Â鶹·ÖÐÐ

Policy:

This policy applies to all Classified and Administrative & Professional employees. The Office of Human Resource Services (HRS) will develop and maintain an employee performance appraisal program that is based on lawful, job-related, and non-discriminatory criteria. Each supervisor will be responsible for the consistent application of the employee performance appraisal program; adherence to this policy and the established guidelines will be considered in the evaluation of supervisory personnel.

The University of Texas at El Paso (Â鶹·ÖÐÐ) actively makes every effort to prevent discrimination on the basis of race, color, national origin, sex, religion, age, disability, veteran status, or sexual orientation in the provision of services.

Procedure:

The procedures outlined below should be followed during the administration of the performance evaluation:

• Employees are afforded the opportunity to have a performance evaluation completed during their first 180 days of employment (this is considered a classified employees’ probationary period). However, it is recommended that a formal evaluation be conducted as of the 60th day of employment or sooner, if the employee is not performing satisfactorily.
• These evaluations will assist the supervisor in objectively addressing any job related issues or concerns about the employee's performance and serves as a tool to help remedy any problems that may exist.
• The performance evaluation will help determine whether to retain or terminate the employee during the initial 180-day time frame.
• All supervisors shall complete a performance evaluation for each of their staff employees during the common review process every year.
• Each performance evaluation shall be documented on a form developed and approved by HRS.
• Performance Evaluation Forms are provided by HRS.
• All completed performance evaluations will be placed in the employee's personnel file at the HRS office.
• Each employee is also entitled to a copy of his or her completed performance evaluation upon request.

General Discussion:

Â鶹·ÖÐÐ believes that an integral part of the management process should be the periodic review of employee performance in order to:

• Give employees honest and candid feedback on performance to assist them in their career development and growth. Supporting documentation should be used to support all evaluation ratings.
• Foster an environment of teamwork and open communication between supervisors and subordinates.
• Insure that the employee’s effort is being directed toward the accomplishment of the University's/Department business objectives and to obtain employee commitment to those objectives.
• Provide the University with a mechanism to analyze its current human resources in light of its short and long-range planning needs.
• Provide input on performance to aid in the determination of proper salary treatment.
• Obtain employee feedback regarding their work environment and any concerns that may affect their performance.

Successful performance evaluation begins with a clear statement of job responsibilities. Annual objectives and job descriptions establish job requirements, and the performance review provides feedback against these expectations. Employees meeting expectations, leads to the Department meeting its goals, and that ultimately assist the University in reaching its objectives.

The style or method with which successful performance reviews are conducted should be one that yields a high degree of satisfaction for all parties concerned. The fears and tensions created by an evaluation setting should be replaced with a desire by both parties to examine and understand what has gone on, what is going on, and what should go on in the future.

Successful performance analysis and review systems exist in and foster an atmosphere of open communication and trust. This is highlighted during the annual review process, although communication about performance should occur throughout the year.

The key element of the review process involves two-way discussion and shared responsibility between the supervisor and employee. Effective performance analysis and review cast the supervisor in the role of a coach or guide and calls on the subordinate employee to provide input concerning past performance, future goals, and developmental needs.

Performance Evaluation As A Key Management Tool:

The performance evaluation is one part of an interrelated system of managing that helps make individual jobs more satisfying and encourages employees commitment. This management system operates on the following premises:

• If permitted to and coached into doing so, the average person will try to structure their work in such a way that it continues a relatively high degree of challenge, or at least requires them to use their best talents. The employee and the supervisor together are able to evaluate strengths as well as areas that can be improved. What follows is the establishment of goals. Goals, to be meaningful require constant review. When the employee is on track, the supervisor should acknowledge the successes. When it is evident that the employee is struggling and meeting the goal established may be problematic, the supervisor should analyze the source of the problem and coach the employee to success. It is imperative that the progress of goals established be visited several times before the goal is due. Consequently, it is vital to establish the challenges for the employee and decide in advance, what goals are relevant to the position. Experience shows that many managers often undershoot the mark when trying to establish what an employee may find challenging.
• Developing challenging jobs that require people to use their capabilities to the fullest will allow the employee an opportunity to invest in themselves and their work. Under such circumstances, the University and employee will reap the benefits of a full commitment to work.
• In order to link personal and organizational goals, it is necessary that all established goals be in writing and for a specific period. These goals should include desired business results and personal improvements necessary for the development of the employee. All established goals must be specific, measurable, attainable, relevant, and time sensitive.
• Performance evaluation results are considered to determine appropriate salary treatment for the employee. Salary treatment that is not in line with job performance may raise equity issues in a work group. In order to preserve equity between University employees, an appropriate relationship must exist between pay and performance.