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Section: 4 - Staff |
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DIXIE STATE COLLEGE OF UTAH POLICIES AND PROCEDURES MANUAL |
Policy No: 12 |
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Approved: 06/30/94 Revised: 05/04/01 Revised: 04/30/04 |
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Policy: STAFF PERFORMANCE APPRAISALS |
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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.