7. Performance Evaluation
7.1 Goal. Good personnel practice embraces the concept that formal performance evaluation is: (a) a means of constructively analyzing the efforts of individuals, (b) a means of determining where improvement is necessary, and (c) a procedure by which communication is enhanced, thus providing a forum for the guidance, and counseling to promote the growth of staff members. The University System expects high standards of performance from staff members in accordance with both institutional objectives and the statements of job responsibilities. Each institution has the responsibility to provide employment conditions which foster personal and professional growth and productivity.
7.2 Evaluation Criteria. The principle of evaluation is factual reinforcement based upon predetermined standards. Evaluations shall be based upon established goals and objectives, as well as such criteria as professional competency, initiative, and harmonious working relationships. Evaluation factors of a general nature may be supported by specific goal and objective achievement or may be dealt with in a broader context.
7.3 Responsibility. The USNH Human Resources Office shall provide the institutions with suggested forms and guidelines. These forms and guidelines may be adopted as is or altered to meet individual institutional needs. The USNH Human Resources Office and the USNH General Counsel shall review any institutionally based forms for compliance with state and federal laws.
7.3.1 Institutional Responsibility. Chief Executive Officers of each institution are responsible for establishing the course and direction of performance evaluation within their organization. Evaluation procedures and guidelines shall be based on job requirements and expectations. Employees may discuss their performance evaluation with the office responsible for personnel administration. That office will assist in interpretation and application of policy.
7.3.2 Supervisor's Responsibility. When an employee is hired or changes jobs, the supervisor explains the requirements of the new job. Job expectations may include such areas as quality of work, reliability, initiative, judgment, attainment of skills and meeting goals.
7.3.3 Evaluation of Principal Administrators. The appropriate Vice President or Chief Executive Officer conducts evaluations of Principal Administrators. Evaluations of Principal Administrators will be forwarded to the Trustees' Executive Committee which is responsible for salary increase recommendations. Such recommendations should follow established campus and/or System organizational channels to the Executive Committee of the Board of Trustees.
7.3.4 Evaluation of Faculty. The evaluation process regarding faculty will be established by each institution. Where collective bargaining agreements exist, contract procedures will take precedence.
7.3.5 Evaluation of PAT/OS/EE/AA. Supervisors and staff members will strive to create an environment conducive to satisfactory performance and professional development. Supervisors of PAT/OS/EE/AA staff members are responsible for scheduling and conducting written evaluations and reviewing them with the appropriate administrator. In cases where other supervisors assign and review an employee's work, they may also contribute to the evaluation process.
7.4 Evaluation Process. It is intended that performance review be a continuing process. This process involves observations, evaluation of planned objectives, and the individual's growth in the areas of professional development and subject matter competencies.
7.4.1 During the evaluation period, meetings shall be held between the supervisor and staff member to discuss the staff member's performance. These meetings give the staff member and supervisor a formal opportunity to mutually assess job goals and to determine any changes that may be necessary.
7.4.2 During this period, the staff member and his/her supervisor will strive to develop a written statement of the objectives and responsibilities for the year. If such statement is not mutual, the supervisor is responsible for establishing the final statement. This statement will serve as the criteria for subsequent performance evaluations and will be modified as the demands of the position change.
7.5 Timing and Frequency of Evaluations. Except as otherwise provided in this section, formal written evaluations for PAT/OS/EE/AA staff will occur at least annually at a time determined by the institution.
7.5.1 New Hires. A performance evaluation shall be conducted after five and one half months, and then, annually during the designated evaluation period. For Operating Staff there is an additional earlier evaluation at three months.
7.5.2 Promotions/Reclassifications/Transfers/Demotions. Staff members who are promoted, demoted, or transferred, and Operating Staff who are reclassified to PAT, will have their job performance evaluated after five and one half months, and then, annually during the designated evaluation period.
7.6 Uses of Performance Evaluation.
7.6.1 Written performance evaluations shall be maintained in the official personnel file as a record of the staff member's performance history.
7.6.2 Decisions concerning distribution of performance-based salary increases shall be based on the written performance evaluation.
7.6.3 Decisions regarding professional development and training may be made using performance evaluation objectives and information.
7.6.4 Performance evaluations provide documentation for such personnel actions as promotion, transfer, probation, discipline and/or termination.