Performance Evaluations

Employees are encouraged to maintain an ongoing record of performance achievements, challenges experienced, and what they learned throughout the year. This documentation will aid in the self-evaluation process as strengths and opportunities for development are identified. A self-evaluation, though not required, is an opportunity for employees to revisit or share with their supervisor how they went “above and beyond” to exceed expectations in support of their team or department’s mission and success. They should actively participate in their performance appraisal discussions by sharing with their supervisor what they believe are current strengths and any competencies they would like to develop or improve upon, what they would like to do to prepare for future roles, and what they need from their supervisor to be successful. 

Performance evaluations provide a framework for goal setting, professional development, and a measurement of success in the role. Employees are encouraged to seek guidance through ongoing supervisor conversations to aid in understanding and/or clarification of their responsibilities, expectations, and goals. 

Related: Performance Management for Non-Supervisory Classified Staff and A/P Faculty 

Annual performance evaluations give the supervisor and employee an opportunity to discuss how well performance expectations set out in the beginning of the performance cycle have been met and what improvements can be made by both the employee and the supervisor to better serve departmental needs. The performance evaluation process also creates a natural time to set performance goals and expectations for the next year.

Supervisors are expected to be available to assist employees, answer questions, and provide coaching and feedback to support professional development and career progression. Utilizing a year-round process of communication and feedback fosters a positive working relationship, increases trust, and minimizes any big surprises during the annual performance evaluation discussion. 

Related: Performance Management for Supervisors

Administrative/Professional Faculty: Annual Cycle from July 1-June 30. Please check your email for the evaluation due dates.

Classified Staff: Annual Cycle from October 25-October 24. Please check your email for the evaluation due dates.

Wage Employees: There is no formal evaluation form or process, but supervisors are encouraged to set goals and provide continuous performance feedback and coaching throughout the year to assist with professional development. 

To be fair and objective, a performance evaluation must be based on actual performance and workplace behavior during the rated evaluation period, and not personal factors unrelated to the job. The evaluation should accurately reflect job objectives, measurement of outcomes, and achievement of any development goals established or adjusted during the evaluation year. It is important to be mindful that a recent concern or an incident that occurred early in the evaluation year does not influence the overall assessment and rating of the employee’s performance.  

Live and virtual training is available to learn more about performance management, best practices for observing and monitoring performance, rating practices, and the supervisor’s role in performance management.  

Register today for training: Performance Management for Supervisors 

Performance Feedback Tips Throughout the Year

• Timely: Don't wait. Discuss performance or behavioral concerns early. Give feedback immediately following the performance or conduct concern (positive and constructive). If your emotions are high, wait until you are emotionally prepared to have a dialogue that is calm and wherein you can provide your observations and constructive feedback.  
• Specific: Tell the employee exactly what needs improvement based on your observation or assessment. Don't leave them wondering if they did a good job or guessing which part of their behavior or work product needs improvement.  
• Behavior: If the concern is related to workplace conduct or inappropriate communication, focus on the behavior, not the individual. If an employee attempts to justify their behavior, remind them of workplace norms and expectations when faced with a difficult colleague, customer, or situation. 
• Impact: Describe the impact on the student/team/stakeholder. 
• Sincere: Be honest and open. Utilize coaching questions to help the employee understand and work through any challenges.  

Examples:  

• How do you feel about the situation?  
• What is getting in your way? 
• What is the cost of not making a change and not changing how you interact or get your work done in the future?  
• What have you done to begin moving toward these goals? 

Importance of Documentation

• Memo or follow-up email: Follow up a performance discussion with a written memo or email to clarify the performance issues discussed. List examples and consequences for the department on fellow employees. Offer your support with follow up steps and reiterate the need for change and potential consequences if it does not improve.
• Supervisor Documentation: Keep a paper file or password protected online file as a source of documentation.
• Do's and Dont's: Always maintain a professional tone (even in your own notes - don't let your own frustration be apparent); avoid personal opinions, accusations, or judgments; don't use generalities or overstatements ("You're always late", "You don't seem to care about your job."); and remember to include the employee's explanation.

Completing the Evaluation Form

Evaluate and acknowledge personal biases prior to writing employee evaluation comments to avoid the following: 

• Review your notes from the year, the employee's self-assessment, and the original duties assigned to the employee (EWP or job description).
• Consider any circumstances that would influence the employee's ability to perform the duties.
• Rating only on positive qualities: the individual’s performance is completely appraised based on a perceived positive quality, feature, or trait. 
• Rating only on negative qualities: the individual’s performance is completely appraised based on a perceived negative quality, feature, or trait.  
• Stating subjective opinions. 
• Drawing conclusions or generalizing.  
• Overstatements and exaggerations. Base your assessment on your own observations, not feelings or reports of unsubstantiated information. Avoid being influenced by your first or last impression of the employee, and/or rating favorably because you believe they have potential to meet expectations.  
• To earn an "Extraordinary Achiever" rating, employee must have received one "Acknowledgement of Extraordinary Contribution" during the performance cycle.To receive an "Unsatisfactory Performer" rating, the employee must have received a "notice of improvement needed" or written notice for performance during the cycle. Always consult with Employee Relations (emprel@gmu.edu) before giving an unsatisfactory rating.

The Meeting

• Choose a suitable location that will keep both you and the employee relaxed.
• Make sure the reviewer (supervisor of the person performing the evaluation) has approved the form and you have the employee's assessment fresh in your mind.
• Provide the employee a chance to review the evaluation before meeting.
• Remember the importance of your body language, tone, and positioning.
• Be specific and discuss regular, expected performance.
• Identify accomplishments above what is expected.
• Discuss any mismatch between goals and achievement.
• Remember...this is the starting point for discussion and should be a two-way communication between supervisor and employee.
• Address any interfering emotions or disagreements in a calm, supportive manner.

Finalizing the Evaluation

• Employee signs and can add comments.
• Signature does not indicate agreement - just that the evaluation was read and discussed.
• Express appreciation for work well done.
• Set a time to establish goals for the upcoming year.

The reviewer is normally the supervisor of the person performing the evaluation. In some departments, there may be one reviewer for the entire department.

• Confirms supporting documentation.
• Ensures consistency among supervisors.
• Ensures performance has been appraised fairly.
• Makes decisions on appeals.

Handling Evaluation Appeals

• Classified Employees: May appeal to the reviewer within 10 workdays of receiving the evaluation. The reviewer will provide a response within 5 workdays. The reviewer can uphold, revise, or rewrite the evaluation. An employee may also file a grievance if they feel the evaluation is arbitrary or capricious. 
• Admin/Professional Faculty: May appeal to the reviewer in writing within 10 workdays of receiving the evaluation. The reviewer has 10 workdays to review the appeal, meet with the employee, and provide a written response to let it stand or be revised as the reviewer, in their sole discretion, determines to be appropriate. The Performance Evaluation cannot be the subject of a grievance.

Performance Management for Supervisors 

This training will inform supervisors what performance management means, the importance of engaging with staff, and how a job description and competencies drive performance. Participants will also learn best practices for observing and monitoring performance, providing coaching and feedback, managing a remote workforce, effective rating practices, and their role in performance management. 

Performance Management for Non-Supervisory Classified Staff and A/P Faculty 

This training will inform non-supervisory employees what performance management means, how their job description and competencies drive performance, and how goals can assist to accomplish successful outcomes. Participants will gain a greater understanding of the types of professional development that may be available, the purpose of coaching and feedback, evaluation ratings, and their role in performance management.