Performance Management

The non-exempt performance evaluations consist of Classified Non-Exempt (CN) Employees.

Teamwork 

• Regularly builds strong, supportive, and constructive relationships with colleagues throughout the University.
• Goes the “extra mile” to achieve extraordinary outcomes by putting the needs of the team above their own
• Brings out the best in people by promoting an environment where everyone is encouraged to excel, and by demonstrating care and concern for their well-being.

Quality, Health and Safety

• Maintains standards of conduct in attendance and punctuality.
• Demonstrates best practices and maintains high standards of quality without compromising efficiency, satisfying all deadlines, goals, and objectives.
• Maintains performance standards through interruptions and challenges, while proactively addressing potential obstacles.
• Demonstrates a commitment to fostering a culture of safety, actively contributing ideas for safety improvements, participating in safety training, and ensuring prompt reporting of any accidents or safety violations.

Customer Focus

• Exhibits problem-solving abilities and flexibility in handling client’s needs, ensuring timely and empathetic feedback, follow-through, and responsiveness to last-minute changes.
• Builds strong relationships, even with challenging clients, and is often seen as the “go to” person.
• Tactfully informs customers when their requests cannot be met and escalates matters for further review and approval as appropriate.
• Demonstrates exceptional commitment by consistently going above and beyond to achieve remarkable outcomes with total dedication to exceptional customer service that consistently exceeds students and clients’ expectations.

Efficiency and Flexibility

• Continuously seeks to enhance effectiveness and efficiency by taking on new tasks, processes, and technologies proactively.
• Seamlessly manages multiple projects and views delays as opportunities to showcase preparedness and adaptability.
• Excels in anticipating and communicating potential issues before they arise.
• Demonstrates patience and flexibility in adjusting priorities to accommodate changing business needs or during crisis situations, thus ensuring the smooth progression of work and the attainment of organizational goals.

Professional Development and Technical Knowledge

• Possesses professional expertise and a comprehensive understanding of their role, consistently applying their knowledge and skills to excel in their responsibilities.
• Committed to maintaining and expanding their expertise, staying abreast of industry standards and technological advancements.
• Consistently models our University Creed and maintains professionalism and composure when faced with crises, and other difficult matters in the work environment.
• Attends all training programs and maintains certifications as required.

The exempt performance evaluations consist of Classified Exempt (CX), Non-Classified (NC), and Faculty Equivalent (FE) Employees.

 Decision Making and Expense Management

• Thoroughly examines problem situations and defer to others as needed.
• Streamlines work processes and increases efficiency by focusing on achieving critical priorities. Suggests effective solutions that focus on decreasing expenses and saving time.
• Uses a strong, rational decision-making process to gather key facts and information to make assessments and solid recommendations.
• Coaches others on being both effective and efficient. Recognizes personal productivity as a key career development goal.

Innovation/ Flexibility and Initiative 

• Encourages collaboration and innovation by contributing fresh ideas and alternatives to improve workflow. Does not change established processes without approval.
• Demonstrates an interest in professional development opportunities. Embraces technological changes and keeps up to date on developments within specialty.
• Exhibits an ability to translate organizational goals into personal action and efforts that move the organization forward. Serves as a valuable business partner to coworkers, vendors, and students.
• Quickly adapts to new practices, flexible in cross-training, and adjusts to changes in assignments and working conditions.

Job Knowledge 

• Possesses a thorough knowledge and expertise of the position, and the execution of work in all of its dimensions. Serves as a subject matter expert in terms of troubleshooting.
• Demonstrates a natural curiosity about where the university is heading and how to help it get there faster. Takes a “strategic business partner” approach to solving challenges.
• Exhibits a deep level of understanding of the institution and the changing needs of higher education.
• Shares knowledge and expertise by participating on committees and taskforces to broaden exposure to other functions, disciplines, and roles within the institution.

Teamwork

• Practices open and honest communication, supporting a culture of trust and teamwork. Contributes to an environment where people cooperate, resolve conflicts, and set a positive example for others to give their best.
• Demonstrates collaboration by listening to the needs of others and accepting constructive feedback and suggestions. Creates an environment for learning, growing, and acquiring new skills.
• Actively promotes a culture of shared accountability and responsibility. Emphasizes teamwork, modeling the principle that both successes and challenges are shared. Advocates for a “WE ARE… MARSHALL” approach, ensuring team cohesion in daily tasks and overall objectives.

