Texas State Performance Appraisal System

1. Texas State Performance Appraisal System Putting the Pieces Together

2. These quotes were reportedly taken from actual federal employee performance evaluations: "Since my last report, this employee has reached rock bottom and has started to dig." "His men would follow him anywhere, but only out of morbid curiosity." "This employee is really not as much a has-been, but more a definite won't be." "Works well when under constant supervision and cornered like a rat in a trap." "When she opens her mouth, it seems that it is only to change feet." "He would be out of his depth in a parking lot puddle." "This young lady has delusions of adequacy. " "Takes him 1� hours to watch 60 minutes."

3. Goals of the Training Review the Performance Appraisal UPPS Explain performance expectations, standards, weights, ratings and scores Discuss how to conduct effective appraisal conferences Update you on policy changes Explain how to complete forms Explain the appeals process Answer your questions!

4. How is performance appraisal done at Texas State? Guidelines for performance appraisal are set forth in UPPS04.04.20, Staff Performance Appraisal. This UPPS establishes a system for the appraisal, development and documentation of regular staff performance.

5. Goals of Performance Appraisal To provide the opportunity for the supervisor and employee to assess the employee�s past performance. To help assess that the quality and quantity of work performed by Texas State staff members best meets the University needs. To allow for continuous communication between supervisor and employee about job performance.

6. Goals of Performance Appraisal To offer the supervisor and employee the opportunity to develop a set of expectations for future performance. To provide for future development of the employee. To provide supporting documentation for pay decisions, promotions, transfers, grievances, complaints, disciplinary actions and terminations.

7. At a minimum the performance measurement system should provide: A clear sense of direction. An opportunity for employees to participate in setting the goals and standards for performance. Prompt, honest, and meaningful feedback Immediate and sincere reinforcement.

8. At a minimum the performance measurement system should provide: Coaching and suggestions for improving future performance. Fair and respectful treatment An opportunity for employees to understand and influence decisions with affect them.

9. Advantages of Appraisal System Defines job duties Identifies work products that result from job duties Describes knowledge, skills and abilities (KSAs) needed to perform job Identifies the value of each duty Job duties relate to performance expectations

10. Appraisal Cycle By March 15 of each year, supervisors develop and give each employee a performance plan covering the remainder of the calendar year In January and February of the following year each employee�s accomplishment of the performance plan expectations is appraised The cycle repeats annually

12. Definitions GOJA Booklet - An individualized listing of duties, KSA�s, and other requirements for a position Performance Appraisal - a continuous process in which a supervisor assesses an employee�s achievement of previously established performance expectations Performance Expectation - a statement on a duty from the GOJA booklet which summarizes a significant portion of the job.

13. Definitions Performance Standard - how we know a goal or duty has been accomplished in an acceptable manner. There are four kinds (quality, time, quantity, and resource), and we will review them in a short while.

14. In this session we�ll discuss a fictitious employee named Vicki Anderson. Vicki is a Human Resources Assistant, and we�ll use section 5 of her GOJA to develop her Performance Appraisal Form. Vicki�s supervisor has reviewed her GOJA, and there have been no substantive changes in it. So, the supervisor selects 8 - 10 duties to be evaluated. For example...