire date or at another time designated by the
department
 At any time the supervisor wishes to record noteworthy performance, either favorable or unfavorable
Challenges in Conducting Performance Evaluations
 Changing nature of work, i.e., technological changes, job duties, or change in scope of work
 Rating performance objectively
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Shift to emphasis on team orientation (necessitate multi-rater evaluations)
Limited organizational rewards and consequences
Scarce resources
Reducing employee defensiveness or anxiety and increasing dialogue and recognition
Approaches to Conducting Performance Evaluations
 Develop a system that encourages employee participation in establishing performance standards
 Develop standards based on critical job elements
 Assess employee against performance standards rather than each other or some statistical guide
 Set and evaluate goals
 Clarify performance expectations
 Utilize ongoing coaching, communication and feedback
 Provide timely and accurate documentation
 Base evaluation on actual performance, not subjective feedback
 Consider including self evaluation, peer, customer input (360 ○ feedback) where applicable
 Promote consistency within the department
 Establish SMART Goals:
 Specific
 Measurable
 Agreed Upon
 Realistic
 Timed
Steps in Conducting Annual Performance Review
 Review job description and goals established for the year
 Review last year’s performance evaluation
 Review documentation in management file
 Review peer and customer input
 Review employee’s self evaluation
 Take into account environmental factors (e.g. organizational changes, FML protected absences, etc.)
Effective Performance Appraisal
 Uses specific objectives previously set with employees as standards to measure progress
 Puts the employee at ease and explains the purpose of the feedback interview
 Encourages and supports
 Is clear about consequences if performance does not improve
 Criticizes performance, not the person, when giving negative feedback
 Obtains employee participation and encourages self-evaluation
 Uses specific examples to support ratings
 Has the employee summarize the feedback to ensure understanding
 Creates a future plan of development jointly with the employee
Guidelines for Improving Performance Appraisal Interviews
 Review evaluations written by other experienced supervisors to see what works and what doesn’t
 Keep notes throughout the evaluation period. Do not rely on recall at the end of the review period.
 Seek input from other observers when appropriate (i.e., customers).
 Educate employee regarding evaluation philosophy and standards of performance in advance. Provide
examples of what constitutes “exceeds expectations”, “meets expectations”, and “needs improvement”.
 Know what you are looking for. Evaluate the right things. Concentrate exclusively on factors directly
related to job performance.
 Don’t include rumors, allegations, or guesswork as part of your written evaluations.
 Be complete: Include both positives and negatives.
 Do not be afraid to criticize. Do not forget to praise.
 Focus on improvement. Use the evaluation to set goals for better performance.
 Supplement periodic written evaluations with frequent verbal feedback. Negative written evaluation
should not come as a SURPRISE.
 Do not put anything in writing that you would not say to the employee in person.
 Say what has to be said clearly and move on.
 Be as specific as possible; use examples.
 Relate evaluations to previous reviews. Are things better? Worse? The same?
 Allow plenty of time to prepare evaluations properly. Do not work under pressure.
 Avoid completing an evaluation when you are angry, frustrated or tired.
 Focus on developing the employee and utilizing his/her strengths.
 Be willing to change an evaluation if new information becomes available.
 End the evaluation on a positive note. Let the employee know you value his/her contributions and
efforts.
Employee’s Roles in the Evaluation Process
Detail personal performance and accomplishments, and compare to last review
 How have my responsibilities supported the strategic direction of our program?
 What have been my most important contributions and accomplishments during the review period?
 What do I need to do to further enhance my performance?
 How has my manager helped or supported my performance during the review period? What else could
my manager do in the future?
 What strengths have led to my success this far?
 What skill would make me a more valued contributor in my current job? Is there a task or project in
which I can develop those skills?
 Are there professional development opportunities which would enhance my job and increase my skills
and abilities?
 Are there revisions needed for my job description or goals?
Employee Concerns about Review
 Discuss concerns with your supervisor; be clear and specific. Ask questions to clarify meaning and
intent.
 Reach agreement/understanding about this review period, and use current concerns to clarify for next
review period.
 You have five business days to respond in writing to your evaluation if you so wish. Your response will
be placed in your employee file with the evaluation.
 If you have tried to resolve your concerns unsuccessfully with your supervisor, you may talk with your
supervisor’s supervisor.
Selecting Evaluating Resources and Forms
URL for UNL Policy on Performance Evaluations: http://bf.unl.edu/hrpolicy/PerformanceEvaluations.shtml
URL for Employee Performance Evaluation Forms: http://hr.unl.edu/forms/
For more information, contact UNL Employee Relations http://hr.unl.edu/er/ or Organization Development at
http://hr.unl.edu/orgdev/