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Human Resources

Performance Evaluation

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About the Performance Evaluation Process

The Wright State University performance evaluation process is a continuous responsibility for all our leaders, supervisors, and employees. In our process, conversations occur throughout the year to provide feedback on accomplishments and challenges and are recorded formally on an annual basis. This process is designed to capture the essence of the conversations held and also provide a formalized opportunity for the employee and supervisor to reflect on previous performance, share their outlook for the future, and commit to achieving goals that will move our institution forward.

The focused attention and commitment to ongoing dialogue by both supervisors and employees will:

  • Align every employee’s work with Wright State University’s goals
  • Establish expected behaviors to meet goals and objectives
  • Assess individual progress toward attaining University and departmental objectives
  • Recognize every employee’s contributions
  • Increase role clarity and enhance communication regarding future expectations

Providing employees with continuous, honest feedback and direction is vital to the engagement of our employees and is also essential to the growth and development of Wright State University.
 

Timeline

The period covered by the annual performance evaluation forms this year is April 1, 2021 to March 31, 2022. The timeline for this year’s annual submission is no later than the dates listed below for each step:

Date Step
March 31, 2022 The performance evaluation period closes
April 8, 2022 Self-Appraisal Form to be submitted to the supervisor
May 20, 2022 Performance Evaluation Form (Formal or Alternative) to be signed by the employee
June 3, 2022 Signed Performance Evaluation Form (Formal or Alternative) to be given to Human Resources
July 29, 2022 Human Resources to report supervisor compliance with the process to Deans/VPs

Full participation in this vital process is essential to our success. It is important for each of us to take time to reflect on where we have been, both individually and as an institution, and decide where we want to go in the future.
 

Guidebook

The Guidebook for the Wright State University Performance Evaluation Process (PDF)  is a tool to help supervisors and employees navigate the performance evaluation process. The Guidebook includes information about:

  • The importance of ongoing feedback and direction
  • How to structure continuous performance conversations
  • The recommended process for submitting annual performance evaluations
  • The timeline for the annual performance evaluation process
  • Information regarding the forms used in the annual performance evaluation process: the Self-Appraisal Form and both versions of the official Performance Evaluation Forms (Formal and Alternative)
  • Expectations for both the supervisor and the employee
  • Rating guidelines for Core Competencies/Expected Behaviors as listed on the Formal Performance Evaluation Form
  • Differences between a Development Plan and a Performance Improvement Plan
  • Setting goals and objectives
     

Forms

Wright State University uses two key types of documents in the annual performance evaluation process: the Self-Appraisal Form and the official Performance Evaluation Form (Formal or Alternative). These forms were designed for different reasons and are intended to accomplish different purposes. The purposes of each form are as follows:

Self-Appraisal Form for Employees

The Self-Appraisal Form (DOCX) is intended to be completed by the employee and kept in departmental files and not forwarded to Human Resources. The form provides a tool for employees and supervisors to review the current job duties of a particular position and any external obstacles that an employee is encountering to complete their work. Additionally, this form encourages a longer-term career path dialogue as well as a plan for further professional development.

Performance Evaluation Form (Formal or Alternative) for Supervisors

The Performance Evaluation Form (Formal or Alternative) is intended to be completed by the supervisor in conjunction with the employee and is forwarded to Human Resources for inclusion in the employee personnel file.

  • The Formal Performance Evaluation Form (DOCX) reviews stated objectives from the prior year and provides feedback on core competencies and expected behaviors. Additionally, this form sets goals for the following review year as well as a Professional Development Plan.
     
  • The Alternative Performance Evaluation Form (DOCX) is intended to be initiated by the employee’s unit head with significant information from the supervisor about an employee’s accomplishments and opportunities for progress. The form provides a record of ongoing conversations about an employee’s performance and aids the employee’s understanding of the purpose of their role at the University.

For a deeper understanding of the process and differences between each of the forms, please see the Guidebook for the Wright State University Performance Evaluation Process (PDF). The Guidebook also provides information about the timeline, performance improvement plans, and the process of goal-setting.

The three forms are similar in format to the ones used in recent years. Please note that to make the forms easier to use electronically, several sections of each document are unprotected. Please be careful not to inadvertently alter the text in those sections.

Additionally, please note that it may be easier to ‘mouse click’ into your intended sections in the forms than to use the ‘tab’ feature. Furthermore, please note that any ‘check boxes’ have to have an actual “x” placed in them. In order to make the overall form more user-friendly, the check box ‘form field’ was not able to be used.
 

