« Performance Review



Performance Management, which the Performance Review supports, exists to improve organization performance through focused individual objectives, which contribute to overall organization success. When choosing objectives for employees, choose objectives whose successful completion will result in the greatest impact to department, division or organizational goals.

The "Duties and Tasks" outlined in the Job Description should form the basis for the Performance Objectives. You will probably need to consolidate some of these into larger categories, and add measurement criteria to define your expectations. For instance, the job description may say "maintain accounts payable files" as one task. A Performance Objective based on that task might combine it with a reporting task, and add criteria: "maintain accounts payable files and distribute accurate reports to appropriate parties on a monthly basis".

In addition to the overall job responsibilities outlined in the job description, there may be objectives specific to a project, such as "implement a new accounts payable system within xyz parameters by November 1". Most exempt employees will have both types of objectives, and the objectives should cover all of the essential functions of the position. Non-exempt employees may or may not have project objectives.

We usually set objectives for exempt employees in conjunction with the fiscal year because annual organizational objectives, based on budget approval, are distributed down through the organization. As a manager, many of your own objectives, or subsets of them, are reflected in the objectives of your subordinates, so that all of the department objectives become the individual responsibilities of the people within the department.

Effective performance objectives contain three parts. Although it is not always possible to include each part in every objective, the probability that the employee will successfully achieve the objective is enhanced by the specificity of the objective. Consider including the following in each objective:

Description of the function, task or goal. The description contains an action verb, and concentrates on outcomes rather than activities, where possible. For example, "create and implement a plan to increase faculty applications for available grants" is a more precise goal than "create a newsletter listing grant sources and distribute to faculty". The first example holds the individual accountable for an outcome, the second for an action. That action may be part of what the employee will do to accomplish the goal, but does not make him/her responsible for the results of the goal itself. An even better goal might be to hold the employee accountable for "increasing successful faculty applications for grants". This is only appropriate for an employee who has the means available to influence that outcome, of course.

Statement of results. This defines the result of the outcome. In the above example, the outcome of the first example is "increased faculty applications for grants", whereas in the second example the objective is achieved when information is distributed, whether or not anyone acts on that information. The activity occurred, but the goal of the activity may or may not have been achieved.

Performance Standard. The performance standard sets up how success is measured. Generally, the only measurable behavior factors are quantity, quality, cost and timeliness.

A Performance Standard for our example can include more than one of these behavior factors. The objective may be stated: "create and implement a plan to increase completed faculty applications for appropriate, available grants by the end of the first quarter", for timeliness, and could add the desired quantity of increased applications "by at least 10%", or by the number of new faculty who apply for grants, or an increase in departments who apply. Cost may be included as "with no more than a 5% increase in budget", or "within budgeted funds". In this example, quality is addressed by the adjectives "complete" meaning the applications are correctly prepared, and "appropriate" meaning faculty are applying for grants targeted to their area of study.

Ongoing Responsibilities, which are essential to successful performance in a position, may also be stated as an objective. Just use the principles shown above: an action word, statement of results, and a performance standard. The only real difference between an objective for ongoing responsibilities, and one which is specific to a project, is a completion date, which is not appropriate for ongoing responsibilities. Examples of both kinds of objectives appear on the next page.

For employees who supervise people, we recommend the inclusion of at least one objective related to staff management. Managing employees is a critical part of any supervisor's job, even when they also have individual responsibilities. Writing a staff management objective re-enforces the importance of that role, and can focus attention on a specific area of supervision which needs development. Examples of staff management objectives follow.

Remember to make your performance objectives SMART: Specific, Measurable, Attainable, Relevant and Trackable.

Staff Management Objectives are indicated by italics.

Project Objectives:

1. Design an automated system to track costs associated with XYZ Symposium, within the budget and time constraints in your project assignment (attached).
2. Analyze labor and material costs associated with XYZ function and make recommendations for improvement, as part of presentation to the task team on July 1.
3. Design and implement new inventory control system for XYZ by the end of the second quarter. The new system should reduce inventory costs by at least 10% within three months of implementation, with no resulting loss in availability of supplies as evidenced by no increase in complaints of supply shortages.
4. Train all employees in XYZ department on the new software, so that their transition to the new software is complete and they are using it effectively (less than 10% error rate, as evidenced by no more than 5 calls per day to the help line) by October 1.
5. Demonstrate proficiency in using PowerPoint by preparing and delivering Annual Budget Presentation by August 15. Progress review at end of every month beginning April.
6. Develop and implement an action plan to reduce error in cost accounting for departments, resulting in accurate accounting reports within two weeks of the monthly close.
7. Design and implement improved record-keeping system for staff and faculty visas, which will accurately track and notify personnel two months prior to their visa expiration date; to be completed within the next four months.
8. Develop automated system for managing Faculty Dossiers within one year, using in-house resources, with the objective that all Dossiers sent to the APO office are complete.
9. Ensure that your new manager is thoroughly oriented to the functions of all facility departments and meets with the Chair and the Assistant Dean at least once, so that he/she has all necessary information to prepare the budget report for the next fiscal year.
10. In consultation with Human Resources, develop a Performance Improvement plan for employee XYZ, so that within 90 days either the employee’s performance meets and sustains standards established or employee is terminated from employment.

Overall Responsibility Objectives:

1. Balance staffing lists and reconcile budget to expenditure monthly, by the 20th of the following month.
2. Manage XYZ grant funds per grant requirements, and prepare a monthly report for the P.I. on expenditures against budget.
3. Reduce turnover in your facility by at least 10%, as measured by the number of terminated employees divided by the number of active employees at the end of the fiscal year.
4. Respond to all calls at the help desk within two hours, and resolve or have a plan to resolve all complaints within 48 hours.
5. Interpret monthly financial reports and analyze budget and expenditure data to identify imbalances and trends, and develop and implement strategies for resolving any problems so discovered.
6. Ensure that student evaluations are prepared for all faculty members in the department following established university guidelines.
7. Supervise the preparation and submission of grant proposal applications, so that our funding for next year is maintained at the current level.
8. Maintain websites for three faculty members, meeting with them at least once a month to discuss enhancements and/or problems with the current sites, and ensuring that they are updated with appropriate information at least weekly.
9. Conduct quarterly meetings with your staff and forward written summaries of topics discussed to me. Ensure that all employees in your department receive timely performance reviews and follow-up improvement plans if required.
10. Manage staff and staff resources to ensure that there is adequate clerical, student counseling, and faculty support within the alloted FTE and budget for the department.
11. Create and implement a development plan for each of your direct reports in an area which will further their effectiveness in their current position, to be reviewed with me twice during the year.