Exempt Performance 7.
2
Reviews
Date: Approved June 23, 2008 Page: 1
Policy
The performance review process is a formal communication which is an integral
part of performance management and is tied to compensation. All exempt and
management employees will have an annual review of their performance using
the performance review system outlined in this policy. Annual compensation is
tied to this review and the ratings received by employees.
Procedure
The performance review process is as follows:
July The VP’s will access the Presidents Mandate and Objectives posted on
the intranet, outlining key objectives for the University, and from this
develop a list of key objectives for their respective division. This is shared
with each employee and will form the basis of objectives established for
departments/programs and for individuals.
August The Manager/Supervisor and the employee meet to discuss potential
objectives/targets. Once agreed upon, they are entered into the
Performance Planning document. Performance criteria are also
established. A copy of the document is sent to the VP.
December The Manager and the employee meet to do a review of progress to date
and review if the targets are still appropriate. . Any changes are noted on
the Checkpoint Meeting Form, with a copy to the Manager, the employee
and the VP.
May A performance review meeting is held between the supervisor and
employee to confirm the achievement and setting of targets and goals.
Also at this meeting the Manager and the employee reach agreement
where possible, on the recommended ratings and comments, including
the Learning/Development Plan.
June The President and VP’s will meet to review each recommendation and
may require the Manager to provide additional information. Final ratings
to be documented and shared with the employee after Vice-Presidential
and Presidential review. A copy of the completed document is forwarded
to Human Resources and placed on the employee’s personnel file.
Staff Relations
Exempt Performance 7.2
Reviews
Date: Approved June 23, 2008 Page: 2
Preparation by the Supervisor
The process is to assess the employee's performance, not judge his/her
personality. Preparation should include:
Gather all relevant documentation
Refer to the job overview to review the major duties and responsibilities
Review the objectives/goals which were set out at the beginning of the
review period. Are they still meaningful? If the answer is no, what were
the circumstances?
Review critical incidents and other records of importance; consult the
users of the employee's services to measure general satisfaction. These
individuals could be either internal or external to the department.
Consider the employee's performance for each of the applicable
performance factors.
Complete in draft the Performance Review document.
Judge your own performance in relation to the employee - Did you
provide necessary support/training? Have you provided frequent and
constructive feedback?
Make arrangements for the meeting to take place in an appropriate
setting: private, with no interruptions.
Preparation by the employee
These discussions are meant as an opportunity to review, from the employee’s
perspective, their achievements and concerns as well as to identify where
support is required from the supervisor. In order to prepare for the meeting, the
employee should:
Review the objectives/goals which were set out at the beginning of the
review period. The objectives will most likely be contained in the previous
Performance Review form.
Complete in draft the Performance Review document. The worksheet is
intended to prepare for the review meeting and to facilitate the discussion
during the meeting.
Consider your performance for each of the applicable 'performance
factors' and assign your rating.
Staff Relations
Exempt Performance 7.2
Reviews
Date: Approved June 23, 2008 Page: 3
Determine what you consider to be realistic goals/objectives for the next
review period
Identify what you consider to be your training requirements, what support
you require from the supervisor, and what career plans you may have for
the future.
Setting Goals
Specific goals and objectives will serve as the basis for the next performance
review. The supervisor and the employee should refer to this document
throughout the next review period to ensure that things remain on target and to
identify problematic areas. Goals should be related to the objectives of both the
university and the individual job and be identified jointly. The employee should
have a clear understanding of what the goals are, any deadlines which exist, and
how often the goals will be reviewed during the year.
Goals should be:
In support of the university and departmental objectives
Reasonable in number (3 to 5)
Achievable
An extension beyond or improvement to the normal routines of the
position
Flexible to be updated as circumstances and priorities change
May include team goals
Should also include personal development goals
Learning/Development Plans
Supervisors and employees should jointly identify learning/development needs
which meet both the immediate and future needs of the department.
Departments are encouraged to support and provide developmental
opportunities for employees, whenever possible.