Frequently Asked Questions

General Process Questions

  • Why do we do annual performance evaluations at Wright State University?

    Providing employees, both faculty and staff, with feedback and direction is essential to fulfilling Wright State University's mission as well as guiding employees in their growth and development and engaging them in the success of the university.

    The performance evaluation process is a powerful tool to help employees understand the importance of their contributions and to better align their own work with their unit goals as well as University goals. Further, the process creates open communication and allows for feedback to flow between employees and their supervisors.

  • Where are the university mission/vision/values and goals listed?

    Wright State University’s Mission, Vision, and Values

    Dr. Sue Edwards has shared her message of the “Three R’s – Recruitment, Retention, Relationships” regularly in communications with those in the university community. Read her initial message about those ideas. These goals can also be found in her message on the Alternative Performance Evaluation Form.

  • Is there a model that can be followed for the performance evaluation process?

    The recommended model can be found in the Guidebook for the Wright State University Performance Evaluation Process.

  • What is the timeframe for this evaluation cycle?

    The evaluation cycle for 2020-2021 runs from April 1, 2020 to March 31, 2021. Exceptions to this time period will only be considered for significant business reasons and will be granted on a limited basis. Any exception must be approved in advance by Human Resources.

  • Do all employees, even new ones, need a performance appraisal completed?

    All employees (including all staff and all non-bargaining unit faculty) are expected to have an annual Performance Evaluation Form completed. A significant part of the process is forward-looking and this communication engages them in the success of the university. All employees with a hire date prior to April 1 will be included on the compliance reports that are sent by Human Resources to the Deans/VPs.

  • Do adjuncts/“part-time on-call”/part-time employees need an evaluation?

    It is encouraged that all employees of the university have regular communication about performance and the purpose of their position. However, employees who have a full-time equivalency (FTE) of less than 15% will not be included in the compliance reports that are sent from Human Resources to the Deans/VPs.

  • Do we have to use the provided forms? What is the difference between the Self-Appraisal Form and the Performance Evaluation Forms?

    Yes, Wright State University uses two different types of forms for the annual performance evaluation process – the Self-Appraisal Form and an official Performance Evaluation Form (Formal or Alternative). For information about the purpose and differences of all the forms, please see the Guidebook for the Wright State University Performance Evaluation Process.

    As stated in the guidebook, you may supplement the required forms if there is relevant information that would be useful to record. Exceptions to the forms will be considered only for significant business reasons and will be granted on a very limited basis. Any exception must be approved in advance by Human Resources.

  • What training is being offered?

    Many questions can be answered by the Guidebook for the Wright State University Performance Evaluation Process developed by Human Resources. There are also on-line videos that provide an overview of the process, an in depth look at the Self-Appraisal Form and the Formal Performance Evaluation Form. Additional assistance and/or training can be requested from your unit’s respective HR Business Partner.

  • Does the employee have to sign the evaluation?

    While every employee must have the opportunity to discuss, read and sign their evaluation, there is no requirement that they actually sign it. If this occurs, the supervisor should note on the form that the employee refuses to sign and forward it to Human Resources after obtaining the second level signature.

  • The employee came to my department during this evaluation cycle. Or, I am a new supervisor who started supervising the employee during this evaluation cycle. Who does the evaluation for the first part of the evaluation period?

    If the previous supervisor is still at the university, the previous supervisor should provide input for the current supervisor to add to for completion. If the previous supervisor is no longer with the university, the current supervisor should complete the form with the information available and add any pertinent information for the next evaluation period.

  • What is the process to appeal an evaluation I do not agree with?

Self-Appraisal Form

  • Why is a self-appraisal part of the Wright State University performance evaluation process?

    The Self-Appraisal Form is provided as an instrument for employees to share their perspective on their job duties and any challenges they might be facing in completing those duties. In addition, it provides a way for employees to document their accomplishments and strengths and to reflect on how their supervisor and other work relationships may have impacted their performance. Finally, it gives employees a venue to discuss their long-term career interests and to develop ideas for growth and professional development.

  • Is the self-appraisal mandatory?

    While it is not required that any employee complete the self-appraisal, it is required that every employee be given the opportunity to complete one. Refusal to complete must be solely the employee’s determination.

  • What if I have more than five job duties to list in Section 1 of the self-appraisal form? Do they have to be ranked 1-5?

    The Self-Appraisal Form is not intended to be a complete job description or a listing of every detailed job responsibility. It is intended to be a starting point for discussion of the primary job duties to make sure that the employee and supervisor have a similar understanding of the employee’s work.

