Performance Evaluations For Employees

At the beginning of the evaluation cycle a performance program is created listing tasks and/or objectives that an employee is to perform during the evaluation cycle.

1. Develop a draft of standards for evaluation
2. Discuss and obtain feedback
3. Prepare final version
4. Have employee review, date and initial the performance program
5. Provide employee with a copy
6. Retain a copy for use during the performance appraisal process
7. Send the original copy to Personnel Services

1. Observe and informally review performance
2. Provide coaching and feedback
3. Conduct six-month rectification (optional for CSEA)
   1. Meet with employee and review performance at the midpoint
   2. Reaffirm or revise the performance program
   3. Assign proposed rating (not appealable)
   4. Obtain supervisor and employee signatures

1. Draft the performance appraisal by comparing actual performance with the program
2. Conduct the appraisal interview without rating; get employee input
3. Finalize written appraisal and recommend rating
4. Reviewer reviews and approves or changes rating
5. Discuss approved appraisal and rating with employee
6. Provide employee with an opportunity to add comments
7. Obtain employee signature
8. Provide employee with a copy
9. Prepare performance program for the next evaluation cycle (see Section I)
10. Send original appraisal and new program to Personnel Services, 104 Crofts Hall, North Campus

• Provides basis for appointments, promotions, discretionary salary increases.
• Provides basis for performance improvement.
• Serves as a guide to reevaluate job functions.
• Provides basis for career growth.

For new employees, the supervisor should consult with the employee concerning the performance program within the first month of employment and establish the performance program within fifteen (15) days of the consultation.

1. Begin the process with a discussion between the employee and the supervisor concerning:
   1. The nature of the employee’s duties and responsibilities
   2. Supervisory relationships
   3. Functional relationships
   4. Immediate and long-term objectives
   5. Criteria for evaluating achievements of objectives
2. After consultation with the employee, the immediate supervisor determines the objectives to be achieved during the evaluation period.
3. The immediate supervisor, after consultation with the employee, determines any secondary sources of consultation.
4. As a result of these discussions, objectives are stated in the performance program.
5. The performance program is reviewed by the evaluator’s supervisor for approval and signature.
6. The finalized program is signed and dated by the employee and immediate supervisor. Copies are distributed to the employee, the evaluator’s supervisor and the department. Suspend a copy for use during performance appraisal process. The original is sent to Human Resource Services, 120 Crofts Hall, North Campus.

• Observe and informally review performance.
• Provide coaching and feedback.

1. Draft the performance appraisal by comparing actual performance with the program.
2. Consult with secondary sources listed on the performance program.
3. Review the draft appraisal with employee.
4. Review the draft appraisal with the evaluator’s supervisor for approval.
5. Sign and date appraisal and secure the signature of the employee.
6. Prepare new program for next evaluation cycle (see Section II).
7. Provide the employee and the evaluator’s supervisor with a copy.
8. Send completed appraisal form to Human Resource Services, 120 Crofts Hall, North Campus.

All professional employees with temporary, term, and permanent appointments must be evaluated annually. The anniversary of the appointment is typically used as the evaluation date. The evaluation cycle may be changed or adjusted as long as the employee is evaluated at least once during the year. The following events can modify an evaluation cycle:

• A leave of absence adjusts the evaluation cycle by the number of days the employee is on leave
• A change in title and/or grade or a promotion
• A change in department
• A change in supervisor

When a professional employee’s term appointment is non-renewed, a final evaluation must be completed based on the current performance program. The final evaluation must be completed no less than forty-five (45) calendar days prior to the notification date for non-renewal of a term appointment. Article 32 of the UUP Agreement outlines the notice requirements for non-renewal of term appointments as follows:

• Forty-five (45) days prior to the end of a part-time service appointment
• Three (3) months prior to the end of a term expiring at the end of an appointee’s first year of uninterrupted service with the University
• Six (6) months prior to the end of a term expiring after the completion of one, but not more than two years of an appointee’s uninterrupted service with the University
• Twelve (12) months prior to the expiration of a term after two or more years of uninterrupted service within the University
• Notwithstanding the above provisions, full time employees with titles in Appendix B-1 and B-2 of Article XI of the Policies of the SUNY Board of Trustees shall receive not less than six months notice priorto the expiration of a term appointment