Staff Performance Appraisal Policies, Procedures, & Forms
The Human Resources web site includes links to a variety of appraisal templates. You may edit the templates to create your own customized set or sets of appraisal forms to evaluate performance and communicate in styles and formats that best fit the types of positions held by the individuals who report to you. You may also reorder the templates in a way that makes sense for you. When you have completed the editing and/or reordering, you will have created a performance appraisal document specific to the needs of your entire department or groups within your department.
Regardless of the template/format you choose, each performance appraisal should include an overall rating as well as signatures from the employee, the supervisor who wrote the appraisal and the manager of that supervisor.
A final rating is an important element of this process as this information will be used to differentiate merit increases in the salary review process and to ensure equity within the two processes.
Staff Appraisal – Signature Page
This should be included as the final page of all performance appraisals.
Employee development is a key area of focus for the university. The employee development plan is designed to identify areas of growth for employees, either in their current position or in preparation for future roles. Areas of focus typically relate to knowledge or skills. Like the performance management cycle, the employee development cycle should be a process that begins with identifying the areas where the employee would like to develop; followed by regular feedback throughout the year; with an update on progress at the end of the year. Development goals may have a one year completion timeline or they could cross over several years, depending on the goal.
As a best practice, RIT strongly encourages supervisors, department heads, directors, and vice presidents to use upward appraisals to facilitate two-way performance communication with their staff.
Three templates are provided to obtain feedback; open-ended, structured response, and checklist, similar to the formats of the staff appraisal templates. However, the nature of the feedback solicited is related to an individual’s performance in the areas of supervision, management, and leadership.