Performance Descriptor Ratings

Changes in P&S Performance Evaluation Practices

One of the goals of the compensation and classification redesign was to better recognize and reward job performance. Two specific changes are being made to better use information from performance evaluations in determining July 1 salary increases.

The first change is moving the due date for annual performance reviews to be completed by March 31 of each fiscal year. This timing will help better utilize performance reviews when making salary decisions during the budget process.
The second change is to use a performance descriptor to describe each staff member’s overall job performance as part of each annual performance review. The descriptors will identify individual performance as distinguished, commendable, effective, or improvement needed, and will be recorded in HRIM along with the date of the evaluation. We anticipate that the majority of staff will be identified by the "commendable," "effective” descriptors, with a smaller number of individuals identified for their exceptional performance, or as “needing improvement."

By making these changes, University Human Resources will be able to provide supervisors with more specific guidance for making individual salary decisions, recognizing both performance and market considerations.

Performance Review Timeline

In order to meet budget timelines, annual performance reviews (or an update to the annual review) must be completed before March 31 of each year. This will incorporate the performance descriptor as part of the salary planning process, in addition to salary range and median zone position.
- Note: this means that April 1 - March 31 is the new performance review year, e.g., a review done April 15, 2012 will be for the budget year FY14, that is, July 1, 2013 salary increase.
- Performance descriptors are entered in Employee Self Service - Administration - HR Online Update - Performance Appraisals. Access to this information is limited to only those with appropriate security.
UI Health Care reviews are due February 28th of each year.
The optional new Performance Review template and instructions (docx) consists of the Performance Review Tool Components, including the Performance Descriptor Ratings. It will be optional for orgs/units to use this paper based tool. If an org/unit is developing a new tool, it is recommended to move to this format to ease transition since this will become the common format.
When an Integrated Talent Management solution is available, the common review tool (including the rating scale) will be used.

Recommended Performance Review Tool Components

Senior Human Resource Leaders on campus have identified the following as recommended components in any performance review, regardless of the format of the document used. Not all forms in use will match with these recommendations, but it is hoped that over time, these will be commonly adopted by all campus employers.

Universal competencies:

Positive Impact/Achieving Results
Service Excellence/Customer Focus
Collaboration/Embraces Diversity

List of accomplishments, goal achievement and job expectations (these may include related Key Areas of Responsibility, KAR).
For Non-bargaining unit staff:
- Supervisors: To locate your employees' Key Areas of Responsibilities (KARs) use the job classification tool located in Employee Self-Service - Administration tab - ePersonnel File (Supervisors) - locate the employee and select their Title.
- Employees: To locate the (KARs) for your classification, use the job classification tool located in Employee Self-Service – My ePersonnel File – Title.
For SEIU employees, refer to the job description.
Overall performance rating required FY 2012-13 and thereafter.
Goals for the next year including career development goals and a plan to meet those goals.

Overall Performance Descriptor Instructions

Instructions for raters:

The overall performance rating must take into account all aspects of performance noted above. Being technically competent is not sufficient if outcomes are not achieved or if the employee does not act consistent with our Universal Competencies (ex., produces a significant amount of work but not in a collaborative manner). Providing specific examples of actions, projects or initiatives will aid in determining which descriptor to use.
It is normal for a fully proficient and well performing employee to be rated at the Distinguished, Commendable or Effective category in different performance years as in a particular year the employee may make different levels of contribution which should be recognized.
When reviewing performance, take into consideration time in role, whether that is formally in this position or time in new responsibilities within a position. Most employees who are new to a role will develop appropriately and may be rated within the Effective category.
When reviewing performance, be mindful of the halo effect: a good rating in one component should not overly influence the overall rating if other components are not as positive. Also, recent performance which was not indicative of the overall performance for the year should not distort our thinking.
Some employees new to a role may be progressing but developing less rapidly than expected. Some current employees may be performing inconsistently in terms of quality and quantity, or lack the proficiency that is needed to fully and efficiently perform the job. These individuals should be rated at the Improvement Needed descriptor as they continue to develop performance and/or proficiency to expected levels.
Some employees may have had performance or proficiency over the year that has not met expectations, and there were previous attempts to enhance performance documented. These employees should also be rated as Improvement Needed.

Performance Descriptor Ratings, Typical Employee Profile and Recommended Actions

Supervisors will assign a performance descriptor to describe each staff member’s overall job performance as part of each annual performance review. The descriptors, as defined on this webpage by the employee’s relative performance, are recorded at the time of the performance evaluation. By referring to this descriptor, supervisors will more easily factor performance in determining salary increases for July 1, as part of the University’s budget cycle. The potential impact of each descriptor on individual salary decisions is described below.

