Timeline for Employee Performance Appraisal Process...3
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1 ... 2 Timeline for Employee Performance Appraisal Process
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3 TIME TABLE FOR THE COMPLETION OF 2019 PERFORMANCE EVALUATION PROCESS January 7, 2019 January 22, 2019 February 4, 2019 March 1, 2019 March 4, 2019 March 4, 2019 March 15, 2019 March 18, March 29, 2019 April 2019 July 2019 October 2019 November- December 2019 December 2019 Forms posted on Human Resources website at All supervisors schedule meetings with staff for evaluations; must be scheduled at least two weeks ahead of time. Annual Evaluation meetings between supervisor and employees. All signed evaluation forms submitted to Human Resources by supervisors. HR reviews the forms and meet with supervisors when there are questions. HR will submit forms to next-level supervisors (reviewers). Next level supervisors will review the forms and meet with supervisors when there are questions. Supervisors schedule and hold first Quarterly meeting with employees. Supervisors schedule and hold second Quarterly meeting with employees. Supervisors schedule and hold third Quarterly meeting with employees. Supervisors meet with each employee and discuss their job description. They will update the job description, as needed, to reflect any substantive changes to the key duties, responsibilities or requirements of the position. All final job descriptions (signed by employee, supervisor, and Vice Chancellor) should be sent to the Office of Human Resources. Supervisors, department heads and employees receive an e- mail announcing the start of the appraisal process and a link to the appraisal forms.
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5 Performance Competencies (Depending on position, some competencies may be more relevant than others.) Exceptional: Performance is consistently superior and significantly exceeds position requirements. Highly Effective: Performance frequently exceeds position requirements. Proficient: Performance consistently meets position requirements. Inconsistent: Unsatisfactory: New/Not Applicable: Performance meets some, but not all position requirements. Performance consistently fails to meet minimum position requirements; employee lacks skills required or fails to utilize necessary skills. Employee has not been in position long enough to demonstrate the essential elements of the position and will be reviewed at a later agreed upon date. Exceptional Highly Effective Proficient Inconsistent Unsatisfactory New/Not Applicable 1. Key Duty and Responsibility: To lead campus-wide outreach programs and initiatives in support of outstanding academic experiences for all learners. Performance Feedback (informationspecific, issue-focused, and based on observations): 1) Clear evidence of collaboration, communication and consistency. 2) Successful implementation and ongoing management of the (xxxxxxxx) curriculum. 3) Identification of (xxxxxxxxx) strategy that assured purposeful, consistent and effective advising. 2. Key Duty and Responsibility: Collaborates with key partners to envision the future of (xxxxxxxxx). Performance Feedback (informationspecific, issue-focused, and based on observations): 1) Secured provision of faculty development programs and workshops by working with (xxxxxxxxx). 2) Measured effectiveness of programming by soliciting user feedback.
6 3. Key Duty and Responsibility: Provide leadership, professional expertise, and direction in the planning and execution of high quality events and functions. Performance Feedback (informationspecific, issue-focused, and based on observations): 1) Event outcomes for (xxxxxxxxx) showed evidence of insufficient planning and/or attention to detail. This was discussed during a quarterly conversation and a model of responsiveness and collegiality has been present since.
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