Performance Evaluations for Administrative Faculty due March 1, 2021
[NOTE: This announcement applies to administrative faculty only]
Performance evaluations for administrative faculty are required by Board of Regents' policy. More importantly, the annual performance evaluation process is a valuable tool for employees and supervisors. Evaluations for calendar year 2020 are due to Human Resources no later than March 1, 2021. Please send them electronically to: email@example.com.
- Employees with four or more months of service during 2020 (hired on or before September 1, 2020) should be evaluated on job performance and goal accomplishment.
- Supervisors do not need to complete evaluations for employees with fewer than four months of service during 2020. However, it is necessary to establish goals and objectives for these employees so they can be evaluated for calendar year 2021. Use the evaluation form to document these goals and objectives.
Summary Ratings / Required Forms
Evaluation forms are available in both .doc and .pdf formats on HR's website. Performance evaluations must include one of the following summary ratings: excellent, commendable, satisfactory, or unsatisfactory.
** Note: Faculty Affairs oversees the evaluation process for academic faculty. Visit the Faculty Affairs website for more information.
COVID 19 and the self-reporting / self-assessment forms
The COVID-19 pandemic has significantly impacted how faculty and staff operate. Some have worked remotely, while others have continued to work on campus. In either scenario, routine work has been disrupted.
The 2020 evaluations must recognize the effects the pandemic has had on productivity. To ensure a fair assessment, UNLV has added a question to the self-reporting forms or self-evaluation for administrative faculty. The question invites faculty to provide a brief statement summarizing the challenges faced and the impact on their tasks and goals. This question is optional and is not required to submit the self-report to your supervisor.
We encourage all faculty and staff to share their work experiences. We also advise supervisors to acknowledge everyone’s circumstances and realize the pandemic has affected everyone’s professional activities in various ways. Supervisors may respond to the faculty or staff’s COVID Impact Statement in the “Related Factors” section.
Visit the Office of Faculty Affairs annual evaluations webpage to view two documents to assist faculty and supervisors.
- For faculty: Best Practices for Writing COVID-19 Impact Statements
- For supervisors: Guidance for Supervisors Conducting Performance Evaluations
Record Keeping Requirements
A copy of the performance evaluation must be maintained in the following locations:
- Provided to the employee
- The department’s personnel files
- The office of human resources
The following guidelines will assist supervisors in conducting an effective and collaborative appraisal of the employee’s performance for the calendar year and set clear, measurable, goals and objectives for the upcoming evaluation period.
Items to Include
- List the employee's main areas of responsibility. This information can be found on the previous year's PDQ or evaluation. List what the employee has done well; communicate appropriate praise and be specific.
- List areas in which the employee needs to improve and reiterate any coaching, counseling, or feedback provided throughout the year.
- Include what you can do to help the employee. This can include providing training, resources, or setting clear expectations.
Remember to Avoid
- Surprises: There should be no surprises on an evaluation. An evaluation should not be the first place an employee sees or receives coaching, counseling, expectations, or feedback in writing.
- Personal Details: Any personal information that the employee has disclosed to you should not be included in an evaluation, i.e. vacations, financial status, personal or medical details about themselves or a family member, etc.
- FMLA/Leaves of Absence: Employees who are out on leave may have their performance evaluated as though they were not on FMLA leave; however, the evaluation period should not include the time the employee is absent. FMLA leave cannot negatively affect the employee's performance evaluation or promotional opportunities. Please contact firstname.lastname@example.org if you have questions regarding leaves of absence and evaluations
- Assumptions: Stick to the facts. Drawing conclusions that have not been vetted or discussed with an employee can have damaging effects to the employer/supervisor relationship. Instead, communicate with the employee and ask why or if a situation occurred to gain the employee’s perspective. This approach allows for a more valuable dialogue about expectations which can be reflected in the evaluation if it occurs within the evaluation period and prior to issuing the evaluation.
Beware of Biases
- Halo Effect: The tendency to overrate a favored employee, or an employee who had a prior good rating.
- Horns Effect: The tendency to rate an employee lower than circumstances warrant.
- Recency Error: Allowing outstanding work (or unsatisfactory work) immediately prior to the evaluation offset an entire year of performance.
- Cookie Cutter Effect: Not focusing on individual specific performance. Rating all your employees, or groups of employees the same.
- Self-Evaluation Acceptance: The tendency to accept what an employee has written to avoid conflict/uncomfortable conversation – even if the self-assessment is inaccurate.