Performance Management System

The Performance Appraisal Process

The Performance Management Program establishes a year-round partnership between employee and supervisor while creating a shared understanding about work that is to be accomplished and how work is to be done.

Job responsibilities, expectations, performance standards, and development activities are identified and agreed upon. These are linked to the goals of the department and the University so that each employee's work is connected to the mission. Frequent communication provides feedback and support to the employee regarding his or her performance.

Why Do Performance Appraisals?

Idaho Code requires annual performance appraisals (I.C.67-5309(h)) Performance appraisals assist employees in developing their careers and being successful in their jobs. They describe expectations and standards for all state employees. It's the right thing to do, and they ensure the agency mission and vision are achieved by:

1. Motivating and encouraging employees to be productive contributors to the mission and goals of the department and the University.
   • Ensuring activities of the employees are linked to the goals and mission of the department and University.
   • Discussing employee performance through feedback.
   • Documenting communication regarding performance objectives to employees.
   • Establishing performance standards with stated goals and objectives.
   • Focusing on outcomes and results.
   • Enhancing communication through continuous feedback and coaching between employee and supervisor.
2. Promoting statewide consistency.
3. Meeting legal requirements and serving as a legal document.
4. Ensuring documents are in place and serving as resource for making human resource decisions, i.e. recruitment, promotion, succession planning, training plans, and compensation.
   

The Supervisor's Role

As a supervisor, you have many responsibilities in performance management. You provide recognition and reward achievement while removing barriers that impede an employee's success.

One way of accomplishing this is by role modeling the desired behaviors. Model your vision, goals, and expectations. Challenge employees to reach their optimum level of performance and hold them accountable.

Remember: "Your success as a supervisor
depends on your employees!"

The Appraisal Process

To help supervisors and employees be successful, there are several elements to the performance appraisal process. These elements form a process that continues throughout the review period.

• Set expectations. Employees must know what is expected and how their job supports the university's mission before the review period begins. Gain agreement on the goals, performance standards and objectives that are set. Review the goals with the employee periodically and make changes as needed.
• Provide support. Arrange for training, provide resources, encouragement, and developmental opportunities so employees can meet their objectives and the objectives of the department and university as needed.
• Provide feedback on employee performance that is:
  · Timely - give employees time to correct behavior
  · Specific - provide specific goals and performance expectations, and give employees specific examples of issues or concerns
  · Honest - don't "sugar-coat" or gloss over concerns
  · Designed to help the employee be successful - be constructive; not destructive
  · Reinforces effective behavior - set the tone and model what you expect
• Record significant employee performance events when they occur. Include both positive and negative performance issues, and be specific!
• Seek employee feedback on performance issues. Ask for employee feedback and input. Use open-ended questions. Don't make assumptions. Get all the facts. Communicate!
• Prepare and review the performance appraisal prior to the due date. Gather feedback; consider asking the employee to answer some self evaluation questions. Know your BSU policy/procedure on delivering the performance appraisal document. Be timely - it really matters to the employee.
• Communicate. It is the hallmark of good performance management. There should be no surprises. Communication should occur throughout the review period and most importantly, when the annual appraisal is delivered.
• Use the formal review process. It can be used for human resource decisions such as promotions, transfers, dismissals, succession planning, and assessing training needs.