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Q: What is the role of the university's staff performance appraisal process?
A: Performance management, when done well, contributes to open and constructive communication between managers and staff members. Clear communication about the job, goals and expectations contribute to success in carrying out job assignments, personal growth and job satisfaction, and the overall efficiency of university operations. The university's staff appraisal form is one tool managers and staff members have to frame performance discussions informing pay and merit decisions.
Performance management is an ongoing process, and the university has defined the annual performance appraisal cycle as a focal point for documenting performance expectations, feedback and plans. Managers and staff have a shared responsibility in completing the appraisal. The tool is structured to first gain the staff member's self-appraisal and then feedback by the manager. The process culminates in an appraisal meeting and discussion.
The objectives of our performance appraisal process include:
- Setting goals, clarifying performance expectations and monitoring progress
- Motivating staff members through recognition and support
- Identifying and preparing individuals for increased responsibility
- Providing formal, written performance feedback
- Developing staff members
- Promoting an open dialogue between staff members and managers
Throughout the year managers are encouraged to employ the performance management cycle of planning, appraising and developing staff in support of university goals and objectives.
Q: Who participates in the performance appraisal process?
A: All full-time and part-time exempt and non-exempt staff participate in the performance appraisal process.
Q: If I'm a faculty member supervising a staff member must I complete a performance appraisal for him/her?
A: Yes, faculty members who have supervisory responsibility for full-time or part-time staff should participate in the performance appraisal process.
Q: What are the two types of staff performance appraisals?
A: There are two types of performance appraisals for staff: the introductory period performance appraisal and the annual performance appraisal. Both use the same appraisal form and are described below.
Introductory Period - Staff Performance Appraisal
DePaul's performance appraisal process begins as soon as an staff member starts their new job at the university. The introductory period serves as an extended selection process assessing the staff member, their skills and fit with the requirements of the job. Ongoing discussions concerning the job tasks, expectations and performance should occur throughout this introductory period. HR recommends a written performance appraisal is completed prior to the conclusion of the six month introductory period. New staff members including those transferring or promoted into new positions participate in this process.
Annual Staff Performance Appraisal
After the completion of the introductory period, staff members participate in the annual performance appraisal process. Each year, typically during Spring, all managers and staff members engage in a written review and discussion of the staff member's performance. Completed performance appraisals are submitted to the Office of Human Resources. The appraisal coincides with the annual salary planning process. Appraisal ratings are an input to the salary planning process.
Note: If the introductory period review is within a reasonable amount of time in relation to the annual appraisal, the manager may elect to complete the annual appraisal only.
Q: Do I complete another performance appraisal if I recently completed my introductory review?
A: It depends. If your responsibilities and job tasks have remained the same in the short time since your review, you may not need to complete an annual review. Your introductory review may serve as the annual review for this performance cycle. However, if significant work has been completed, even in the short time since your introductory period, you may conduct another review to reflect the most recent efforts and performance. You and your manager should discuss what is most appropriate given the situation.
Q: What training and/or resources are available for managers and staff members?
A: All new full-time staff members are introduced to the performance appraisal process at the new staff member orientation. All new managers receive additional information at the new manager orientation. Additional supporting resources for both managers and staff are found at “Performance”.
Q: Where can I find the appraisal form and instructions for the performance appraisal process?
A: Go to the “Performance” section to download the form. Managers and staff can find helpful information including these downloadable documents: policy and procedures, appraisal form and instructions.
Q: As a staff member, how can I prepare myself to conduct an appraisal?
A: The performance appraisal instructions define the steps for this joint effort involving the staff member and his/her manager. The first step is for the manager in conjunction with the staff member to list the principal responsibilities. The staff member then completes a self-appraisal by filling in the appropriate columns and providing comments as needed. Once the appraisal is completed, the staff member gives the appraisal to his/her manager.
A few tips for staff members to prepare a self-appraisal.
- Review your job description for an understanding of the job and the expectations set by your manager.
- If applicable, review last year's appraisal.
- Revisit your accomplishments over the past year, including any major projects or initiatives and your contributions.
- Identify your strengths as well as areas for improvement as it relates to your job.
- Identify opportunities for building on your strengths and addressing areas you can reasonably improve.
Q: Where do I get a current job description?
A: First, seek out your current job description from your manager. Managers are responsible for maintaining job descriptions. If a description is not on file in your department your manager may check with the Office of Human Resources. The performance appraisal cycle is a time for you and your manager to make sure that your job description is on file and up to date in your reporting area and with Human Resources.
Q: What do the three rating levels mean?
A: The staff performance appraisal uses a three level rating scale: Exceeds Expectations, Meets Expectations and Needs Improvement. When selecting a rating consider the behavior and the consistent demonstration of the behavior in performing job tasks.
Q: Can managers develop their own rating levels for the appraisal process?
A: No. The rating levels provide within the performance appraisal should not be altered. The ratings levels provide consistency across performance years and staff populations. Creating rating levels is not acceptable.
Q: How much time should be allocated to the appraisal meeting and discussion?
A: The Office of Human Resources recommends an appropriate amount of time be allotted for the meeting and discussion. The meeting should give both the manager and staff member time to discuss expectations, performance and development opportunities. However, some discussions may be brief, particularly if the performance discussion is a regular part of the manager-staff dialogue.
Q: What can I do if an appraisal meeting has not been scheduled for my performance review?
A: First, work directly with your manager to schedule a time. Often, the hectic schedules we all have interfere with even the most important tasks. Some managers may handle scheduling differently. One option may be to offer to schedule the meeting time. If this is appropriate, it is important to provide your manager time to complete his/her part of the appraisal.
Q: If rater bias is identified by the second level reviewer, what should the manager and staff member do?
A: If a second level reviewer identifies rater bias, the review should be revised to reflect actual performance. The appraising manager would make the revision(s) and re-enter into the performance discussion with the staff member.
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