    Please try to group similar duties into the five sections listed. If absolutely necessary, the form should allow for additional lines to be added if you use the ‘tab’ function in the last line of the table. If that does not work, please use additional paper and attach it to the Self-Appraisal Form.

    Additionally, please make an effort to use the numerical scale (1 being highest). If you are unable to rank them using each number only once, please discuss them with your supervisor to help you understand what priority should be given to each of your job duties.

  • What if I changed jobs during the course of the year?

    You should complete the Self-Appraisal Form using any information that might be relevant to your current position. If there were challenges or achievements in your last role that would be applicable to your current role, please share them.

Formal Performance Evaluation Form

  • What if there are more than five Goals and Objectives to list in either Section 2 or Section 5 of the Formal Performance Evaluation Form?

    Please try to group similar goals and objectives into the five sections listed. If absolutely necessary, the form should allow for additional lines to be added if you use the ‘tab’ function in the last line of the table. If that does not work, please use additional paper and attach it to the Formal Performance Evaluation Form.

    Remember the Formal Performance Evaluation Form is not intended to be all-inclusive. Goals and objectives should be reviewed regularly for progress and relevance. They may change, grow or be removed as the evaluation period progresses.

  • Does every Core Competency/Expected Behavior have to be completed?

    The core competencies and expected behaviors were specifically selected because they are ones that the university wants every position on campus to have the opportunity to exhibit for at least some portion of the employee’s time.

    If employees are unsure of how a particular competency or behavior can be achieved in their role, they should ask their supervisors for input. If supervisors are unsure of how a competency or behavior could apply to their employees, they should contact Human Resources for input.

    If the supervisor and employee agree that a particular competency/behavior cannot be exhibited in a particular position, and they can show that consideration was given to how it might be achieved, the field can be left blank.

  • How does a supervisor or employee know what behavior constitutes “Meets Expectations,” “Does Not Meet Expectations,” or “Exceeds Expectations”?

    Explanations and examples of the level of performance expected for each of the rating categories can be found in the Guidebook for the Wright State University Performance Evaluation Process.

  • What is the difference between a Development Plan and a Performance Improvement Plan?

    A brief explanation of the differences between a Development Plan and a Performance Improvement Plan can be found in the Guidebook for the Wright State University Performance Evaluation Process.

  • What should be included in a goal or objective to make it most effective?

    Information about setting goals and objectives can be found in the Guidebook for the Wright State University Performance Evaluation Process.

Alternative Performance Evaluation Form

  • Why was the Alternative Performance Evaluation Form developed?

    From 2014 to 2019, Wright State University used only the combination of the Self-Appraisal Form and the Formal Performance Evaluation Form. In 2019, due to changes in leadership as well as financial difficulties and other challenges, university leadership elected to offer the option of the Alternative Performance Evaluation Form to streamline the process while still helping employees connect their day-to-day work to the broader work of the university.

  • What are the differences between the Formal and Alternative Performance Evaluation Forms?

    Both forms are available as options for departments/units to choose from based on their operational needs and performance management styles. There are some essential differences and uses for each of the forms.

    The Formal Performance Evaluation Form is more detailed and specific in the items covered. It is designed to be a communication tool between the employee and their supervisor. It includes an explicit list of core competencies and has a consistent scale of measurement. It also includes a detailed Professional Development Plan and directs that definitive goals be developed and formalized on the form.

    The Alternative Performance Evaluation Form is more narrative and flexible in its content. It includes messages to be conveyed from both the President of Wright State University and the Unit Head as well as communication between the Immediate Supervisor and Employee. The format of this form allows for competencies and expectations to vary between differing roles in a department and plans for documentation of professional development to be recorded outside the annual evaluation form. Additionally, this form commits to development of goals outside the form instead of requiring them to be written and reported annually.

  • Who is considered the “Unit Head” for purposes of writing the statement called for on the form?

    The person being designated as the ‘unit head’ for any particular employee is determined within each division/college/department/unit. Please work within the leadership structure to determine who is best to complete this for each distinct work group.

Managing Employee Performance

  • What should a supervisor do after March 31 of this year (i.e. this should be a continuous process – how should I manage it)?

    Supervisors should meet regularly with employees to provide feedback and discuss progress on an employee’s goals and objectives and other relevant performance. For further guidance on providing feedback and coaching employees, please contact the Human Resources Business Partner assigned to your area.