- General Guidelines
- Review Plan
- Evaluations & Appraisal Process
About Performance Management
The ability to fulfill the University’s mission largely rests in the hands of our employees. We recognize that the quality, focus, and commitment of the University’s workforce are integral parts of overall institutional effectiveness. Performance management is designed to help:
- Achieve the University’s strategic goals
- Encourage personal, professional and career development.
- Recognize and reward meritorious performance.
- Foster employee productivity.
We strive to create a working environment whereby we:
- Align employee efforts with larger University goals in order to support the fulfillment of the University’s Strategic Plan.
- Develop a highly skilled, diverse, and productive workforce.
- Establish a positive, collegial, inclusive, and welcoming work climate.
- Value continuous improvement.
- Employ a consistent, fair and collaborative performance management process.
- Encourage timely and meaningful communication between supervisors and employees regarding expectations and feedback.
The UWG performance management process is the foundation upon which our working environment is built. Effective performance management:
- Creates a climate in which employees are valued, motivated and recognized for their contributions; and in which they are treated in a manner that is fair, consistent, and in alignment with UWG policies and practices.
- Considers performance evaluation outcomes in determining employee eligibility for
merit increases, promotions, and other actions.
Encourages ongoing communication and engagement from both employees and supervisors.
- Holds both employees and supervisors accountable for their roles in this process including timely, thorough completion of written performance evaluations.
If you have any questions please contact Human Resources at 678-839-6403.
Ensure each employee has a current position description in People Admin located on the Human Resources (HR) webpage. Managers and supervisors should only base the performance management process on the current duties and responsibilities of the position.
Annual Performance Evaluations are to be completed between June 1 and July 31.
Probationary Performance Evaluations – While the probationary period for a new employee is 180 days, performance evaluations are to be initiated after 90 days of employment. This evaluation provides each new employee with the opportunity to receive feedback prior to the end of their probationary period. “If the employee’s work performance is not satisfactory, the employee will be notified in writing during the six month provisional period and the employee may be terminated at that time without the right of appeal” per the UWG Employee Handbook. SMART goals should be established at the end of the180-day probationary period and will be evaluated during the annual performance evaluation.
SMART Goals/Expectations: Collaborate on creating goals and explain how to meet and exceed expectations. Managers/Supervisors must provide support and resources to help employees achieve their goals.
- Specific: Who, what when, where and why?
- Measurable: How much? How many? How will I know when it is accomplished?
- Attainable: Must represent an objective toward which you are both willing and able to work.
- Relevant: Tie to department and divisional goals and objectives
- Timely: Must be within a reasonable timeframe.
Align professional/ career development plans with organizational, departmental and employee career goals. The key ingredients of a development plan are
- Work Experiences
- Special Projects
- Cross Training
- Annual Performance Reviews
- Professional or Trade Associations
- Training and Education
- Instructor-led Courses
- College Degrees
- USG Organizational Development Consortium
This is an opportunity for the supervisor and the employee to maintain ongoing communication and feedback specifically related to performance. It is recommended that these meetings occur quarterly or based on the needs of the employee.
- Schedule performance evaluation with employee two weeks in advance.
- Request employee to complete a Self-Assessment (optional).
- Supervisor completes a Performance Evaluation with their direct report.
- Supervisor reviews the evaluation with their manager (reviewer).
- Supervisor and Employee discuss evaluation and endorse document.
- Supervisor submits document to Human Resources.
- Human Resources will conduct final review.
The Performance Recovery Process (PRP) is designed to be constructive and to promote employee success. The process gives employees the information necessary to understand what aspect of work performance is unacceptable. The process also identifies the improvements that are expected and provides the opportunity for employees to demonstrate the expected improvements. The goal is to assist employees in improving and taking ownership of their performance.
It is the responsibility of the employee to adhere to the expectations outlined by the supervisor and to adhere to the standards of conduct. It is recommended that employees be provided an opportunity to go through the performance recovery process if needed; however, there are circumstances that warrant immediate dismissal.
Performance Recovery Process (PRP) Guidelines
It is recommended that supervisors document all steps of the PRP as they occur. In each step, the supervisor is advised to state the next step to be taken if the performance does not improve. However, in cases of serious misconduct, the employee may be immediately suspended or dismissed.
When an employee's performance or behavior “needs improvement” or is considered “unsatisfactory”, the PRP is required. The steps involved in the process may include coaching, verbal notification, written notification, Performance Recovery Plan, suspension without pay, and dismissal. Any disciplinary step may be omitted with Human Resources approval depending upon the severity of the incident.
Performance Recovery Process (PRP) Steps:
The supervisor determines that the employee did not adhere to UWG policies and procedures or meet established performance expectations or behaviors.
Depending on the degree of infraction, the supervisor shall engage the employee beginning with one of the following steps:
- Coaching: If employee performance or behavior does not “meet expectations” the supervisor must provide performance coaching. Supervisor should link coaching back to established SMART goals and expectations agreed upon by employee in the performance planning stage of the process.
- Verbal Notification: This notification verbally informs the employee how their performance or behavior is not meeting expectations. The supervisor should keep written documentation to include the day, time, and content of the meeting.
- Written Notification: This notification informs the employee, in writing, how their performance or behavior is not meeting expectations. This notification must include the meeting day, time and content. This document must be sent to Human Resources to be placed in the employee file.
