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DRAFT:
Guidance for Administrative and Professional Faculty Work Planning and Performance Appraisal

The Administrative and Professional Faculty Work Planning and Performance Appraisal Document Package consists of four parts as listed below:

Part I: Job Profile (complete by June 25)

This section of the planning and assessment document contains information that will pertain to the position on a more permanent basis and will identify the employee and persons assigned responsibility for the employee’s performance management.

  • Document Version Date is the date the plan is changed subsequent to the original plan at the beginning of the plan year.
  • Department/Unit Mission Unit work plan (complete by June 1): The departmental mission is based on the university mission and determined by division and department management. It is reviewed annually and should include unit responsibilities, duties, and tasks/projects. Its development each year must precede the development of individual work plans. Development involves management and employees. It should start with an appraisal of accomplishment based on previous year's plan and all data from metrics. It is reflected in the employee work plans of a particular unit to facilitate the alignment of individual performance with the overall university mission.
  • Major Responsibilities: Each position is to be described in terms of up to three overarching and comprehensive major areas of responsibility that reflect consideration of the detailed and specific duties assigned to the position. Work and behavior characteristics that distinguish this position from others in the unit should be included (i.e. general duties of the responsibility, work activities, internal and external constituents, reporting level, complexity, accountability, supervision given and received).
  • Knowledge-Skills-Abilities (KSA’s): Requirements that are essential and preferred for the incumbent to successfully perform the position’s duties and responsibilities are listed in this section. These requirements would also be used to recruit and hire employees for this position.
  • Education, Experience, Licensure, Certification for Entry in the Job: Educational and professional credentials and related experience that are essential and preferred for the incumbent to successfully perform the position’s duties and responsibilities are listed in this section. These requirements would also be used to recruit and hire employees for this position.

Part II: Work Profile Overall Appraisal (Completed March 10 thru June 1)

  • Institutional Priority Appraisal Element: The institutional priority appraisal element is identified each year by senior management to reflect an area of performance deemed critical to the accomplishment of the institutional mission that year and is included in all administrative and professional faculty work plans.
  • Overall Appraisal at the End of the Work Year: The supervisor will consider all components of the workplan (assigned tasks, self and multi-rater assessments, if used, institutional appraisal element , etc), predetermined measures, and performance feedback for the entire year to determine performance ratings.
  • Rating System: Each employee must be evaluated on whether they performed accomplished duties, tasks, and assignments ( Results) and how they went about accomplishing their work (Process).

Results ratings are:

  • Exceeded Expectations
  • Achieved
  • Partially Achieved
  • Inadequate

Process describes work behavior attributes and applies to positions differently. Examples are commitment, accountability, innovation, judgment, perseverance , self discipline, self organization, time management, ability to prioritize, conflict management, problem solving, ethics, integrity, written communication, verbal communication, and leadership. The supervisor will determine which work attributes have contributed positively or negatively to the employee’s performance. Supervisors may choose to identify certain process attributes for development and assessment at the beginning of the cycle as part of the employee work plan. Performance feedback about process attributes should be given throughout the performance cycle.

Process ratings are:

  • Generally superior - frequently exceeds expectations
  • Fully Meets Standards - makes positive contributions
  • Demonstrates Room for Growth and or Improvement
  • Unsatisfactory

Optional: An employee may request his/her supervisor’s approval and assistance to conduct a multi-rater evaluation by an agreed list of persons who would be able to provide useful performance feedback for the employee.

Part III: Individual Work Plans and Appraisals for each Responsibility

  • Individual Work Plan: Based on the unit operational plan, individual work plans should correlate with the job profile and be aligned with Departmental/.Unit missions to further its accomplishment.
  • Representative Duties, Tasks, Projects and Special Assignments for this Responsibility: The supervisor and employee will work together to identify duties, tasks projects, and special assignments that are specific to each area of responsibility. The list is not intended to be exhaustive. Rather, it should reflect unit and individual performance priorities for the current cycle based on unit objectives or the previous year’s performance appraisal. Variations that occur during the cycle may either be reflected in an updated version of the work plan or reported in the employee self assessment at the mid-year review and at the end of the performance cycle. The work plan must be reviewed and approved by employee, supervisor , and reviewer.
  • Development Plan: Supervisor and employee determine employee’s individual professional-development short-term needs (things that could contribute to his or her success and the success of the unit during the current cycle). The development plan may include customer or constituent feedback, training, mentoring, coaching, and cross- training.
  • Employee Self-Assessment: Each administrative and professional faculty member is required to complete a self-assessment as part of the annual appraisal process. A mid-year self-assessment is encouraged. Each major responsibility should be addressed separately with consideration of representative and other significant duties, tasks, projects, and special assignments.

Once completed and signed, the self-assessment should be submitted to the supervisor one-to-two weeks before the annual appraisal meeting. The self-assessment document will be included as part of the employee’s annual appraisal document. Be concise and representative (up to 250 words is reasonable).

Optional: An employee may request his/her supervisor’s approval and assistance to conduct a multi-rater evaluation by an agreed list of persons who would be able to provide useful performance feedback for the employee.

Preparing the Self Assessment: A complete and informative self assessment will reflect consideration of all assigned and unassigned tasks and projects, any specific measurements of performance, notes and records about performance, unforeseen circumstances, revised priorities, successes and areas needing improvement, the entire performance year (not just the beginning or the end), and professional development activities and needs.

Self Ratings: The employee must decide what performance level best describes his or her overall performance throughout the performance cycle in two categories: Results (whether tasks and projects were completed) and Process (how the work was done).

  • Assessment by Supervisor: A complete and informative assessment will reflect consideration of all tasks and projects, any specific measurements of performance, notes and records about performance, unforeseen circumstances, revised priorities, successes and areas needing improvement, the entire performance year - not just the beginning or the end, and professional development activities and needs.

Optional: A supervisor may work with an employee to conduct a multi-rater evaluation by an agreed list of persons who would be able to provide useful performance feedback for the employee.

  • Rating Performance: Each employee must be evaluated on whether they performed accomplished duties, tasks, and assignments (Results) and how they went about accomplishing their work (Process).

Part IV: Other Annual Requirements

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