Performance Management

Performance management is a process of communication between supervisor and employee. This communication should be continuous throughout the year while working toward the common goal; accomplishing the strategic objectives at Marshall University. The communication process includes:

  • Explaining  Expectations
  • Setting Goals/Objectives
  • Offering Feedback
  • Assessing Results

Performance Evaluation Types

New Process for Annual Performance Evaluations

For the new annual process we will be presenting information on:

Accessing the System

As mentioned above, you will be completing these evaluations in the Employee Portal of PeopleAdmin, not where you complete positions and job postings. You can access the portal one of three ways:

  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.

Steps in the Process

The steps to be performed will vary based on the type of assessment.

  • Supervisor Sets Plan – 
    • Review  Competencies – Discuss and review the core competences for Marshall University
    • Supervisor Sets Goals – The supervisor will set performance goals for the employee for the upcoming year.
  • Mid-Year Check-In – This will be a check in with employee and supervisor for the annual evaluation
  • Employee Self Evaluation – This is where the employee rates themselves on their job performance
  • Supervisor Evaluation – This is where the supervisor rates employee on their job performance
  • Supervisor Meets with Employee – The supervisor will meet with employee to discuss evaluation.
  • Employee Signs Off on Evaluation – The employee will acknowledge the evaluation and sign off.
  • Supervisor Signs Off – The supervisor will acknowledge the evaluation and sign off.
  • Second Level Supervisor Approves – The evaluations will need approval from the second level approver of the employee.

Schedule

Step

PeopleAdmin System Training

Online Fundamental Training Part 1

Online Fundamental Training Part 2

Deep Dive with David Beam Part 1

Supervisor Sets Plan

Continuous Feedback

Mid-Year Check-In

Deep Dive with David Beam Part 2

Continuous Feedback

Employee Self Evaluation

Supervisor Evaluation

Supervisor Meets with Employee

Employee Signs Off on Evaluation

Supervisor Signs Off

Second Level Supervisor Approves

Open Date

06/01/2024

06/01/2024

06/01/2024

06/01/2024

7/1/2024

Ongoing

11/01/2024

Late Fall/Spring

Ongoing

04/01/2025

04/01/2025

04/01/2025

04/01/2025

04/01/2025

04/15/2025

Due Date

N/A

N/A

N/A

N/A

9/30/2024

Ongoing

01/15/2025

N/A

Ongoing

06/01/2025

06/05/2025

06/05/2025

06/15/2025

06/15/2025

06/20/2025

Prerequisite

N/A

N/A

N/A

Online Fundamental Training Recommended

N/A

N/A

Supervisor Sets Plan

N/A

N/A

Mid-Year Check-In

Mid-Year Check-In

Supervisor Evaluation

Supervisor Meets with Employee

Employee Signs Off on Evaluation

Supervisor Signs Off

What you will be Evaluated On and How you will be Scored

Goals

You and your supervisor will need to develop at least 3 goals for expectations of how to become successful and grow professionally during the upcoming year. These goals will be assigned to the employee by the supervisor in the first step (Supervisor Sets the Plan) and become part of both the employee’s Self Evaluation and the Supervisor Evaluation.

  • Goals for probationary evaluations will be the same as before on the paper forms.
  • For annual evaluations in PeopleAdmin, the supervisor will set goals for the employee for the upcoming year.

Competencies Job Accountabilities

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.

Scoring

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

Training & Instructions

Training

To facilitate a smooth transition, HR will provide numerous training sessions for supervisors starting in June. We will be offering trainings on

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

Instructions

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.

FAQs

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.

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?

  • If an employee has had a position type change (moved from Classified Non-Exempt to Classified Exempt, or Non-Classified), before December 1, the new evaluation will need to be completed.
  • If an employee has had a position type change (moved from Classified Non-Exempt to Classified Exempt, or Non-Classified), on or after December 1, the previous evaluation will need to be completed.

To reopen step 1 if changes need to be made to the goals, contact performance-evaluations@marshall.edu. 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.

 

 

 

 

 

 

 

 

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.