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
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
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.