Giving Feedback Supervisors and managers should provide objective and balanced (positive and corrective) feedback which touches on both employee strengths and opportunities for further development. When delivering corrective feedback the supervisor should: Address the problem or issue as soon possible with the employee in a private setting. State specific examples of the behaviors or performance which are inappropriate or unsatisfactory. Describe the impact of the behavior or performance issue and avoid language that can be viewed as a personal attack on the employee. Afford the employee the opportunity to give his/her perspective on how/why the situation occurred and suggestions on how the issue/performance can be corrected. Provide the employee with clear statements of expectations for improvement moving forward. Establish follow-up meetings, positively reinforce progress toward desired outcomes and address areas still in need of improvement. Document the process undertaken with the employee. Although positive feedback is much easier to deliver, its delivery should always include: Praising the behavior or performance promptly; Citing specific examples of what the employee did that was noteworthy; and Describing the impact of the behavior or performance on the department, team or goals. Appraisals Performance evaluation systems are a formal method of communicating with an employee about how well they met or did not meet expectations related to the principal responsibilities of their positions, as well as how well they accomplished goals established at the start of rating cycle. If conversations about performance, both positive and corrective, were ongoing throughout the year, then nothing in the conduct of these meetings should be a surprise to the employee being evaluated. Managerial Appraisal The majority of Higher Education Managers are evaluated on a fiscal year basis against established goals and accomplishments. Merit increases, if any, are determined based on overall job performance and the successful outcomes and achievement of individual goals. Higher Ed Manager Performance Appraisal Professional Staff Appraisal AFT Professional Staff undergo performance evaluation whether on an annual or multi-year contract. The evaluation process is contractually driven and timelines differ in accordance with an employee’s contractual status. For detailed information about the process and timelines for specific Professional Staff cohorts click here. AFT Professional Staff Performance Appraisal (WPconnect) Career Service Employee Appraisal Career Service employees are evaluated using the electronic Performance Assessment Review (ePAR) tool. This tool is the CSC approved online format used to conduct the evaluation of full time employees. The process permits all actors in the process, the Ratee (employee), Rater (employee’s supervisor) and Reviewer (the Rater’s supervisor) access to the online tool to create, edit, review, comment and electronically sign the document in its online format. The evaluation cycle is the fiscal year (July-June) for all employees. The cycle requires three formal meetings between the employee being evaluated and his/her immediate supervisor. The supervisor initiates the process by meeting with the employee to discuss Job Expectations and outline standards for successful performance. The next formal meeting, the Interim Review, occurs at the six month mark in the evaluation cycle and results in an overall performance rating for the employee of Unsatisfactory, Satisfactory or Exceptional. The last formal meeting of the cycle is the Final Review which assesses the employee’s performance over the entire evaluation period. A final rating is applied using the ratings previously mentioned. ePar myNewJersey Supervisors and managers must execute their responsibilities related to all aspects of performance management and evaluation in accordance with the Non Discrimination Policy.
