Performance management should be a continuing process throughout the year, with a formal performance appraisal interview conducted annually. The intent is to communicate expectations, provide constructive feedback, document accomplishments, compare current performance against expectations and jointly formulate performance development plans.

Instructions

1. There are two parts to the performance appraisal form. Staff member should complete the Self-Evaluation Form and submit it to the supervisor. Supervisors should complete the Supervisor Form and set up a private meeting to discuss performance evaluation.
2. Within one week of the Performance Evaluation meeting, staff members should complete the final page of the Self-Evaluation form commenting on the process and responding to the Supervisors ratings or feedback from the meeting (if necessary). Both the staff member and supervisor should sign the forms at this stage of the process. Signatures at the bottom of the form represent an acknowledgement of the completed review process and do not necessarily represent agreement with the supervisor’s opinions or evaluative comments.
3. Completed forms should be forwarded and signed by a Reviewer, who in most cases is the Supervisor’s supervisor, the Dean or a designee.
4. All original signed forms should be sent to Mary Grueser at the Office of Human Resources and will be filed in the personnel files. Copies should be maintained on file in the Deans/Supervisors Office.
5. Follow-up form: Supervisors should use the Follow-up form if an employee receives ratings of “2” in their general evaluation. These forms should be used three to six months following the evaluation, to assess the progress of the employee.
6. These forms will also be used for merit increases and all reclassifications for members of Teamsters Union Local 1205.
7. Performance Appraisals are due in the Office of Human Resources no later than August 31, 2012. Contact Ilana Levitt or Mary Grueser if you have any questions.

Guidelines

• The basis for the evaluation is ongoing performance, not an isolated event.
• Avoid allowing a strong factor of the employee’s performance to influence another factor that needs improvements, or one that is weak to influence another that is outstanding
• Do not let personal feelings influence the evaluation.
• Constructive comments are key elements of appraisal.
• Give specific examples to illustrate your points
• Positives are as deserving of note as negatives.
• Feedback should be descriptive and informative, not judgmental.
• Information contained in a performance evaluation is personal and must be treated with great sensitivity. 
• Supervisors and/or staff needing further support or guidance with this process may contact: Personnel liaison/designee in your division.

WHAT’s New This Year???

New School Competency Model

In 2010-2011 academic year, the Department of Human Resources asked Deans and Officers to identify high performing talent across the university and conducted a series of focus group;  interviewing them about their experiences in order to identify key strengths and traits that typified what it takes to be successful at The New School. These focus groups resulted in a competency model that allowed our Talent Acquisition and Compensation team to recruit new employees based on these key strengths and traits.

In 2011, we added some questions to the appraisal, to integrate this competency model into the performance management.  We have enhanced this section for 2012,  further incorporating these concepts with President VanZandt’s Service Initiative.