A Performance Management Outline should be completed for each Case Western Reserve University staff employee—first to plan performance by establishing objectives and other competency expectations; then to verify progress and sustain focus midway through the evaluation period; and finally to review and rate actual performance at the end of the period.
Performance management outlines
- Staff Orientation Evaluation
- Secretarial/Clerical, Research Assistant I, Technicians, Maintenance and Service Staff
- Professional Staff
- Managers and Supervisors
- Performance Management Salary Review Addendum (Refer to Salary Increases for suggested merit guidelines)
At the Beginning of the Rating Period
The employee and evaluator should meet to plan performance at the beginning of each rating period using the Performance Management Outline. The evaluator and employee should discuss his/her job description and update it if necessary.
There should be a discussion of the accomplishments that are critical to success during the next rating period. Performance objectives in Section I should be linked to key departmental goals and/or the employee's job description.
The evaluator may request that the employee develop and suggest their objectives for this discussion. Once objectives are clear, they should be entered in the left-hand column of Section I. If more objectives are established than the form allows, use additional sheets.
The employee and the evaluator should also discuss Section II to establish understanding of competency expectations and how these are important to successful performance. There could be a need to strengthen a given competency; if so, an objective should be included in Section I.
Completion of these steps establishes the evaluator's overall expectations and the employee's performance plan. The completed form should be initialed and dated by both the evaluator and the employee. It should be retained by the evaluator with a copy to the employee.
During the Rating Period
A review of progress on objectives (Section I) and adequacy of competencies (Section II) can be initiated at any time during the rating period, although it is normally expected that there would be just one interim review. A mid-year discussion is a good opportunity to confirm or change the importance of individual objectives and assess any unexpected factors that might affect the accomplishment of the original objectives. Section I progress notes can be entered for each objective.
Section II should also be reviewed again, so that the employee and evaluator can discuss the manner in which the objectives are being met and job responsibilities are being carried out. The evaluator and the employee should again initial and date the mid-year discussion.
NOTE: The employee may at any time ask to discuss performance issues in relation to the plan as a means to become more effective. Evaluators are encouraged to provide feedback when so requested.
End of the Rating Period
At the end of the rating period, the results achieved and overall effectiveness should be evaluated. In Section I, the evaluator and employee should discuss and establish whether or not objectives were met and with what level of success under "Success and Effectiveness." Section II should also be completed with an evaluation of each competency.
The evaluator completes Section III, Summary Performance Rating, after Sections I and II. Section III is the overall rating that balances all accomplishments and competencies. The evaluator should date and sign Section II and, after discussion with the employee, also ask him/her to date and sign.
If a salary review is part of the Performance Review Process, Section IV should be completed in accordance with annual salary review and budget guidelines.