Performance Management and Performance Evaluation Overview
UNL Department of Human Resources (2010)
Performance management is a partnership between an employee and his/her supervisor to optimize performance,
build effective feedback and communication, enhance employee growth and development, and develop goals
that are consistent with department/college strategic plans.
A performance evaluation is a part of performance management. The distinctions between the two are
highlighted below.
Performance Evaluation Performance Management
Focus is on evaluation Focus is on employee development
Seen as a once-a-year event Seen as an ongoing, daily process
Discussions happen when salary increases are awarded Discussions happen frequently; formally at least
or performance problems emerge twice a year
Forms are designed to evaluate performance and rank Forms are designed to evaluate performance and plan
employees for employee development
Feedback occurs primarily in the appraisal/review Both positive and negative feedback occur frequently
discussion
Supervisors are encouraged to evaluate performance within the context of performance management.
Reasons for Conducting Performance Evaluation
Communicate organizational goals and objectives
Motivate employees to improve performance
Heighten productivity
Growth and Development
Distribute organizational rewards equitably
Assess match between knowledge, skill and ability with performance and job requirement
When to Conduct Performance Evaluation
UNL Policy (http://bf.unl.edu/hrpolicy/PerformanceEvaluations.shtml): Written performance evaluations
should be completed on a regular basis and retained in the department. Evaluations should occur at the
following times
At the end of the original six-month probationary period
Annually, either on the anniversary of the employee’s hire date or at another time designated by the
department
At any time the supervisor wishes to record noteworthy performance, either favorable or unfavorable
Challenges in Conducting Performance Evaluations
Changing nature of work, i.e., technological changes, job duties, or change in scope of work
Rating performance objectively
Shift to emphasis on team orientation (necessitate multi-rater evaluations)
Limited organizational rewards and consequences
Scarce resources
Reducing employee defensiveness or anxiety and increasing dialogue and recognition
Approaches to Conducting Performance Evaluations
Develop a system that encourages employee participation in establishing performance standards
Develop standards based on critical job elements
Assess employee against performance standards rather than each other or some statistical guide
Set and evaluate goals
Clarify performance expectations
Utilize ongoing coaching, communication and feedback
Provide timely and accurate documentation
Base evaluation on actual performance, not subjective feedback
Consider including self evaluation, peer, customer input (360 ○ feedback) where applicable
Promote consistency within the department
Establish SMART Goals:
Specific
Measurable
Agreed Upon
Realistic
Timed
Steps in Conducting Annual Performance Review
Review job description and goals established for the year
Review last year’s performance evaluation
Review documentation in management file
Review peer and customer input
Review employee’s self evaluation
Take into account environmental factors (e.g. organizational changes, FML protected absences, etc.)
Effective Performance Appraisal
Uses specific objectives previously set with employees as standards to measure progress
Puts the employee at ease and explains the purpose of the feedback interview
Encourages and supports
Is clear about consequences if performance does not improve
Criticizes performance, not the person, when giving negative feedback
Obtains employee participation and encourages self-evaluation
Uses specific examples to support ratings
Has the employee summarize the feedback to ensure understanding
Creates a future plan of development jointly with the employee
Guidelines for Improving Performance Appraisal Interviews
Review evaluations written by other experienced supervisors to see what works and what doesn’t
Keep notes throughout the evaluation period. Do not rely on recall at the end of the review period.
Seek input from other observers when appropriate (i.e., customers).
Educate employee regarding evaluation philosophy and standards of performance in advance. Provide
examples of what constitutes “exceeds expectations”, “meets expectations”, and “needs improvement”.
Know what you are looking for. Evaluate the right things. Concentrate exclusively on factors directly
related to job performance.
Don’t include rumors, allegations, or guesswork as part of your written evaluations.
Be complete: Include both positives and negatives.
Do not be afraid to criticize. Do not forget to praise.
Focus on improvement. Use the evaluation to set goals for better performance.
Supplement periodic written evaluations with frequent verbal feedback. Negative written evaluation
should not come as a SURPRISE.
Do not put anything in writing that you would not say to the employee in person.
Say what has to be said clearly and move on.
Be as specific as possible; use examples.
Relate evaluations to previous reviews. Are things better? Worse? The same?
Allow plenty of time to prepare evaluations properly. Do not work under pressure.
Avoid completing an evaluation when you are angry, frustrated or tired.
Focus on developing the employee and utilizing his/her strengths.
Be willing to change an evaluation if new information becomes available.
End the evaluation on a positive note. Let the employee know you value his/her contributions and
efforts.
Employee’s Roles in the Evaluation Process
Detail personal performance and accomplishments, and compare to last review
How have my responsibilities supported the strategic direction of our program?
What have been my most important contributions and accomplishments during the review period?
What do I need to do to further enhance my performance?
How has my manager helped or supported my performance during the review period? What else could
my manager do in the future?
What strengths have led to my success this far?
What skill would make me a more valued contributor in my current job? Is there a task or project in
which I can develop those skills?
Are there professional development opportunities which would enhance my job and increase my skills
and abilities?
Are there revisions needed for my job description or goals?
Employee Concerns about Review
Discuss concerns with your supervisor; be clear and specific. Ask questions to clarify meaning and
intent.
Reach agreement/understanding about this review period, and use current concerns to clarify for next
review period.
You have five business days to respond in writing to your evaluation if you so wish. Your response will
be placed in your employee file with the evaluation.
If you have tried to resolve your concerns unsuccessfully with your supervisor, you may talk with your
supervisor’s supervisor.
Selecting Evaluating Resources and Forms
URL for UNL Policy on Performance Evaluations: http://bf.unl.edu/hrpolicy/PerformanceEvaluations.shtml
URL for Employee Performance Evaluation Forms: http://hr.unl.edu/forms/
For more information, contact UNL Employee Relations http://hr.unl.edu/er/ or Organization Development at
http://hr.unl.edu/orgdev/
