Staff Performance Evaluation
Seattle University Performance Management Process
Expectations of Supervisors, Evaluating Job Performance
Overview of the 2011/12 Process and Timeline
Preparing for your Evaluation
Completing Your Self-Evaluation
Making the Most of Your Evaluation Meeting
Essentials of Performance Management
Evaluation Feedback and
Annual performance evaluation objectives
Connects individual performance to SU’s mission,
vision, values and strategic priorities.
Measures, recognizes and rewards individual
performance and contributions
Promotes excellence and professional development
What is expected of supervisors?
Provide constructive, balanced written summary of
individual’s job performance, overall rating.
Encourage strengths/areas of interest, express
appreciation for contributions
Identify and communicate improvement and growth
Establish agreed action-steps and follow-up plans.
Position Summary Under the general direction of the Vice President, in a team-centered
environment, this position serves as a resource for university staff and
faculty connected to human resource programs, policies and procedures.
Essential Functions and Associated Tasks
HR Consultation, Liaison Consulting and advising managers and supervisors regarding policy
60% interpretations. Consulting with University leadership, managers and
supervisors on employee relations matters. Conducting job
analysis/position classification and making recommendations to
Performance Management and Coordination of performance appraisal program. Collaborating with the
Staff Development Director of Professional and Organizational Development on the design and
15% delivery of training and development, career and succession planning
Policies and Procedures Conducting policy research and analysis/preparing reports of findings and
15% draft policy recommendations.
Compliance and Reporting Coordinating and facilitating in-house faculty and staff immigration
10% requirements including: Work Visas (J, H-1B, B) Federal Reporting
Compliance with Federal regulations. Coordinating special projects as
delegated, such as coordinating employee recognition program,
administration of union contracts. Maintaining statistical information and
preparing reports (using word processing, spreadsheets, computerized data
bases and other reporting systems). Supporting other HR functional areas
in absence of the Vice President or other professional staff.
Marginal Job Functions Providing support and assistance as required to the Faculty Services
Evaluating Job Performance
Not Acceptable Performance Needs
Performance Development Meets Expectations Exceeds Expectations Outstanding
1 2 3 4 5
Performance is Performance meets most Performance consistently Performance consistently Performance and
consistently below job of the job requirements meets and sometimes meets and frequently demonstrated expertise is
expectations. A but requires more than exceeds job requirements. exceeds job requirements consistently at a superior
corrective action plan has usual supervisor follow- All critical goals are and established goals. level. Employee
been or is being up and direction. achieved. Results are Results frequently exceed achieves outstanding
developed to achieve Employee will require consistent with those of a competent peers in the results and models
specific results. additional education and fully trained, highly same or similar positions. effective behaviors that
Employee’s performance coaching from the competent employee. Over the past year has are an inspiration to
will be review again supervisor in order to Over the past year has made a significant others. Over the review
according to the consistently meet job made the expected contribution to the period, employee has
corrective action plan’s expectations. contributions to the department. consistently made
objectives and timeline. department. exceptional or unique
contributions to the
Performance Staff Job
Gather Information… Assessment…..Implementation
Spring Staff Salary
Evaluation & Classification
Merit Pay System
Revise Conduct Staff Position
Summer Update Staff Position Information
Overview of the 2011/ 12 Process
One official Staff Performance Evaluation Form
Self Evaluation Questionnaire
Evaluation period January -December 2011.
Recommended 2-Level Review
Final evaluations due by March 30, 2012
Annual staff salary increase based in part on:
• Job performance – overall rating
• Current pay to job market range comparison
Preparing for your evaluation
1. Self-Evaluation Questionnaire
2. Goal Setting
3. Evaluation Conversation
Finalizing Goals and Follow-Up Plans
Recommended for staff to reflect on work
performance and experiences
Share completed form with supervisor prior
Before you begin, review your most recent position
description along with any goals established for the
Tips on writing your Self-Evaluation Questionnaire
Review performance over the past year.
Assess performance and accomplishments against
position expectations, goals.
Identify areas of strength, interest, desired development
Identify areas in which you need to develop or improve
Consider what suggestions you would make to improve
and develop your work unit and/or department.
From the Self-Evaluation Questionnaire:
“Over the next evaluation period, what specific improvement
areas and goals will be important for you to accomplish to
meet university needs, increase performance effectiveness
and support your professional development?”
Goal setting is completed as part of the annual evaluation process.
As you review accomplishments and performance for the previous period,
you also set goals for coming year.
Both the employee and supervisor work together on establishing goals.
What’s a goal? Specific statements that describe results to be achieved
What’s a task? The steps needed to accomplish a goal
SMART Goals Specific Results Oriented
Measurable Time Bound
Questions to consider prior to meeting…
What important items you want to discuss?
Is there one central message or critical point to be
What questions do you have for the meeting?
What do you want to get out of this meeting?
How will you actively contribute to a meaningful,
constructive and productive dialog?
Breathe! Full breaths help your body relax & brain focus
Listen Actively to understand the other’s perspective
Take time to absorb what you heard
Take responsibility for your actions and behavior
Focus on the whole message, not just one or two aspects
A few tips on giving feedback…
Describe situation and impact Describe beliefs, attitudes, values
on you and your work Make general statements
Use “I” statements Use “You” statements
Provide specific examples Steer clear of absolutes (always,
Describe what would work never, etc.)
Ask questions – be inquisitive
Finalizing Goals and Follow-Up Plans
Work with your supervisor on measurable, doable goals
for the coming year.
Your supervisor may ask you to prepare an action plan
to achieve the established goals.
Work with your supervisor to determine action plan
timeline, including check-in meetings and due dates.
Review goals regularly
Have one-on-one meetings with your supervisor to
review progress, address problems
Celebrate successes, areas of strength
Learn from mistakes and challenges
Keep in mind that this is a process!
Information and Resources
Human Resources Website: www.seattleu.edu/hr