December 05, 2006
Staff Performance Review FAQ
This year, the University is piloting a new approach to performance management. There are two pilot programs: a very broad-based pilot that involves senior leadership across campus and their direct reports and a limited pilot that involves the library and one other department on campus. Six orientation sessions have been offered by Cindy Ewing to introduce this new system and to guide supervisors in the use of the ratings. Below are answers to key questions that came up at or after the sessions.
1. Why is the library participating in this pilot?
*To encourage a more consistent application of performance ratings within the library.
*To better align the library's use of ratings with campus directions.
*To influence the final design of the overall process.
*To respond to concerns raised at LAM or mentioned by staff on the 2006 Recognition Survey.
2. Couldn't we just keep on doing what we have been doing?
This year, we could have used the old form and ratings. By next year, however, we would have had to change – at least for all exempt positions.
3. What are the main changes?
There are two changes. a) We are using three ratings instead of five. b) Each Division will have a calibration meeting at which the AD and the Department Heads will share information in order to develop a common understanding of what evidence is indicative of each performance level (top performer, valued performer, and developing performer). Cindy Ewing will facilitate these meetings. Jo Bessler will also attend to help document the criteria and to promote cross divisional consistency in the interpretation of the ratings.
4. Is the University trying to impose a bell curve or a specific distribution of the ratings?
We have been given no instructions that suggest that any specific number or percentage of the reviews should fall into each category . On the other hand, the use of three ratings and the very design of the rating definitions are likely to create a bigger middle category. The valued employee definition was designed to embrace the large number of employees upon whom the University relies on who regularly demonstrate knowledge, commitment, and cooperation.
5. Will these rating translate into specific amounts of merit?
The ratings will have a significant impact on merit, but we do not yet know the precise nature of this impact.
We do know that the University is committed to offering the most merit to top performers. Valued employees will also receive merit increases. An individual in the "developing" category may or may not receive an increase depending on whether his/her performance is developing as expected or is viewed as problematic.
More details on the distribution of the increases cannot be determined until we receive the budget instructions from the University.
6) How can we offer feedback on this system?
We will solicit formal input after the entire process is complete. You can offer immediate feed back to any of the following:
Cindy Ewing cewing@nd.edu
Jo Bessler jbessler.1@nd.edu
Jo Bessler