What's in this guide?
We will cover the basics of performance management. If you're a beginner or need a refresher to help you get through this year's annual performance review, then this is a guide for you.
This guide will cover preparing for the review, evaluating performance and establishing performance standards.
Good preparation takes time.
Don't wait until the last minute. Reviewers and Reviewees should expect to spend a few hours preparing, especially if frequent performance conversations are not the norm.
First - Know the Job
Work can evolve over time. Its important for all parties to know exactly what a person in the role is doing and what they should be doing. Supervisors should reflect on what they think their direct report is doing and have a conversation to help identify any disconnects.
Review the Job Description
The foundation of the performance review should be the job or position description. If the job description isn't available or needs an update, supervisors can contact Erin Gleeson in the Office of Human Resources to get started.
Know the Strategic Goals
Goal 1: Position UB as the region’s premier professional, career-focused university.
Goal 2: Strengthen student success.
Goal 3: Solidify UB’s commitment to community engagement and service.
Goal 4: Organize for long-term financial stability.
Goal 5: Achieve excellence in research, scholarship and creative activity.
Goal 6: Strengthen UB’s commitment to diversity, equity, and inclusion.
Reflect on the following questions
What is the service the position is supposed to perform? As an education institution, we don't make widgets, but should the position be raising revenue or making contacts?
What's the job's impact on the University and its mission?
How is the job incumbent expected to interact with students, vendors, applicants, coworkers and supervisors?
What organizational values must be demonstrated? What departmental values should be demonstrated?
How is the position supposed to perform the work? Does it matter how the work is performed, or just the result? Is there a set process, method or maybe even checks and balances that must be adhered to?
Schedule the Review
Supervisors and staff should set a date in the future that allows for intentionality in the review. Each side should have the time to gather relevant data to support the review.
Next, we're going to go over establishing performance expectations.
Goals (Objectives)
A basic and easy-to-use format for writing a goal is "To [action verb] [key result] by [date] at [cost (where applicable)]."
Example: Reduce paper expenses by 15% within the first half of the fiscal year.
For more information, you can check out this SkillSoft Skillbrief.
Actions & Behaviors
To measure these, start with the phrase "Specific observable job-related behaviors."
Then, start with the job and state the range of behaviors employees must exhibit to successfully meet or exceed expectations.
Group these behaviors into broad categories.
Test to see if they answer this question: “How does someone act or behave when they do the job well?”
Now lets bring it all together.
The University PMP Form has five core categories.
Use this as a framework. For this rating period, the ratings will relate to the "Final" submittal.
If employees have established goals and standards separate from these, then try to tie them to a core area.
The second page includes space for comments and is the end of the required pages. If comments are longer than the boxes allow, and in many cases they probably should be, then just attach a page with the comments to the end.
Remember, supervisors and staff who are receiving any rating other than a "2" in any particular category need to justify the rating in the comments. Failure to do so may result in the PMP being rejected until the deficiency is corrected.
The rated employee, the supervisor and ultimately the department or division head need to sign the document. In some cases, that person is also the first-level supervisor of the rated employee. That's fine.
Sometimes, an employee may not wish to sign the PMP because they disagree with the rating. Refusing to sign a PMP form can be subject to disciplinary action. It's important to remember the signature is an acknowledgement of reviewing the document. It is not an indication of agreement. Non-exempt employees covered by a collective bargaining unit who disagree with their ratings can initiate a grievance in accordance with their MOU. Exempt employees may be able to initiate a grievance in accordance with USM Policy VII 8.00.
A few tips...
A rating of a "2" is acceptable. That's meeting the acceptable standards of performance.
In the Overall rating on page 2 of the form, if an employee was rated a "1" in any area, they should not be eligible to receive an overall "3" for the PMP.
If a party cannot articulate why an employee should receive a rating of a "3" a "1" or a "0" in any area, then it should probably be rated at a "2".
Half point ratings are not acceptable on the final document. Any half-point ratings will be returned to the supervisor. If the performance is meeting the threshold of any particular rating, or exceeding but not sufficiently exceeding that threshold, it's up to supervisors to have the conversation with the employee about how they can push their rating over the edge to merit the higher rating in the future.
Be open. Whether the Rater or the Rated, be open to evidence the other party is able to provide to support their rating.
With that, this quick-guide is concluded.
Be sure that all PMP's are either sent via email to David Elliott at delliott@ubalt.edu or physical copies are delivered to the Office of Human Resources.
Thank you for your time!