Productivity, Quality and Reliability

• Effectively utilizes job resources to achieve sets goals, completes assignments on time, and meet work quantity expectations.  Uses sound judgment and designs work processes that maximize productivity without compromising quality.
• Operates independently with minimal supervision, contributing to a flexible and diverse work environment that fosters self-regulation and job satisfaction.
• Sets benchmarks for ongoing quality improvements and remains customer-focused, flexible and responsive.
• Exhibits reliability by streamlining workflows, meeting deadlines consistently, taking responsibility for actions, and handles special requests effectively.

Customer Focus

• Demonstrates a proactive and dedicated approach to exceeding customer expectations and achieving exceptional outcomes.
• Cultivates lasting relationships with clients by anticipating needs and ensuring timely follow-up.
• Identifies creative ways to set the Marshall apart from competitors, continuously striving to exceed expectations of those whom you serve.
• Adapts strategies and solutions to prioritize clients needs, adding value and managing interactions with tact and diplomacy.

Ranges

• Value (4) –  Exceptional (3.5 – 4.00)
  Performance far exceeded expectations due to exceptionally high quality of work; producing “game changing” results that completely changed the trajectory of the department, division, or University.
• Value (3) – Exceeds Expectations (3.0 – 3.49)
  Performance consistently exceeded expectations in all essential areas of responsibility, and the quality of work overall was excellent. Annual goals were met.
• Value (2) – Meets Expectations (1.76 – 2.99)
  Performance consistently met expectations in all essential areas of responsibility, at times possibly exceeding expectations, and the quality of work overall was very good. The most critical annual goals were met.
• Value (1) – Needs Improvement (0.00 – 1.75)
  Performance did not consistently meet expectations – performance failed to meet expectations in one or more essential areas of responsibility, and/or one or more of the most critical goals were not met.

Weighted Values

• 75% Competencies
• 25% Goals

How to process evaluations in PeopleAdmin

• You can register for sessions through Teams and In-Person
• You can also view the pre-recorded training session

Course Overview

This Performance Management training program is designed to empower you with the essential skills and insights to excel in managing performance effectively. The course introduces the powerful concept of BE + DO = HAVE, emphasizing that who you are (BE) combined with what you do (DO) leads to what you achieve (HAVE). You will learn how to set and agree on expectations upfront, establish SMART goals, engage in meaningful coaching conversations, and align job duties with accountability competencies.

Deep Dive I

Key Learning Objectives

• Setting and Agreeing on Expectations: Understand the importance of clear expectations and learn strategies to set them collaboratively with your team.
• SMART Goals: Master the art of creating Specific, Measurable, Achievable, Relevant, and Time-bound goals that drive performance.
• Coaching Conversations: Develop skills to conduct effective coaching conversations that inspire and motivate employees.
• Accountability Competencies: Learn how to align job duties with accountability competencies to ensure everyone knows their role and responsibilities.
• BE + DO = HAVE: Explore the principle that combining the right mindset (BE) with the right actions (DO) leads to achieving desired outcomes (HAVE).

What You’ll Take Away

By the end of this course, you will be equipped with practical strategies to set clear expectations, create achievable goals, and engage in productive coaching conversations. You will understand how to align job duties with accountability competencies and apply the BE + DO = HAVE concept to drive both personal and team success.

Deep Dive II

• Share Successes: We’ll begin by discussing what has been going well in your check-ins with employees. Recognizing these successes is key to maintaining a positive and productive work environment.
• Addressing Challenges: We’ll also explore areas that haven’t been going as smoothly. Identifying these challenges will help us develop strategies to overcome them and improve your effectiveness.
• Coaching for Improvement: Finally, we’ll provide targeted coaching to help you enhance your approach to performance evaluations. You’ll gain practical tips and strategies to support your team’s growth and development.

