Performance appraisals highlight employees' strengths and weaknesses and provide the tools for establishing appropriate goals to achieve job gratification, personal growth and satisfactory job performance. Performance appraisals provide a periodic opportunity for communication between supervisors and employees to discuss expectations, goals and objectives of job performance and how well these are being met.

3.4.1 Employees’ Self Appraisal. Supervisors shall seek employees' feedback and personal assessment of their job performance by requesting a Self Appraisal Form (Exhibit C) be completed. The self-appraisal will help supervisors evaluate the employee, develop strategies for improving weak areas, and set attainable goals for the next appraisal period.

5. Evaluate job Performance versus job expectations for the period being appraised and rate accordingly;

6. Note any variances in the employee's performance that need to be discussed and provide specific examples; and

3.4.3 Reviewing Appraisal Discussion Models Overall evaluations will range from excellent to poor. An approach to the appraisal discussion must be selected to fit the evaluation.

1. If the overall evaluation is excellent, the discussion should focus on promotion opportunities, growth in present position, broadened assignments and maintaining superior performance levels.

3.4.4 Developing an Action Plan. In an appraisal discussion, four fundamental areas need to be covered:

1. Employee's performance compared to previously set goals and standards;
2. Recognition of the employee's contributions;
3. Correction of any new or on-going performance problems; and

4. Establishment of goals and standards for the next appraisal period.

3.4.5 Conducting the Interview. The performance appraisal interview provides the supervisor with an opportunity to communicate openly with employees on the subject of performance. Supervisors should define problems clearly, set improvement goals and encourage employee participation.

3.4.6 Interview Closing. During the final portion of the interview, supervisors and employees should attempt to summarize what was said in the course of the appraisal. Employees should leave the appraisal interview knowing what standards were used to evaluate their performance and how well they met their objectives. Agreement should be reached on needed development ways to maintain or improve performance, and the resources needed to perform at the desired level. Areas of disagreement should be acknowledged and discussed and employees should be informed of their right to appeal the appraisal.

3.5 Employees shall be allowed the opportunity to provide written comments on their appraisal and overall rating, as well as to appeal their evaluation, if necessary. Once the employee and supervisor have signed the evaluation form, it will be forwarded to the next supervisory level for review and signature. 3.6 Performance evaluation forms will then be forwarded to the Human Resources Office. The Director of Human Resources will review all evaluations and comments and will distribute the evaluation forms as follow:

1. Top two copies are retained in the Human Resources Office;

2. The third copy is sent to the employee; and

3. The last copy is sent to the employee's supervisor.

3.7 Appeal Process. Employees may appeal their performance evaluation, to the next higher supervisory level, if they disagree with their appraisal. A decision on the appeal will be provided in writing to the employee, within ten working days, with a copy to the Human Resources Office. Performance evaluations may be appealed up to the vice president's level, following the chain of command. The vice president's decision will be final and binding.

Responsible Party (Reviewer): Vice President for Administration

Review: Biennial