PERFORMANCE APPRAISAL FORMS A STEP BY STEP OVERVIEW

Performance appraisals are a formal, written means of evaluating AMP and SP employees and are the final step in thePerformance Managementprocess.Both AMP appraisals and SP in Supervisory Position appraisals, are completedin workday. All AMP and SP appraisals will be due at the same time for the previous fiscal year.

Performance Appraisal Timeline

Job Aids

Job Aids are in Workday

Administrative, Managerial & Professional (AMP) appraisals and Support Personnel (SP) in supervisory position appraisals

GUIDELINES FOR SUPERVISORS TO COMPLETE APPRAISALS:

AMP AND SP IN SUPERVISORY POSITIONS APPRAISALS

  • Each employee being evaluated shall be required to submit a self-evaluation during the appraisal period.
  • Each appraisal shall be completed by the supervisor to whom the staff member reports using six (6) job performance/professional competency categories. Each competency reflects the skills, knowledge, and professional behavior necessary to perform the job in a competent, effective manner, and participate in achieving the goals of the Department, the Division, and the University.
  • Each performance appraisal shall cover the employee’s performance during the announced appraisal period and shall address each of the following areas:
    • How effectively the employee fulfilled the duties and responsibilities.
    • Progress made toward previously agreed-upon goals and objectives.
    • Comments regarding special accomplishments occurring during the appraisal period.
    • Whether any deficiencies occurred and, if so, corrective action needed.
    • Goals for the coming year.
  • Employees have the opportunity to add comments at the time that they receive their appraisal.
  • If the rating is determined to be "Needs Improvement(2)" or “Unsatisfactory(1),” contact Employee Relations at 7-3072 before completing the appraisal.

SUPPORT PERSONNEL (SP) APPRAISALS

The Probationary Period covers the first six months of employment for Support Personnel at Florida Atlantic University. Employees filling positions in Law Enforcement classifications have a probationary period of one year.

Probationary periods can be extended beyond the end date up to a period of six months but may not exceed one year. Supervisors must contact Human Resources at 7-3072, prior to the end of the probationary period, to discuss the extension and/or next steps.

If the appraisal is determined to be "Needs Improvement(2)" or “Unsatisfactory(1),” contact Employee Relations at 7-3072 before completing the appraisal.


GUIDELINES TO COMPLETE A SUPPORT PERSONNEL APPRAISALS:

  • Each employee being evaluated shall be required to submit a self-evaluation during the appraisal period.
  • Each appraisal shall be completed by the supervisor to whom the employee reports using four (4) job performance/professional competency categories. Each competency reflects the skills, knowledge, and professional behavior necessary to perform the job in a competent, effective manner, and participate in achieving the goals of the Department, the Division, and the University.

Goals


Each employee is required to list their accomplishments, with the previous goals automatically populated if available. Employees can revise or add content under the summary of accomplishments.

Focus on the three to five specific tasks or achievements that were most significant during this appraisal period.

It is important to remember that the performance appraisal reflects this appraisal period, and it is not a generic version that can be used year after year.

RATINGS


  • Exceptional (5) – Performance that is characterized by exceptional accomplishments throughout the rating period. Performance far exceeded expectations due to exceptionally high quality of work consistently performed in all essential areas of responsibility, resulting in an overall quality of work that was significantly superior. The employee's performance has had a positive and demonstrable impact on the Department's ability to achieve goals. The employee has consistently performed at the highest level of effectiveness.

  • Outstanding (4) – Performance consistently achieved and often exceeded expectations in all essential areas of responsibility. The quality of work was excellent overall. Consistently demonstrated effective behaviors and often demonstrated outstanding work.

  • Good (3) – Performance consistently met expectations in all essential areas of responsibility, and at times exceeded expectations. Quality of work was good overall.

  • Needs Improvement (2) – Performance did not consistently meet expectations. Performance failed to meet expectations in one or more essential areas of responsibility. A performance improvement plan must be attached, including timelines, and monitored to measure progress. *Contact the Employee Relations Division of the Department of Human Resources for further assistance.

  • Unsatisfactory (1) – Performance was consistently below expectations in most essential areas of responsibility. Significant improvement is needed in one or more important areas. A plan to correct performance, including timelines, must be outlined and monitored to measure progress. *Contact the Employee Relations Division of the Department of Human Resources for further assistance.

  • Too New To Rate (< 2 months at University) (0) – Only use if the employee hasbeen employed with the University less than two (2) months. If the employee is new to the position, then collaborate with the previous supervisor(s).

OVERALL RATING


To determine an Overall Rating, the supervisor should review the individual ratings already assigned. The immediate supervisor will evaluate the employee on each competency based on their performance and behaviors during the review period, considering the relative importance of each. They will then decide on a fair overall rating. For instance, it is possible to have four ratings of “Outstanding (4)” and six ratings of “Good (3)” and conclude that the overall rating should be “Outstanding (4)”. In this scenario, the significance of the four “Outstanding (4)” ratings outweighs that of the six “Good (3)” ratings. The supervisor should be prepared to discuss the reasons for these ratings and justify the overall rating decision. The rating “Too New to Rate" (0) should be used only if the employee has been at the university for less than two months. If the current job is new, the current supervisor should collaborate with the prior supervisor on the appraisal.

Performance Improvement Plan (PIP)

An Improvement Plan is required as a follow-up to any overall rating of “Unsatisfactory (1)” or “Needs Improvement (2)”. The Employee Relations Division of the Department of Human Resources will collaborate closely with the supervisor to establish a Performance Improvement Plan (PIP) to address performance issues. This PIP should be completed 60 days from the date the Unsatisfactory (1) or Needs Improvement (2) appraisal was issued. At the supervisor’s discretion and with approval from Human Resources, an additional 30-day extension may be granted to the employee.

Special Performance Improvement Plan (SPIP)

If performance issues arise outside of the annual performance appraisal cycle, please contact the Employee Relations Division of the Department of Human Resources to address these issues with a Special Performance Improvement Plan (SPIP).

For additional assistance, please call or contact a member of our Employee Relations Team.