Performance Recovery Plan
The Performance Recovery Plan Form is a useful tool that discusses an employee’s current behavior or performance problems and sets benchmarks for improvement. Use this form to plan specific steps for recovering/improving employee performance that does not meet established standards and expectations in one or more significant position requirements. The supervisor is required to contact, review with and obtain approval from Human Resources for each Recovery Plan. The Recovery Plan can be used for 30, 60, and 90-day periods. Please use the Performance Recovery Plan Form.
Schedule Periodic Review Sessions
The supervisor must follow up with employee by monitoring progress as well as by meeting with the employee at specified intervals to discuss the employee’s performance as well as strategies for making additional improvements. The supervisor must establish a timetable outlining the dates by which improvement will be required for the Recovery Plan.
Performance Recovery Plan Evaluation
The supervisor must meet with the employee on the ending date of the Recovery Plan to discuss whether or not the employee met agreed upon goals, expectations and/or behaviors.
Supervisor must document the employee’s performance based on SMART goals established in the Recovery Plan.
Consult with Human Resources
Supervisor must consult with Human Resources to ensure that the employee met or did not meet Recovery Plan goals and expectations.
If improvement was achieved, the supervisor meets with employee to close out Recovery Plan and sends final copy to Human Resources for filing.
No Improvement (status same)
If improvement was not achieved, the supervisor must meet with Human Resources to review the Recovery Plan and determine the next steps.
Suspension without Pay: Suspension without pay is a form of disciplinary action. The length of the suspension should depend upon the facts of each case, (e.g., type and severity of the behavior, previous work record of the employee, and previous disciplinary actions). The suspension should be clearly explained in a written disciplinary form to the employee and should indicate any possible consequences of further performance, attendance, or behavior issues. Prior to suspending an employee, the supervisor is required to review the situation and related information with the Human Resources Department and supply appropriate documentation.
Dismissal: Dismissal is advised when, among other reasons, an employee has engaged in serious misconduct or an employee has not corrected performance and/or behavior. Prior to dismissing an employee, the supervisor is required to review the situation and related information with Human Resources and supply appropriate documentation.
The dismissal must be communicated verbally and in writing. The written letter of termination should include the reason for termination, effective date, rights to the grievance process and applicable information regarding clearing the University. The supervisor is required to consult with Human Resources in composing the letter of dismissal. Employees who are terminated for cause are generally not eligible for rehire.
Employees who are terminated for cause may request the Director of Human Resources to review the case and determine whether to rehire six months from the effective date of the termination. The Director of Human Resources’ decision will be rendered after a review of the employee’s work records and other information as deemed appropriate.
Evaluations & Appraisal Process
Employee performance of classified employees is evaluated during the months of June 1 to July 31st for the fiscal year. This will provide an opportunity to improve employee performance by:
- Evaluating the employee’s past performance in relation to the expectations and goals established for the position.
- Identifying and discussing the employee’s strengths and areas needing improvement as they relate to competencies.
- Reviewing and discussing employee professional/career development plans.
- Beginning the new Performance Management Process.
- Performance Evaluation Forms
There are three distinct Performance Evaluation forms based on employee type:
- Non-Exempt Staff (Hourly Staff)
- Exempt Staff (Non managers)
- Exempt Staff (Managers/Supervisor)
Competencies and Rating Scales
The evaluation form has space for comments to be made for each competency. Using the definitions below, please check the appropriate box to rate the employee’s level of performance.
Significantly Exceeds Expectations: Work performance that is consistently superior and is seldom equaled in overall contribution. This is reflected by accomplishments well beyond expectations. These conditions exist on a continual rather than occasional basis. Provide justification in comment section.
Exceeds Requirements: Work performance exceeds specific job requirements in most areas of responsibility. Accomplishments are above expected levels, andemployee sustains uniformly high performance. Provide justification in comments section.
Meets Requirements: Work performance that consistently completes job tasks as expected in terms of quality and schedule. Performance can be described as solid and fully competent in all aspects of job content and expectations. We highly recommend that you provide justification in comments section.
Needs Improvement: Work performance that sometimes fails to meet the standards for the tasks. Performance is below minimum job requirements; improvement is essential. If an employee is given a “Needs Improvement” rating in any area, we strongly suggest that a written PRP Performance recovery Plan should be in place. Provide justification in comments section.
Unsatisfactory: Work performance fails to meet the standards for the tasks. Improvement is required within a specified period to maintain employment. If an employee is rated “Unsatisfactory” in any area, the supervisor is to contact Human Resources prior to assigning an employee this rating. Immediate improvement is essential, and the employee must be on a documented Performance Recovery Plan. Provide justification in comments section.
Employees are encouraged to use the Self-Evaluation Form for use in their performance conversations with their supervisors. This is an opportunity for employees to showcase their achievements with their Managers/Supervisors. Employees can access the self- evaluation forms by clicking on the following link http://www.westga.edu/hr/forms.php
Performance Evaluation Steps
- Schedule Performance Evaluation Meeting
- Request Self-Evaluation Form (optional)
- Conduct Meeting
- SMART Goals & Expectations
- Review Developmental Plan
- Determine Performance Ratings
- Complete Performance Evaluation Form
- Evaluator and employee sign final evaluation form
- Evaluator sends evaluation to reviewer for approval
- Evaluator sends copy of final document to employee
- Evaluator sends final document to Human Resources
- Human Resources will conduct final review
- Human Resources Contact
If you have any questions, need guidance or request training please contact Human Resources at 678-839-6403.