Lawrence University

Performance Review Guidelines

Why Reviews Matter

The purposes of the annual performance evaluation process are to promote communication and
provide useful feedback about job performance, to facilitate better working relationships, to
provide an historical record of performance and to contribute to professional development.
Continuous feedback of employee performance is an important aspect of the supervisor’s job. By
providing constructive feedback on a regular basis, the supervisor is giving the employee
information about work performance and, if needed, allowing appropriate time to make
corrections in performance and/or behavior. Regular feedback avoids “blindsiding” the employee
at evaluation time with an unsatisfactory review.

Preparing For Reviews

To facilitate communication, it is important that supervisors and employees prepare for the
review session. There should be a clear understanding of the employee’s responsibilities. The
job description, which interfaces with the evaluation form, should accurately reflect these
responsibilities. The supervisor should review the employee’s job description for accuracy. An
updated job description should be submitted with the review form to Human Resources. A copy
of an employee’s job description can be requested from Human Resources.

Plan the communication; prepare questions that will be asked and try to anticipate concerns.
Begin on a positive note. Emphasize what is valued, liked and appreciated about the employee.
From there, move to discussing those areas that require improvement. Never criticize without
making specific suggestions for improvement. It may be appropriate to work with Human
Resources to develop a Performance Coaching Plan or formal Warning Notice if performance is
far below expectations or has been deficient over a period of time. While it is important to
discuss past performance, significant time should be spent discussing the future – more effective
ways to accomplish essential job functions and goals, and continued professional development. If
the evaluation form is to provide an accurate track record of employee performance, changes in
performance must be noted.

Prior to the supervisor completing the review, the supervisor may consult others who also have
knowledge of the employee’s job performance because of interaction and collaboration. The
employee may also complete a self-evaluation form independently, prior to the scheduled
session, from which to contribute to the process.

Avoid Bias
Some of the following factors may bias performance reviews. It is important to keep these
things in mind when preparing for and writing reviews so that each employee’s performance is
assessed in an objective, consistent and accurate manner.

Halo Effect - all dimensions of performance are rated the same as a single dimension that
happened to impress the supervisor either very favorably or unfavorably.
Overly Critical - when a supervisor sets unrealistically high standards, employees may conclude
they will never measure up and stop trying.

Overly Lenient - the end result of being overly lenient is the same as being overly critical. If
anything goes, why try harder?

Middle of the Road - some supervisors rate all employees within a limited range. Not everyone
performs at the same level. Review forms should reflect differences in performance.
Evaluations like this are confusing and resented. They prevent the open communication a review
should foster.

Recent Performance Error - it is easiest to recall most recent performance. What the review
should measure; however, is behavior over the entire span of the review period. Keeping
documentation throughout the period and referring back to it will enhance the review and be
more reflective of the employee’s overall performance.

Review Format
There are two formats which may used to conduct reviews, a memo format or a formal review
form. If a more formal evaluation is preferred, please visit the HR for Managers section on the
Lawrence Human Resource webpage, http://www.lawrence.edu/dept/hr/, for forms currently
available (NOTE: user name and password is required). Be consistent with all direct reports
when choosing a review format.

Goals Setting
Goal setting is an important part of the review process. Using SMART goal criteria will help
you in setting effective goals for the future.

S = Specific
M = Measurable
A = Attainable
R = Realistic
T = Time-bound

Specific: Goals must be clear and unambiguous. When goals are specific, they tell employees
exactly what is expected, when, and how much. Because the goals are specific, the supervisor
can easily measure an employees' progress toward their completion.

Measurable: What good is a goal that can't be measured? If goals are not measurable,
supervisors never know whether their employees are making progress toward their successful
completion. Not only that, but it's tough for employees to stay motivated to complete their goals
when they have no milestones to indicate their progress.

Attainable: Goals must be realistic and attainable by average employees. The best goals require
employees to stretch a bit to achieve them, but they aren't extreme. That is, the goals are neither
out of reach nor below standard performance. Goals that are set too high or too low become
meaningless, and employees naturally come to ignore them.

Realistic: Realistic, in this case, means "do-able." It means that the learning curve is not a
vertical slope; that the skills needed to do the work are available; that the project fits with the
overall strategy and goals of the university. A realistic project may push the skills and knowledge
of the people working on it but it shouldn't break them. Devise a plan or a way of getting there
which makes the goal realistic. The goal needs to be realistic for where the employee is at the
moment.

Time-bound: Goals must have starting points, ending points, and fixed durations. Commitment
to deadlines helps employees to focus their efforts on completion of the goal on or before the due
date. Goals without deadlines or schedules for completion tend to be overtaken by the day-to-day
crises that invariably arise.

The Review Session

When the supervisor schedules the performance review meeting with the employee to review the
content of the evaluation form, adequate meeting time (with privacy and without interruptions)
should be planned for reviewing the evaluation and to permit the employee to respond to the
content.

At the meeting, the supervisor will go over each section of the evaluation form, explaining the
content described within the form in an effort to increase understanding between the supervisor
and the employee regarding job performance. Performance reviews are often one-sided, with the
supervisor telling the employee what he/she thinks of the employees work. But this process
should be an exchange of information. Give the employee a chance to discuss issues of concern.
Allow the employee to state his or her side of a situation by remaining objective and listening
carefully to the employee’s statements to determine validity without becoming defensive.
Reviews provide excellent opportunities to discuss procedural and organizational issues that may
affect employee performance. If improvement is needed in the employee’s performance, be sure
to explain to the employee what requirements are not being met, and remedial steps that need to
be taken for improvement, and the consequences if he/she fails to improve.

Balancing the demands between work and home has become a juggling act for many employees.
Some problems are small and easy to resolve and others just seem too overwhelming to handle
alone. Sometimes those problems and concerns begin to affect other aspects of the employee’s
life; for example, jobs, family, or relationships. If an employee’s work performance is declining
or is not meeting expectations, referral to the Employee Assistance Program (EAP) may be
appropriate. The EAP can assist the employee with a variety of issues, including stress
management, parenting skills, traits of a health family, coping with grief and loss and balancing
the demands of work and home. Employees can contact the EAP at 800-222-8590. No one
outside the EAP will know they are using the service unless they tell someone. Anything they
discuss will remain confidential.

The employee and supervisor must sign and date the review form completed by the supervisor.
By signing the evaluation form, the employee acknowledges having read and discussed the
report with the supervisor. It does not necessarily imply agreement with the supervisor’s
evaluation of the employee. If an employee does not agree with any portion of the evaluation
form, as completed by the supervisor, the employee may respond on the comments section.
Should an employee refuse to sign the performance review, the supervisor must document that
fact on the evaluation and submit the review to Human Resources.

The original, signed evaluation form should be submitted to Human Resources with the updated
job description. A copy should be provided to the employee evaluated and the supervisor should
retain a copy.

Develop On-Going Performance Communications

Recognize that performance management in a continuing process to assist employees in
enhancing performance and development. On-going feedback should clarify expectations or
standards, and perceived performance throughout the year, and bring to light issues that may
contribute to or distract the employee from achieving optimal performance. Establishing
milestones for periodic monitoring of performance goals and progress reports in objective terms
will help keep an employee on target. If goals need to be changed, added or eliminated during
the review period, take corrective action when necessary.

It is important to maintain open communication channels with the employee throughout the year
to ensure that issues are elevated quickly and resolved in a timely manner. If performance is not
meeting expectations during the year, you should work with Human Resources to develop a plan
to coach, assist, and/or re-direct the employee’s performance.