University policy and collective bargaining agreements provide for periodic performance evaluations for all employees. Evaluating supervisors may either use a University form available in the Library Human Resources Department, or may utilize a narrative process using a blank sheet of paper. The employee receives a copy of the signed appraisal. Signed evaluations are retained in the employee’s personnel file.
The Library carries out its mission through the individual and collective contributions of our employees. To be most effective, we all need to know that our contributions will be recognized and acknowledged. We can have our greatest impact on the successful accomplishment of the Library’s mission when we fully understand the scope of our job responsibilities, how well we are carrying out those responsibilities, and what our future goals will be.
Performance descriptors are phrases used in rating the acceptability of an individual’s performance. The Library Planning Group has approved the following terms and definitions in order to support parity in the description of performance across unit lines. In the cases below, it is implicit that the regular job duties as assigned are being performed at a satisfactory level or better.
Performance substantially and consistently throughout the review period exceeds the requirements of the job assignments. Examples of exceptional or superior performance would include taking independent initiative to solve problems successfully; developing and assisting with the implementation of a new process or program that significantly enhances unit effectiveness; customer service behaviors that gain positive recognition from patrons or colleagues as evidenced by awards, letters, or verbal recognition offered to the supervisor; error rates in technical processing are consistently low; projects are often successfully completed ahead of schedule, etc. By its nature, exceptional/superior performance will be highly valued and rare.
Exceeds Requirements/More than Satisfactory
Performance goes beyond the requirements of the job assignments most of the time; impact of the performer on unit effectiveness produces results that exceed job expectations. Examples of more than satisfactory performance include the acceptance and accomplishment of an important unit or library wide task that goes beyond the regular job duties assigned; the individual often exceeds stated performance standards in daily assignments; may on occasion provide patrons with a level of customer service that goes beyond their initial request; frequently offers useful suggestions re process improvement; etc.
Performance is good, dependable, needs only routine supervision, and consistently meets the requirements of the job assignments. Examples of satisfactory performance include accomplishing all requirements of the job assignment with full competence within time and budget constraints; after initial training, only routine supervisory guidance is needed; customer service behaviors result in positive experiences for library patrons; stated performance standards are consistently met; job attendance is dependable with most absences scheduled appropriately in advance; etc. It is anticipated that most library employees will perform at this level by the conclusion of their probationary period.
Occasionally an employee’s performance will not meet Library standards. When this occurs, the performance appraisal process may assist the employee and the supervisor in reviewing problems and developing solutions that will enhance the employee’s effectiveness in the unit.
Performance is somewhat below expectations for full competence, but does exhibit strong elements of satisfactory performance. Examples of a specific behavior that may lead to a rating of provisional performance could include periodically failing to meet stated performance standards for the position; or inability to perform some regular assignments with only routine supervisory guidance; or difficulty in performing duties within time and budget constraints; or exhibiting negative customer service behaviors; etc. A rating at this level anticipates that the deficiency can be corrected. An employee training plan should be attached to any performance appraisal that carries a Needs Improvement rating.
Performance is below minimum acceptable requirements. The supervisor should attach to the performance appraisal a clear statement of job requirements for the following three to six months as well as establish a series of periodic meetings during the progress review period. Prior to presenting an unsatisfactory review to an employee, the supervisor should contact the Library Human Resources Department to discuss pertinent issues.