Policies  |  Forms  |  Directory
U.Va. Human Resources
Performance Management:
Participating in the Evaluation Conversation

Steps in the Process...

Evaluation Conversations

The conversation between employee and manager is at least as important as the evaluative outcome. It makes your mutual expectations clear, sets goals for both parties, and maintains open lines of communication. Ideally, an evaluation conversation is just one part of a year-long process—one that has long-term positive outcomes, include higher employee morale, loyalty to the work team and the institution, and a sense of commitment and motivation.

Still, not everyone feels prepared for an evaluation or knows what to expect. Here are a few pointers that can help both staff and supervisors get ready:

For The Employee
Come to the interview with an open mind, prepared to discuss your performance in light of agreed-upon standards established in your Employee Work Profile Performance Plan. If you have done a self-assessment, give a copy of it to your supervisor at least two weeks before the scheduled Performance Evaluation Discussion.

Be prepared to cite special accomplishments or achievements. If you have letters of commendation or other documentation from peers, customers or others, include copies. Be honest about where you need to improve.

Remember that if your performance met the standards, your rating will be Contributor. Only if you consistently and considerably exceeded the specified standard should you rate yourself as Outstanding Contributor.

Think about a development plan for yourself, based on your strengths and areas to develop. Consider what support you may need from your supervisor to accomplish your goals/perform your duties.

For the Supervisor
To make the written portion of performance evaluation effective, the supervisor should obtain as much objective information as possible about the employee’s performance during the evaluation period. It is a good idea to take notes during the year on both positive and corrective events so you will have concrete examples of behavior to use. Other sources of data about employee performance include performance documentation such as attendance records, letters of complaint or commendation, examples of poor or outstanding work, activity reports, and your notes from observing and coaching sessions.

If you have followed the process so far, by the time you write the performance evaluation, you will have the information to do an effective job. You will have clear standards for goals and duties based on the employee’s Employee Work Profile. You will have a supportable basis for making your evaluations. You will have documented the employee’s performance and given clear feedback about the performance over the course of the evaluation period. You will have provided the employee with opportunities to improve performance when necessary so there will be no surprises about performance problems.

At the time of the written evaluation, both you and the employee will discuss the process and you will invite the employee’s input. If you follow these steps, you will find the process of performance evaluation to be constructive and satisfying.


Schedule the Evaluation Discussion
The first step in the annual written review is to set a time for the discussion and inform the employee of the time and place. Choose a quiet, neutral place where you will not be interrupted during the discussion. Also remind the employee that a self-assessment, while optional, can help the two of you in your discussion.

As a supervisor, when you prepare to write the performance evaluation, it is important to go over the rating scales and be sure you understand the ratings.

Extraordinary Contributor
  • Results or work that is characterized by exemplary performance throughout the entire rating period;
  • Performance that is considerably and consistently well above core responsibilities and performance measures.
  • Supervisors are encouraged to recognize incidents of employee performance that are truly extraordinary and document same on the Acknowledgement of Extraordinary Performance form. The form must be signed by the supervisor and the reviewer prior to being given to the employee.
  • A copy must be sent to HR at the time the form is issued and a copy should be attached to the annual evaluation form when evaluations are completed at the end of the evaluation cycle.
  • To be eligible for an overall rating of Extraordinary Contributor, an employee must receive at least one documented Acknowledgement of Extraordinary Contribution during the rating cycle. This does not guarantee or necessarily warrant an overall rating of Extraordinary Contributor
  • Contributor
    • Results or work that is characterized by fully meeting job functions and fully meeting performance measures. This rating recognizes work that is “at” or “above” the performance standards throughout the performance cycle. Employees at this level are achieving core responsibilities and performance measures as outlined by the supervisor.
  • Below Contributor
    • Results or work that fails to meet performance measures. Supervisors should immediately identify poor, substandard, or unacceptable performance. First-time or marginal performance issues should be addressed through informal performance counseling or coaching.
    • An employee cannot receive an overall rating of Below Contributor unless s/he has received at least one Notice of Improvement Needed/Substandard Performance and an agreed upon performance improvement plan meeting the criteria in the previous paragraph has been implemented.
    • Receiving a Notice of Improvement Needed/Substandard Performance does not guarantee or necessarily warrant an overall rating of Below Contributor.

Top

Prepare the Written Evaluation
All supervisors will use the Performance Evaluation form for planning and for review (parts V – IX of the EWP).


Collect and Review Data
As you prepare to write evaluations for your direct reports, allow enough time to carefully evaluate each employee’s performance. Use the information in the employee’s self-assessment and Employee Work Profile, and go over the goals, duties, and standards you developed earlier. Collect any notes you made during the year on performance, the results of coaching sessions, and any other data you have that bears on performance.

Compare Performance to Standards
Think about how well the employee achieved goals/performed duties and demonstrated the University’s values based on the standards or expectations you developed. For all functions, consider these questions:
  • How does the employee’s level of performance compare with the agreed-upon performance standards?
  • How was the level of performance confirmed? Did you observe it? Did the employee report it? Are there independent measures or work products?
  • What were the consequences, results and impact of the performance?
Use specific examples gathered from your notes in your descriptions of results, describing behavior that did or did not meet the agreed-upon standards.