Performance Descriptor	Distinguished Performance and Accomplishments	Commendable Performance and Accomplishments	Effective Performance and Accomplishments	Improvement Needed
Typical Employee Profiles, considering KARS, Goals and Universal Competencies	Performs at an exceptional level of effectiveness in achieving goals and ongoing work responsibilities; creatively solving problems and making significant, notable change in spite of significant obstacles; and contributing positive ideas to workplace techniques and programs that benefit the unit, the University and/or the area of expertise. Applies a skillset and/or institutional knowledge that is key to the ongoing success of the unit	Proactively meets and frequently exceeds expectations, goals and ongoing position responsibilities; makes a significant contribution to achieving unit goals A talented and valued employee who increases job knowledge/skills and exceeds goals; often seeks and achieves success on additional responsibilities and goals Uses analytical and critical thinking to proactively improve, and develop new programs, processes, and approaches as a response to internal and external challenges	Consistent, ongoing accomplishment of goals and ongoing work responsibilities; competent contributor in terms of work output, quantity/quality and contribution to unit success Readily adjusts to changing situations and additional work; is adept at addressing problems and improving processes Stays abreast of changes in the field Meets expectations for learning, growing and performing job duties; may include a new employee who is developing and performing consistent with expectations for the period of review	Inconsistent job performance related to goal achievement, quality, quantity of work and/or the individual is not yet technically proficient or does not show sustained and continuing progress toward achieving proficiency, ongoing work results, or goals Frequently needs assistance, requires more supervision, and/or deadlines may be missed; work may need to be or has been modified or reassigned to others May be developing less rapidly than expected as a new employee or as a current employee in learning new skills, procedures, technology, etc. Universal competencies not consistently met in the performance of job duties
Action Related to Base Pay Increases and/or Continuing Performance Management	Rating at this level requires examples of exceptional accomplishments with narrative on how performance contributes significantly toward org/unit Recognize performance in July increase to base consistent with UI salary policy. Increase amount depending upon relative performance, placement in market range and resources available. Above average increase may require specific justification for approval. Continue to offer opportunities to add value to the unit/organization through continued development, expanded scope, committee/project participation, etc.	Rating should be reflective of and consistent with the illustrations of goal accomplishments and work responsibilities Recognize performance in July increase to base consistent with UI salary policy. Increase amount depending upon relative performance, placement in market range and resources available. Enhance skills for future opportunities (stretch assignments)	Rating should be reflective of and consistent with the illustrations of goal accomplishments and work responsibilities Recognize performance in July increase to base consistent with UI salary policy. Increase amount depending upon relative performance, placement in market range and resources available. Enhance skills for continuing performance and growth	Rating at this level may be based upon previous documentation of performance issues during the review period and requires illustrations of ongoing or sustained improvement needed Typically, this level of performance is not eligible for July increase; where base salary is below the pay level minimum, a market adjustment may be required but needs to be clearly noted as market based and not on performance when communicating with the employee Clarify job responsibilities and redefine performance expectations; hold more frequent performance discussions to monitor and coach performance; may consult with HR as a resource or continue with Performance Improvement Plan (PIP)

Performance Descriptor

Distinguished Performance and Accomplishments

Commendable Performance and Accomplishments

Effective Performance and Accomplishments

Improvement Needed

Typical Employee Profiles, considering KARS, Goals and Universal Competencies

Performs at an exceptional level of effectiveness in achieving goals and ongoing work responsibilities; creatively solving problems and making significant, notable change in spite of significant obstacles; and contributing positive ideas to workplace techniques and programs that benefit the unit, the University and/or the area of expertise.

Applies a skillset and/or institutional knowledge that is key to the ongoing success of the unit

Proactively meets and frequently exceeds expectations, goals and ongoing position responsibilities; makes a significant contribution to achieving unit goals

A talented and valued employee who increases job knowledge/skills and exceeds goals; often seeks and achieves success on additional responsibilities and goals

Uses analytical and critical thinking to proactively improve, and develop new programs, processes, and approaches as a response to internal and external challenges

Consistent, ongoing accomplishment of goals and ongoing work responsibilities; competent contributor in terms of work output, quantity/quality and contribution to unit success

Readily adjusts to changing situations and additional work; is adept at addressing problems and improving processes

Stays abreast of changes in the field

Meets expectations for learning, growing and performing job duties; may include a new employee who is developing and performing consistent with expectations for the period of review

Inconsistent job performance related to goal achievement, quality, quantity of work and/or the individual is not yet technically proficient or does not show sustained and continuing progress toward achieving proficiency, ongoing work results, or goals

Frequently needs assistance, requires more supervision, and/or deadlines may be missed; work may need to be or has been modified or reassigned to others

May be developing less rapidly than expected as a new employee or as a current employee in learning new skills, procedures, technology, etc.

Universal competencies not consistently met in the performance of job duties

Action Related to Base Pay Increases and/or Continuing Performance Management

Rating at this level requires examples of exceptional accomplishments with narrative on how performance contributes significantly toward org/unit

Recognize performance in July increase to base consistent with UI salary policy. Increase amount depending upon relative performance, placement in market range and resources available. Above average increase may require specific justification for approval.

Continue to offer opportunities to add value to the unit/organization through continued development, expanded scope, committee/project participation, etc.

Rating should be reflective of and consistent with the illustrations of goal accomplishments and work responsibilities

Recognize performance in July increase to base consistent with UI salary policy. Increase amount depending upon relative performance, placement in market range and resources available.

Enhance skills for future opportunities (stretch assignments)

Rating should be reflective of and consistent with the illustrations of goal accomplishments and work responsibilities

Recognize performance in July increase to base consistent with UI salary policy. Increase amount depending upon relative performance, placement in market range and resources available.

Enhance skills for continuing performance and growth

Rating at this level may be based upon previous documentation of performance issues during the review period and requires illustrations of ongoing or sustained improvement needed

Typically, this level of performance is not eligible for July increase; where base salary is below the pay level minimum, a market adjustment may be required but needs to be clearly noted as market based and not on performance when communicating with the employee

Clarify job responsibilities and redefine performance expectations; hold more frequent performance discussions to monitor and coach performance; may consult with HR as a resource or continue with Performance Improvement Plan (PIP)

Note: Other actions that can be taken to recognize/reward performance on a specific project or meeting a one- time goal may include use of flex pay awards such as Spot Awards or Exceptional Performance Awards that are not additions to base pay.

Non-monetary actions are powerful - visit Keeping Your Employees Engaged for supervisory strategies.

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Updated February 2012

HUMAN RESOURCES-Learning and Development