Performance appraisals are a formal, written means of evaluating AMP and SP employees and are the final step in the Performance Management process. Both AMP appraisals and SP in Supervisory Position appraisals, are completed in workday. All AMP and SP appraisals will be due at the same time for the previous fiscal year.
Job Aids are in Workday
ADMINISTRATIVE, MANAGERIAL & PROFESSIONAL (AMP) APPRAISALS and SUPPORT PERSONNEL (SP) in SUPERVISORY POSITION APPRAISALS
Guidelines to complete an AMP and SP in Supervisory Positions Appraisal:
How effectively the employee fulfilled the duties and responsibilities.
Progress made toward previously agreed-upon goals and objectives.
Comments regarding special accomplishments occurring during the appraisal period.
Whether any deficiencies occurred and, if so, corrective action needed.
Goals for the coming year.
SUPPORT PERSONNEL (SP) APPRAISALS
The Probationary Period covers the first six months of employment for Support Personnel at Florida Atlantic University. Employees filling positions in Law Enforcement classifications have a probationary period of one year.
Probationary periods can be extended beyond the end date up to a period of six months but may not exceed one year. Supervisors must contact Human Resources at 7-2554, prior to the end of the probationary period, to discuss the extension and/or next steps.
If the appraisal is determined to be "Needs Improvement(2)" or “Unsatisfactory(1),” contact Employee Relations at 7-2554 before completing the appraisal.
Guidelines to complete an SP appraisal:
Critical Elements are those tasks which the supervisor determined were most important to the overall job performance during the appraisal period.
This section is not intended to be a copy of the position description. Often the tasks listed on the position description are very broad and general and may include something such as: “Other duties as assigned”. Rather than just rewriting what is on the Position Description, you should use it as a guide, but focus on the five specific tasks you felt were most significant during this appraisal period.
It is important to remember that the performance appraisal reflects this appraisal period and it is not a generic version that can be used year after year.
Exceptional (5) – Performance that is characterized by exceptional accomplishments throughout the rating period. Performance far exceeded expectations due to exceptionally high quality of work consistently performed in all essential areas of responsibility, resulting in an overall quality of work that was significantly superior. The employee's performance has had a positive and demonstrable impact on the Department's ability to achieve goals. The employee has consistently performed at the highest level of effectiveness.
Outstanding (4) – Performance consistently achieved and often exceeded expectations in all essential areas of responsibility. The quality of work was excellent overall. Consistently demonstrated effective behaviors and often demonstrated outstanding work.
Good (3) – Performance consistently met expectations in all essential areas of responsibility, and at times exceeded expectations. Quality of work was good overall.
Needs Improvement (2) – Performance did not consistently meet expectations. Performance failed to meet expectations in one or more essential areas of responsibility. A performance improvement plan must be attached, including timelines, and monitored to measure progress. *Contact the Employee Relations Division of the Department of Human Resources for further assistance.
Unsatisfactory (1) – Performance was consistently below expectations in most essential areas of responsibility. Significant improvement is needed in one or more important areas. A plan to correct performance, including timelines, must be outlined and monitored to measure progress. *Contact the Employee Relations Division of the Department of Human Resources for further assistance.
In order to determine an Overall Rating, the supervisor should review the individual ratings that have already been assigned. Look at each Critical Element and each Performance Factor, and determine the relative importance of each. Then decide what is a fair overall rating. It is possible to have four ratings of “Outstanding (4) ” and six ratings of “Good (3)” and determine that the overall rating should be “Outstanding (4)”. In this case, the importance of the four “Outstanding (4)” far outweighs that of the six “Good (3)”. The supervisor should be prepared to discuss the reasons for the ratings and be able to justify the decision for the overall rating. “Too New To Rate" (< 2 months at University) (0) is to be used only if the employee is new to the University. If current job is new, the current supervisor should collaborate with the prior supervisor on the appraisal.
A special appraisal is always used as a follow-up to an overall rating of “Unsatisfactory(1) ”. The Employee Relations Division of the Department of Human Resources will work closely with the supervisor in preparing a detailed addendum to the appraisal and to establish a plan of action for correcting performance issues. A follow up special appraisal should be completed 60 days from the date the “Unsatisfactory(1)” appraisal was issued. At the supervisor’s discretion and with Human Resources approval, an employee may be given an additional extended 60 days.
Special Appraisals can also be used during the appraisal period to recognize an employee whose performance has significantly changed since the last appraisal was given.
For additional assistance, please call or contact a member of our Employee Relations.