Develop Overall Rating
The employee’s overall performance also needs to be assigned a rating. It is important to write a description of the employee’s overall performance, and not simply assign a rating without explanation. This is an excellent opportunity to recognize accomplishments and indicate areas for development. It is an important communication tool. When preparing the Overall Rating, consider how successfully the employee achieved specified goals and performed duties. In other words, how well did the employee perform? If the employee did not perform well, were there extenuating circumstances which affected the employee’s ability to achieve the desired results? Note if the employee sometimes surpassed the agreed-upon standards. How often did that occur? What impact did the employee’s performance have on the attainment of the department’s goals? Consider the completed form a draft, which may be revised and will be completed after the Performance Evaluation Discussion.

It is important to remember that when you are evaluating employees, their performance is being compared to the specific, agreed-upon standards set for that employee. It is not appropriate to rate employees on a “curve,” as they are not competing with anyone but themselves for their performance rating. When you assign the Overall Rating to an employee’s review, this should be a summary of your opinion of how well the employee performed during the evaluation period.





Top


The Performance Evaluation Discussion

  1. Give the employee sufficient notice of the time and place of the meeting. Allow at least one hour for the discussion. Hold the evaluation in a private place where you will not be interrupted.

  2. Bring to the meeting the Performance Evaluation Form you have completed, the employee’s self-assessment if they have one, and any other relevant documentation, such as the Job Description, work products, etc.

  3. Open the discussion by stating the purpose of the meeting and summarizing the points you will be covering.

    The objectives for the discussion are to:

    • Review, discuss and confirm your understanding of the accomplishment of goals/duties as described on the EWP;
    • Recognize strengths and achievements;
    • Confirm previously identified areas needing improvement and agree about how improvement is to be accomplished;
    • Review the employee’s career development goals;
    • Set new goals/standards for the next evaluation period;
    • Agree upon the support you will provide the employee in the coming year.

  4. If the employee has done a self-assessment, consider that in conjunction with your assessment, and discuss areas of agreement and difference. Consider whether anything raised in your discussion of the employee’s self-assessment sheds new light on your assessment, and be prepared to modify your evaluation if appropriate. If performance meets or exceeds the standards, recognize these accomplishments.

  5. If performance needs improvement, identify specific areas for development and jointly develop an action plan.

  6. Ask the employee why s/he is not meeting standards. You can offer your own input on possible causes. The goal of this discussion is for both of you to understand the reasons why the standards are not being achieved. Ask the employee for potential solutions, and brainstorm together until you both can agree on specific, practical solutions.

  7. Discuss previously identified areas for improvement. Ask the employee how s/he plans to improve performance and introduce your own ideas for improvement planning. No problems should be raised during the evaluation that you have not discussed with the employee during the evaluation period. Remember to critique the work, not the person. Be as specific as possible, relating areas of improvement to the work standards.

  8. Be open to employee questions and concerns. Listen carefully to be sure you understand the issues, and avoid responding defensively. If you need more information, meet with the employee again at a later date. Do not let yourself get caught up in a debate or argument. When employees require corrective feedback, give it straight. When employees merit praise, give it to them.
  9. Attempt to resolve differences, misunderstandings and disagreements that surface during the evaluation. Be sure that both of you are satisfied that all important points have been covered.

  10. Write what you will do to support the employee in improving performance and developing skills.

  11. Set goals and update standards for the next evaluation period.

  12. Finish the discussion by summarizing what was discussed and the results of the meeting. Reinforce work that was well done. Close on a positive note.

Tips for giving employees performance feedback
Address performance problems as an opportunity for professional development.
  • Listen actively to the other person's concern.
  • Remember and acknowledge that negative feedback is both hard to give and hard to receive.
  • Identify and/or ask for specific behaviors or training needed to correct performance difficulties.
  • Work together on one performance concern at a time. If there are multiple concerns, schedule additional meetings.
  • Problem-solve together to identify a course of action acceptable to both parties and then identify when you will meet again to evaluate outcomes.
  • Don't discount emotional responses that are bound to occur. Take a break to relieve tensions if emotions become extreme and reschedule the meeting if necessary.
  • Work to communicate assertively rather than aggressively or submissively.
Top

Finalize the Performance Evaluation
If, during the discussion, you decide to change any of the ratings, note the changes and inform the employee that you will provide a new copy of the evaluation with the changes in a few days. Schedule another meeting to go over the final version of the form.

The last task is to start planning for the coming year by deciding on the goals/duties for the next evaluation period. Note these and provide a copy to the employee. You may do this in the Performance Evaluation Discussion or schedule another meeting at a later time for goal setting.

Obtain the employee’s signature on the form to indicate that the discussion was held. Give the employee time to write comments or append documentation to the form. If the employee refuses to sign the form, allow him/her some time to digest the material and prepare any additional documentation. Assure the employee that signing the evaluation does not indicate agreement of the rating, just confirmation that they were given the opportunity to review the evaluation. If the employee disagrees with the evaluation and you are not able to resolve the disagreement, the employee could speak with your supervisor or with Employee Relations. If the employee has not signed the form after a reasonable time, note that information on the form, and sign it yourself. Give the employee a copy of the completed form.

Send a copy of the form to the person who handles HR in your area.

Conduct appropriate follow-up sessions to discuss training, set goals and standards for the next evaluation period, or coach for improved performance.