Performance Management and Performance Evaluation Overview

UNL Department of Human Resources (2010)

Performance management is a partnership between an employee and his/her supervisor to optimize performance, build effective feedback and communication, enhance employee growth and development, and develop goals that are consistent with department/college strategic plans.

A performance evaluation is a part of performance management. The distinctions between the two are highlighted below.

Performance Evaluation / Performance Management
Focus is on evaluation / Focus is on employee development
Seen as a once-a-year event / Seen as an ongoing, daily process
Discussions happen when salary increases are awarded or performance problems emerge / Discussions happen frequently; formally at least twice a year
Forms are designed to evaluate performance and rank employees / Forms are designed to evaluate performance and plan for employee development
Feedback occurs primarily in the appraisal/review discussion / Both positive and negative feedback occur frequently

Supervisors are encouraged to evaluate performance within the context of performance management.

Reasons for Conducting Performance Evaluation

Communicate organizational goals and objectives

Motivate employees to improve performance

Heighten productivity

Growth and Development

Distribute organizational rewards equitably

Assess match between knowledge, skill and ability with performance and job requirement

When to Conduct Performance Evaluation

UNL Policy ( Written performance evaluations should be completed on a regular basis and retained in the department. Evaluations should occur at the following times

At the end of the original six-month probationary period

Annually, either on the anniversary of the employee’s hire date or at another time designated by the department

At any time the supervisor wishes to record noteworthy performance, either favorable or unfavorable

Challenges in Conducting Performance Evaluations

Changing nature of work, i.e.,technological changes, job duties, or change in scope of work

Rating performance objectively

Shiftto emphasis on team orientation (necessitate multi-rater evaluations)

Limited organizational rewards and consequences

Scarce resources

Reducing employee defensiveness or anxiety and increasing dialogue and recognition

Approaches to Conducting Performance Evaluations

Develop a system that encourages employee participation in establishing performance standards

Develop standards based on critical job elements

Assess employee against performance standards rather than each other or some statistical guide

Set and evaluate goals

Clarify performance expectations

Utilize ongoing coaching, communication and feedback

Provide timely and accurate documentation

Base evaluation on actual performance, not subjective feedback

Consider including self evaluation, peer, customer input (360 ○ feedback) where applicable

Promote consistency within the department

Establish SMART Goals:

  • Specific
  • Measurable
  • Agreed Upon
  • Realistic
  • Timed

Steps in Conducting Annual Performance Review

Review job description and goals established for the year

Review last year’s performance evaluation

Review documentation in management file

Review peer and customer input

Review employee’s self evaluation

Take into account environmental factors (e.g. organizational changes, FML protected absences, etc.)

Effective Performance Appraisal

Uses specific objectives previously set with employees as standards to measure progress

Puts the employee at ease and explains the purpose of the feedback interview

Encourages and supports

Is clear about consequences if performance does not improve

Criticizes performance,not the person, when giving negative feedback

Obtains employee participation and encourages self-evaluation

Uses specific examples to support ratings

Has the employee summarize the feedback to ensure understanding

Creates a future plan of development jointly with the employee

Guidelines for Improving Performance Appraisal Interviews

Review evaluations written by other experienced supervisors to seewhat works and what doesn’t

Keep notes throughout the evaluation period. Do not rely on recall at the end of the review period.

Seek input from other observers when appropriate (i.e., customers).

Educate employee regarding evaluation philosophy and standards of performance in advance. Provide examples of what constitutes “exceeds expectations”, “meets expectations”, and “needs improvement”.

Know what you are looking for. Evaluate the right things. Concentrate exclusively on factors directly related to job performance.

Don’t include rumors, allegations, or guesswork as part of your written evaluations.

Be complete: Include both positives and negatives.

Do not be afraid to criticize. Do not forget to praise.

Focus on improvement. Use the evaluation to set goals for better performance.

Supplement periodic written evaluations with frequent verbal feedback. Negative written evaluation should not come as a SURPRISE.

Do not put anything in writing that you would not say to the employee in person.

Say what has to be said clearly and move on.

Be as specific as possible; use examples.

Relate evaluations to previous reviews. Are things better? Worse? The same?

Allow plenty of time to prepare evaluations properly. Do not work under pressure.

Avoid completing an evaluation when you are angry, frustrated or tired.

Focus on developing the employee and utilizing his/her strengths.

Be willing to change an evaluation if new information becomes available.

End the evaluation on a positive note. Let the employee know you value his/her contributions and efforts.

Employee’s Roles in the Evaluation Process

Detail personal performance and accomplishments, and compare to last review

How have my responsibilities supported the strategic direction of our program?

What have been my most important contributions and accomplishments during the review period?

What do I need to do to further enhance my performance?

How has my manager helped or supported my performance during the review period? What else could my manager do in the future?

What strengths have led to my success this far?

What skill would make me a more valued contributor in my current job? Is there a task or project in which I can develop those skills?

Are there professional development opportunities which would enhance my job and increase my skills and abilities?

Are there revisions needed for my job description or goals?

Employee Concerns about Review

Discuss concerns with your supervisor; be clear and specific. Ask questions to clarify meaning and intent.

Reach agreement/understanding about this review period, and use current concerns to clarify for next review period.

You have five business days to respond in writing to your evaluation if you so wish. Your response will be placed in your employee file with the evaluation.

If you have tried to resolve your concerns unsuccessfully with your supervisor, you may talk with your supervisor’s supervisor.

Selecting Evaluating Resources and Forms

URL for UNL Policy on Performance Evaluations:

URL for Employee Performance Evaluation Forms:

For more information, contact UNL Employee Relations or Organization Development at