UCCS believes all employees are the key to our success. We strive to hire, develop, and keep the best employees. We encourage, support, and compensate employees based on our philosophy of recognizing and rewarding exceptional performance.
We believe that performance management is an on-going and daily process, not just an annual event.
We require managers and employees to conduct a formal annual performance review based on the requirements specific to their employment group. This review documents and highlights the previous year’s accomplishments and overall performance.
Requirements and timeline are different for university and classified staff as well as for faculty.
Evaluation Timelines and Forms
April 1st - March 31st: Performance evaluation period
March 31st: Evaluation period ends
April 30th: Performance Planning and Evaluation forms must be submitted to email@example.com. Supervisors and employees should both retain copies of the final evaluations for their records. The reviewer MUST review the evaluation before it is given to the employee.
June 1st: A new plan must be in place for all classified employees. Upon completion of performance plans, departments should fill out the Performance Management Program - Department Certification Form (Annual) and store in department files.
Ongoing: When a new employee or an existing employee's job class or supervisors changes, the Performance Management Program - Department Certification For (Mid-Year) must be completed no later than 30 days after the hire or reclassification of a classified employee.
Classified Staff Forms
- Performance Management Program - Department Certification Form (Annual)
- Performance Management Program - Department Certification Form (Mid-Year)
- Performance Management Program - Dispute Form (pages 16 - 20)
- Performance Management Program - Planning & Evaluation Form for Classified Employees
February 1st - January 31st: Performance evaluation period
January 31st: Evaluation period ends
March 1st: Annual Performance Rating Form must be submitted to firstname.lastname@example.org. Supervisors and employees should both retain copies of the final evaluations for their records.
April 1st: A new performance plan must be completed for the next evaluation cycle.
University Staff Forms:
- Annual University Staff Evaluation Form - Option 1 (includes employee self-evaluation and supervisor rating)
- Annual University Staff Evaluation Form - Option 2 (includes employee self-evaluation and supervisor rating)
- Annual University Staff Evaluation Word Document - Option 2, open document without form fields
- Annual Performance Rating Form (rating sheet only)
- Performance Rating Rubric & Guidance - University Staff
The university rates faculty members' performance each year and uses the results to determine merit and other pay adjustments. Tenured/tenure track faculty are assessed on a three year average and instructors are evaluated annually.
Performance ratings are based on standards that each academic unit has developed, according to agreed-upon written expectations between the faculty member and his/her unit.
Faculty responsibilities (except those on leave):
- Provide written evidence of your performance.
- Use your campus'/college's/school's/unit's standard for reporting scholarly and other activities.
Faculty members who do not follow this process will receive a "below expectations" review and be considered for disciplinary action.
January 1st - December 31st: Performance evaluation period
December 31: Evaluation period ends
May 15th: Annual Performance Rating Form must be submitted to email@example.com. Supervisors and employees should both retain copies of the final evaluations for their records.
Classified Staff: 1-3 Scale
This rating level encompasses those employees whose performance does not consistently and independently meet expectations set forth in the performance plan as well as those employees whose performance is clearly unsatisfactory and consistently fails to meet requirements and expectations. Marginal performance requires substantial monitoring an close supervision to ensure progression toward a level of performance that meets expectations. Although these employees are not currently meeting expectations, they may be progressing satisfactorily toward a level 2 rating and need coaching/direction in order to satisfy the core expectation of the position.
This rating level encompasses a range of expected performance. It includes employees who are successfully developing in the job, employees who exhibit competency in the work behaviors, skills, and assignments, and accomplished performers who consistently exhibit desired competencies effectively and independently. These employees are meeting all the expectations, standards, requirements and objectives on their performance plan and, on occasion, exceed them. This is the employee who reliably performs the job assigned and may even have a documents impact beyond the regular assignments and performance objectives that directly supports the mission of the organization.
This rating represents consistently exceptional and documented performance or consistently superior achievement beyond the regular assignment. Employees make exceptional contribution(s) that have a significant and positive impact on the performance of the unit or the organization and may materially advance the mission of the organization. The employee provides a model for excellence and helps others to do their jobs better. Peers, immediate supervision, higher-level management and others can readily recognize such a level of performance.
Faculty and University Staff: 1-5 Scale
Consistently fails to meet expectations and improvement is needed in most aspects of position.
Frequently fails to meet expectations and improvement is needed in these areas.
Consistently fulfills performance expectations and periodically may exceed them. Work is of high quality in all significant areas of responsibility.
Always achieves performance expectations and frequently exceeds them. Demonstrates performance of a very high level of quality in all areas of responsibility.
Far exceeds performance expectations on a consistent and uniform basis. Work is of exceptional quality in all essential areas of responsibility. In addition, makes an exceptional or unique contribution in achievement of the unit, department, and University objectives.
Human Resources offers training sessions for supervisors and employees focused around how to prepare for annual performance evaluations but also how to manage performance throughout the entire year. It is important to understand the difference between performance evaluation and performance management. The available training helps provide an understanding that performance evaluations are a tool of performance management. Performance evaluations are used to document accomplishments and are a metric of how well an employee performed in a given area. Management is connected to the mission and larger vision and is used to plan and develop department business practices.