To register for a Dave Beam training session, please go to our Training site at https://www.marshall.edu/human-resources/training/training-schedule/

This training will be available in the upcoming week. Recommend taking this training prior to David Beam training

• Online training (The Fundamentals of Performance Evaluations) Part 1
• Online training (The Fundamentals of Performance Evaluations) Part 2

To register for a training session, please go to our Training site at https://www.marshall.edu/human-resources/training/training-schedule/

As mentioned above, you will be using the Employee Portal to process the annual evaluations, not the traditional PeopleAdmin system.  You can access the portal one of three ways. Once you are in the system, you can use this guide to help you navigate the system.

1. By the direct link at https://marshall.peopleadmin.com/portal. This link is also located in the “Current Employees” menu on the HR website.
2. If you are in the PeopleAdmin system, you can go to the top left menu and select the link under the “Other Tools” menu.
3. The link will also be listed in the system generated emails employees and supervisors will receive throughout the evaluation process.

• Supervisor Guide for Exempt Employees
• Supervisor Guide for Non-Exempt Employees

• Guide for Exempt Employees
• Guide for Non-Exempt Employees

• Guide for Employees & Supervisors

As mentioned above, if your employee has been at the university less than 6 Months they would be considered a probationary employee.

• We are still using paper evaluation forms located on the HR Forms site, but will be converting to a Dynamic Form in the upcoming months.
• You will complete their evaluations at the end of the month following following their first work date anniversary in Banner. (ex. If your employee was hired 1/1/2024, their 3-month evaluation would be due May 31st and their 6 month evaluation would be due August 31st).

If your first work date in Banner is after December 31st, you will not be included in this years evaluations. Your evaluation will need to be processed on paper.

If your employee is on paid leave, you as the supervisor will need to begin the evaluation process as normal (supervisor sets the plan). If the employee returns to work, you will complete the evaluation. If the employee does not  return to work the supervisor will not complete the evaluation and allow the system to close. HR will know the employee is on leave and there is not enough information to provide a sufficient rating.

If your employee is still active by June 5th,  you still need to provide an evaluation.

If your employee left Marshall University and has now returned, they would be considered a new employee. This means that they would not do their evaluation in PeopleAdmin. They would need to be completed on paper until the next evaluation cycle.

When an employee transfers to a new position within the university, their “user profile” in the performance management module (orange screen) transfers to the new supervisor. It is not possible to “split” the employee’s performance actions to allow the previous manager to complete the evaluation, AND allow the new supervisor to contribute. As a result:

• If an employee transfers positions before March 1st (before the red line), the new supervisor will complete the evaluation.
• If an employee transfers positions on or after March, the old supervisor must complete the evaluation (i.e. all 8 steps) before the employee transfers to their new position.

To reopen step 1 to begin the evaluation as a transfer, contact performance-evaluations@marshall.edu. You as the supervisor will need to work with the employee to determine appropriate goals for the evaluation. You can also keep previous goals listed, add to them, or remove and add new.

When an employee’ position type changes due to reclassification, FLSA, etc., how does the performance evaluation proceed?

• You will proceed with the evaluation process as normal. We may need to reopen steps for you to complete if the transfer happens later in the year.

Please see the scoring language above.

Step 6 in the evaluation process is “Employee Signs Off on Evaluation”.  This is where you “acknowledge” that you and your supervisor have met and discussed the evaluation. In the step, you as the employee will have one of two options to select.

• I have reviewed my evaluation with my supervisor, and I agree with this performance assessment.
• I have reviewed my evaluation with my supervisor, and I do not agree with this performance assessment.

You can also enter comments in the comment box. PLEASE NOTE: Selecting the “acknowledge” button does not mean you agree with the evaluation of your work performance. Disagreement may be documented in the comments field as well as selecting the option, “I have reviewed my evaluation with my supervisor, and I do not agree with this performance assessment.”

Please complete the Banner Employee Data Corrections Request Form and select the update supervisor option.

Yes. Throughout the evaluation steps, there is a feature called Progress Notes. This allows you to add notes and attachments and store within the system. This is located in the top toolbar of the employee portal.

Yes. In the instructions, there will be documentation that explains how to print an evaluation.