Section:          4 - Staff

DIXIE STATE COLLEGE OF UTAH

POLICIES AND PROCEDURES MANUAL

Policy No:      12

 

Approved:      06/30/94

Revised:         05/04/01

Revised:         04/30/04

Policy:    STAFF PERFORMANCE APPRAISALS

 

4-12     STAFF PERFORMANCE APPRAISALS

 

12.1     Purpose

 

12.1.1  To establish ongoing, systematic evaluation of how well an individual is carrying out the duties and responsibilities of his/her current job.

 

12.1.2  The end goal is to increase effectiveness of employees and promote general and career development.

 

12.1.3  Performance Appraisals are a formal evaluation and are NOT to be the only form of evaluation an employee receives.

 

12.1.4  Performance Appraisals are to be the culmination of a year’s on-going evaluation and communication, formal and informal.

 

12.2     Uses

 

12.2.1  Provide feedback on how well job duties and responsibilities are being accomplished.

 

12.2.2  Increase communication between the supervisor and the employee.

 

12.2.3  Assist in human resource planning.

 

12.2.3.1           Identify individuals whose present performance and future potential warrant promotion.

 

12.2.3.2           Identify individuals whose performance on the present job does not meet standards and indicates need for disciplinary action, demotion or termination.

 

12.2.4  Verify the effectiveness of the selection process.

 

12.2.5  Identify training and development needs.

 


12.3     Procedures

 

12.3.1  Administration Schedule.

 

12.3.1.1           Annually, for all employees, by a deadline set and announced by the Human Resources Office.

 

12.3.1.2           An evaluation is required prior to the end of an employee’s probationary period (Probation Policy 4-9).

 

12.3.1.3           Performance Appraisals outside the established schedule may be requested by an employee or his/her supervisor.

 

12.3.2  Immediate supervisors evaluate their subordinates.

 

12.3.2.1     The supervisor of management level employees may also conduct an evaluation of the employee's subordinates and co-workers.

 

12.3.2.1.1        The evaluation will consist of completion of an evaluation form that addresses the specific areas of communication skills, decision making/judgment, planning/organizational skills, leadership, problem solving, and human/public relations.

 

12.3.3  Order of Procedure

 

12.3.3.1           Performance Appraisal Rating forms are to be completed by the supervisor based on the performance of the prior 12 months.

 

12.3.3.2           Performance Appraisal Interviews are to be held with each employee to discuss performance evaluation.

 

12.3.3.3           Signatures are required on the Performance Appraisal forms to acknowledge that an interview was held.

 

12.3.3.3.1        A signature is not construed as agreement with the evaluation.

 

12.3.3.3.2        No alterations or additions will be made to Performance Appraisals once they are signed.

 

12.3.3.4           An employee is entitled to attach a rebuttal and or explanatory statement to the Performance Appraisal form.

 

12.3.3.5           Reviews of all Performance Appraisals are to be conducted by the next higher level of supervision.

 

12.3.3.6           Completed Performance Appraisals are to be kept in the employee’s file.

 

12.3.3.6.1        The employee will be given a copy of his/her Performance Appraisal.

 

12.4     Appeals are to be presented in writing to the appropriate, next higher level of supervision, within 20 working days of the Performance Appraisal Interview.

 

12.5     Performance Evaluation and Administrator Evaluation of Executive Staff

 

12.5.1  The executive staff consists of the vice-presidents and the deans.

 

12.5.2  At the direction of the President, an evaluation by subordinates shall be conducted every other year but may be annually if the situation warrants or is deemed necessary and useful.

 

12.5.3  The employee's supervisor shall conduct the evaluation.

 

12.5.3.1     The supervisor shall randomly select employees to confidentially participate in the evaluation.

 

12.5.3.1.1        Participating employees shall include subordinates and co-workers.

 

12.5.3.1.2        Evaluation of deans:  the supervisor shall randomly select three faculty or staff members in the division including one of the department chairs and the majority being faculty members.

 

12.5.3.1.3        Evaluation of vice presidents:  the supervisor shall randomly select three faculty or staff members supervised by the administrator being evaluated.

 

12.5.3.1.4        Faculty or staff members selected to evaluate may not repeat as evaluators from year to year.

 

12.5.3.1.5        The evaluation will consist of completion of an evaluation form that addresses the specific areas of communication skills, decision making/judgment, planning/organizational skills, leadership, problem solving, and human/public relations.

 

12.5.4  The supervisor shall present this information separately at the time of the performance appraisal interview.  Administrator evaluation information is kept strictly confidential and the evaluated administrator retains the only copy of the evaluation report.

 

12.5.4.1     The administrator builds a professional development plan with recommendations from the supervisor conducting the evaluation and review.

 

12.6     Performance Evaluation of President (Refer to Board of Regents Policy R209, Appraisal of Chief Executive Officers)

 

12.6.1  The performance of the President will be appraised by the Board of Regents following the first three years of his or her tenure and at least once every five years thereafter.  The Regents or the President may request a performance appraisal at a shorter interval.

 

12.6.2  Confidential Interviews - Part of the process used in appraising the performance of the President will be through confidential interviews conducted by the Board of Regents with a wide variety of competent individuals knowledgeable about the President's work.