Staff Relations
Exempt Performance 7.2
Reviews
Date: Approved June 23, 2008 Page: 4
Rating Scale
Rating Description
4 The employee demonstrates high level of performance in all areas of the job
requirements and exceptional performance in one or more key areas. The
employee is recognized in their unit and by the PVP Group for extraordinary
contributions to Trent. Exceptional effort and outstanding initiative sets a
positive example for colleagues. An employee would not receive a rating of
4 in consecutive years, under normal circumstances.
3 The employee’s performance consistently and substantively meets
objectives and expectations. The employee achieves critical performance
targets, and meets projects and tasks within established timelines and
measures (quantity, quality, within budget, client satisfaction etc.) The
individual is a fully contributing member of the team.
2 The employee’s performance meets most, but not all, major objectives. The
employee performs most of the functions of the job; however, his/her
overall performance may require development. Coaching and additional
experience in the position may be needed to meet all performance
expectations. The supervisor may delay a performance increase for up to 6
months pending a further performance review which shows significant
improvement.
1 The employee’s performance falls below minimum expectations. Significant
improvements must be made or reassignment or termination will be
considered. The supervisor who has an employee whose performance falls
within this category should work with their Vice President and Human
Resources.
Staff Relations
Exempt Performance 7.2
Reviews
Date: Approved June 23, 2008 Page: 5
Exempt System
Performance Measures
Consider to what degree individuals demonstrate desirable characteristics in
following performance competency areas:
Core Capabilities - the job description outlines the items referred to as Core
Capabilities. Included in this topic are the identified responsibilities of the job
tasks to be performed and the knowledge required to perform the activities.
Customer Service Orientation - follows through on commitments to resolve
client issues and needs in a timely manner, takes initiative to uncover underlying
client issues and needs, identifies and communicates with those who can resolve
customer issues in an effective and timely manner, communicates client needs
and trends to supervisor, anticipates and responds in a positive manner to the
needs of internal and external clients.
Quality and Quantity of Work - the volume of acceptable work produced in a
timely and consistent manner, the accuracy and thoroughness of work completed
and the ability to meet deadlines.
Decision Making and Judgment - analyzes and solves problems, accountable
and responsible for decisions taken, effective decision making, involves and
consults others as required, flexible and ensures follow-up.
Organizational Ability - plans out work and organizes its completion, ability to
cope with a variety of activities and distractions, ability to establish priorities and
deal with priority items first, ability to provide organized support to the department
in dealing with meetings, projects reports, etc. with limited supervision.
Communication - informs others of services and roles, effectiveness of staff and
client messaging, listening ability, written and verbal performance, presentation
and facilitation skills as required.
Professional Development - remains current in work function, remains current
in technology that can assist in delivering services to the department.
Special Assignments - makes supervisor aware of their interests for university
committees and projects and proactively makes themselves available to
participate as appropriate.
Staff Relations
Exempt Performance 7.2
Reviews
Date: Approved June 23, 2008 Page: 6
Employee Performance Planning and Review Summary
Employee Name
Position Department
Appraisal Period From: To:
Covered:
Criteria for Evaluation Rating Comments/Rationale
Core Capabilities (List
by duties)
Customer Service
Orientation
Quality and Quantity of
Work
Decision Making and
Judgment
Organizational Ability
Communication
Professional
Development
Special Assignments
Staff Relations
Exempt Performance 7.2
Reviews
Date: Approved June 23, 2008 Page: 7
Results from Previous Years Goals
Goals Results
1.
2.
3.
4.
5.
Rating based on results of goals:
Planning New Goals Performance Criteria
1.
2.
3.
4.
5.
Staff Relations
Exempt Performance 7.2
Reviews
Date: Approved June 23, 2008 Page: 8
Staff Relations
Exempt Performance 7.2
Reviews
Date: Approved June 23, 2008 Page: 9
Employee’s Strengths/ Accomplishments
Areas that Require Improvement
Learning/ Development Plan
Staff Relations
Exempt Performance 7.2
Reviews
Date: Approved June 23, 2008 Page: 10
Overall Rating and Comments:
Employee Comments:
I have read and discussed this appraisal with my supervisor.
Signature of Employee Date
Signature of Supervisor Date
Signature of Vice President Date
Staff Relations
