NEW PERFORMANCE
evaluation form training
UNIVERSITY OF CALIFORNIA
AGRICULTURE and NATURAL
RESOURCES
Spring 2007
Performance Evaluation Form Training Agenda
I.
PERFORMANCE MANAGEMENT – Briefing
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II.
OLD AND NEW FORM – Comparison
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III.
Why Are We Changing to the New Form?
Responsibility
New Performance Elements Categories
Rating Differences New Form
PERFORMANCE EVALUATION TOOLS
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IV.
Authority
Responsibility
Evaluation Procedures
Criteria, Standards & Measurements
Written Evaluations & Communication
Evaluation Ratings and Merit Pay
Performance Element Worksheet
Summary of Accomplishments
Brief Exercise
Communication with Employee and Use of Tools
QUESTION AND ANSWER
Performance Management - Authority
• UC POLICIES & Procedures
– PPSM 23 - Authority & Procedures
– Collective Bargaining Agreements
• PPSM 23: Performance Management
– Policy Revised December 1, 2005
– Performance Evaluation to Performance Management
• General
– Performance Management is an ongoing process of
communication between a supervisor and an employee
that occurs throughout the year, in support of
accomplishing the strategic objectives of the
organization. The communication process includes
setting objectives, identifying goals, providing feedback,
and evaluating results.
Performance Management - Responsibility
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Supervisor Responsibility
– Setting goals and Performance expectations
– Coaching and Mentoring
– Communication and Feedback
– Non-performance issues - No surprises!
– PPSM and Collective bargaining agreements
require prior notice to employee of poor
performance issues that occurred during review
period.
Performance Management - Responsibility
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Employee Responsibility
– Satisfactory Performance of Job Functions
– Complete 06-07 goals and expectations
– Complete Training & Development goals
– Summary of Accomplishment
– Identification of 07-08 goals and training to be
achieved next review period
Performance Management Evaluation Procedures
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PROCEDURES
– Career Employees
– Non Career - limited Term, extended limited term,
contract and Per Diem, if expected to work a year
or more.
– Probationary Employees - Mid Point and six
months
– Performance Period – July to June
– Call for Evaluations June 2007
– Deadline for submission August 15th
Performance Management – Criteria,
Standards & Measurements
• Consistent Application of Criteria & Standards
– ANR Human Resource Management
Philosophy
– Department/Operation Expectation
– Management Expectation
– Supervisor Expectation
– Important - No arbitrary expectations
• Performance Expectations/Standards
– Functions Listed in Evaluations
– Skill Levels are in JD
Performance Management – Criteria,
Standards & Measurements
• Methods of Measuring & Verifying Performance
– Direct observation
– Achieved expectations and outcomes
– Written records (i.e. attendance, assignment
logs, status reports, performance awards,
letters of recognition, etc.)
– Feedback and Coaching
– Informal or formal Counseling/Corrective
action
Performance Management - Written
Evaluation & Communication
Written Evaluation
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Performance Rating Period July 2006 – June
2007
– All facts of last years performance to support
rating
– Recommend use of Summary of
Accomplishments
– Provide expectations and goals for next years
review
– Represent Training & Development goals for
next year
Performance Management - Written Evaluation
& Communication
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Evaluation Communication – Prior to finalizing
written evaluation
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Final Evaluation Discussion
– Employee Signature – Acknowledgement/Not
agreement/Not Mandatory
Performance Management Ratings and Merit
• Important to maintain integrity of evaluation ratings
• Ratings aid in the determination of merit increases
• Ratings recognize and reward staff members for
performance contributions
• Employee receives percent of increase aligned to
their performance rating level
• Employees are well aware of the impact of ratings
and merits results.
• Merit increases are based on state budget
allocations
– Amount of merit allocation for non represented titles
have not been announced by UC
II. Old and New Form - Comparison
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Why are we changing to the new form?
- Old form was very restrictive and did not provide
recognition of employees full performance and
achievements for the evaluation period
- To better recognize and reward staff members for
overall contributions and identify areas for career
growth by recognizing additional performance
elements
-Provide a more defined link for both staff
members and supervisors of job duties, overall
performance and overall Department and
Division operational goals
II. Old and New Form
• New Performance Elements Categories
– Communications
– Job Knowledge
– Productivity
– Customer Focus
– Technology Skills
– Problem Solving
– Interpersonal Relationship
– Teamwork
– Flexibility
– Creativity/Innovation
– Dependability
II. Old and New Form - Comparison
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Identify Rating Differences – Review Evaluation
Criteria Handout
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Ratings went from 5 levels to 4 levels
Exceeds Job Expectations
Meets Job Expectations
Partially Meets Job Expectations
Does Not Meet Job Expectations
III. Performance Evaluation Tools
• To Assist in the Transition - Use of the Performance
Element/Job Duties Worksheet
• Employee and Supervisor complete and discuss
• Use of Summary of Accomplishment Form
• Employee and Supervisor complete and discuss
• Brief exercise – Review Completed examples
IV. Question and Answer
• Questions and Answers
• Discussion
Copyright 2007 University of California, Agriculture and Natural Resources – Use only with permission