POLICY
Performance evaluation is an important aspect of personnel management because it facilitates professional growth and institutional improvement. The primary objective of the University's performance evaluation process is employee development through methods which identify actions required to promote more effective job performance and maximize employee potential. The performance evaluation process incorporates not only a review of past performance, but also establishes performance goals and expectations for the future. Evaluation is an ongoing process and comments about individual performance are best communicated at the time of specific observation. A formal performance evaluation, however, is required on an annual basis.

The purpose of the annual performance evaluation is to encourage and facilitate improvement in the job performance of all employees. It provides a documented record of the employee's job performance, a means of defining strengths and weaknesses in job performance, and an opportunity for communication between supervisor and employee on the subjects of job requirements, work expectations, and potential for personal development. The performance evaluation specifies the direction for work improvement, assures the employee that objective criteria are used in performance assessment, demonstrates that exceptional or unsatisfactory performance will be noted, and expresses the supervisor's and Institution's continuing appreciation of good performance.

The specific position description of each regular classified employee is the source of job responsibilities and work standards upon which the formal performance evaluation is based. The annual evaluation must include a face-to-face meeting between the employee and the employee's immediate supervisor to discuss performance responsibilities, what is expected of the employee, and the performance ratings. The written record of the evaluation must be reviewed by the next level of supervision. Department heads are required to affirm by the time salary recommendations are submitted that all performance evaluations have been conducted and copies are on file in the employing unit and in the Personnel Office. The written records of all employee evaluations are subject to request under the Georgia Open Records Act.

GUIDELINES AND PROCEDURES

Performance Evaluation Cycle
The performance evaluation process begins at the time of hire or the beginning of the evaluation cycle. The supervisor should meet with the employee to review the detailed position description and job-related expectations. The supervisor should discuss job responsibilities, objectives and work standards. The supervisor should seek employee input and encourage active participation.

The performance evaluation form and evaluation conference must be completed by the employee's immediate supervisor at the end of the employee's six-month probationary period, annually thereafter for the period January through December, except where performance requires more frequent review, when job responsibilities change substantially, and when employment ends. The annual evaluation conference must be completed by January 31.

Supervisor Instructions for Evaluating Performance
The supervisor will evaluate the employee's performance for the entire rating period based on review and discussion of the position description at the beginning of the evaluation period. Total performance for the entire evaluation period must be assessed, considering specific incidents but not allowing one or two such incidents to outweigh the overall work performance. It is important to remember that poor performance in one factor does not imply poor overall performance. Work performance of each employee should be evaluated on individual factors. Every effort should be made to be objective, fair, thorough, accurate, and directed toward employee development. Appropriate peer evaluation must be included in the employee evaluation conducted by the supervisor.

All supervisory personnel will be evaluated on their performance as supervisors, on administering the Employee Performance Evaluation process and on adherence to the University's non-discrimination policies. All vice presidents will set up a process by which they receive input from employees in their division about their immediate supervisor and use the information in the annual evaluation of supervisors.

Performance Evaluation Form
A Classified Employee Performance Evaluation form is available from the Personnel office to record the evaluation of employee performance. The position description should be attached to this form.

Section I: General work Characteristics are factors which apply to all employees. Section II: Job Responsibilities are rated based on how well the employee met the work standards discussed at the beginning of the evaluation period. The form includes performance level definitions to assist with consistent ratings. These evaluations are followed by Section III: Evaluation Summary which is an overall rating and should include both supervisor and employee comments.

Section IV: Employee Development and Section V: Employee Self-Evaluation are optional if performance on all job responsibilities meets or exceeds requirements. The employee should be encouraged to participate fully in the evaluation process and to make written comments and suggestions for improving performance or solving problems related to work performance.

The evaluation is prepared by the immediate supervisor; however, in units where there is a second supervisor who has a general knowledge of the employee's performance, the evaluation should be reviewed by that supervisor prior to the actual evaluation conference.

Following the evaluation conference, signatures of both the supervisor and employee are required. An employee's signature does not reflect agreement with the assessment; it means only that the employee was given the opportunity to discuss the official review with the supervisor. A follow-up to the evaluation conference may be held at the employee's initiation for the purposes of seeking clarification or adding information to the evaluation documents. Follow-up sessions must be requested within two working days following the initial performance evaluation.

A copy of each employee's performance evaluation is to be sent to the Personnel Office at the end of each evaluation period.

Performance Evaluation Conference
The performance evaluation conference is a face-to-face meeting to review the evaluation form as a proposed, but not final, documentation of performance. The formal evaluation conference should be held in a quiet location where the supervisor and the employee may review the document and talk candidly without interruption or intrusion. Supervisor comments should address objective responsibilities of work performance, be constructive in tone, and stress employee development and growth. However, the supervisor should also honestly discuss areas for performance improvement and be open to suggestions and comments by the employee regarding future expectations.

During the performance evaluation conference, the supervisor and employee should make any changes to the position description which will form the basis for review during the upcoming evaluation cycle. A copy of the revised position description should be given to the employee at this time. Any decision taken as a result of the evaluation can be appealed using the normal university administrative channels.

Performance Evaluations and Pay Recommendations
The primary purpose of the performance evaluation process is employee development through structured interaction between supervisor and employee. This two-way interaction should focus on job expectations, evaluation of observed performance, recognition of achievement, and plans for improvement.

Secondary to the purpose of employee development, performance evaluation results become a part of each employee's record and are used along with other relevant information to determine merit pay recommendations. In order to ensure that the primary purpose of the evaluation process is employee development, the annual performance review process should be separated in time from merit pay determinations.

Performance Evaluation Training and Support
The performance evaluation process, from writing a specific position description and set of job responsibilities to conducting the performance evaluation conference, can be complicated and may have legal consequences. The University provides training in all aspects of performance evaluation on a frequent and regular basis. All supervisors who evaluate other personnel are required to attend performance evaluation training and to consult with the Personnel Office whenever assistance is needed. Newly hired and promoted supervisors must receive training in the evaluation process.

Classified Employee Performance Evaluation
Section I - General Work Characteristics
Section II - Job Responsibilities
Section III - Evaluation Summary
Section IV - Employee Development
Section V - Employee Self-Evaluation
Instructions for Completing Evaluation Form