Performance Evaluation
Performance Management is an ongoing process that fosters two-way communication between supervisors and employees. This includes performance evaluations, goal-setting, professional development planning, coaching, and feedback. Below are resources to assist both MPPs and staff in navigating and preparing for this process.
Performance Evaluations- Annual and Probationary
Annual performance evaluations are required for all permanent, annual renewable, and long-time temporary employees, covering the fiscal year, from July 1 of one year through June 30 of the following year.
Employees’ collective bargaining agreements and SSU HR policy determine the schedule/frequency of performance evaluations during the employee's probationary period. The respective schedules are listed below.
Evaluation forms, as well as instructions for routing a completed performance review for signature in Adobesign, can be found on the ERC Forms page.
| Probationary Evaluation Schedule | |
|---|---|
| Unit 1 UAPD Union of American Physicians and Dentists | Two year probationary period for full-time service Evaluations at 6, 12, and 18 months |
| Unit 2, 5, 7, and 9 CSUEU California State University Employee Union | One year probationary period Evaluations due by the end of the 3rd, 6th, and 11th months. CBA Article 10.5 |
| Unit 4 APC Academic Professionals of California | One year probationary period Evaluations at 3 and 9 months CBA Article 18 |
| Unit 6 Teamsters | One year probationary period Evaluations due within two weeks of the end of the 6th and 11th months CBA Article 12.5 |
| Unit 8 SUPA | One year probation period Evaluations due by the end of the 6th, 9th, and 12th month. |
| C99 Confidential | Non-Academic (Office): One-year probation, with evaluations at 3 and 9 months Administrative: Two-year probation, with evaluations at 3, 9, and 18 months |
| MPP Management Personnel Plan | Managers: no actual probation period as they do not achieve permanence, but the MPP plan and Ed Code require evaluations at 6 and 12 months |
| E99 Excluded | Specifically Early Childhood Educators at the Children’s School, have no actual probation, as appointments are always temporary, but SSU requires evaluations at 3, 6, and 9 months during the first year |
When Written Performance Evaluations Are Not Completed
If a written performance evaluation is not completed and signed by the date marking the end of the original probationary period, the employee automatically becomes a regular, permanent employee of the university.
When a written performance evaluation is not completed, the employee may request assistance from Employee Relations and Compliance to work with the appropriate person to have the evaluation done.
Employee Information
Performance evaluations create an opportunity for a two-way conversation between employees and their supervisor; a meaningful dialogue on expectations, progress, and growth opportunities. It’s a time to clarify priorities and equip employees with information needed to plan for the year ahead.
Specifically, it is an opportune moment for employees to:
- Reflect on accomplishments from the past year
- Identify any resources or support that may be needed to meet personal and unit objectives
- Set goals for the upcoming year
- Discuss long-term career goals and professional development
Performance Evaluation Best Practices for Employees
- Review your position description, recent projects, and any prior feedback received
- Reflect on accomplishments, challenges, and areas where you want more support or clarity
- Gather examples or data that illustrate your contributions so you can discuss them confidently and accurately
- Focus on results by highlighting the specific impact of your work, not just tasks completed
- Be balanced and objective; acknowledge strengths and note where improved processes, resources, or skills could help you perform more effectively
- Use clear examples to show how you demonstrated core competencies and supported team or university priorities
- Set goals that are specific and measurable so you and your supervisor can assess progress throughout the year
- Choose goals that are realistically attainable given your workload, resources, and timelines
- Align goals with department and university priorities to show how your work supports broader initiatives
- Identify what support, training, or tools you will need to be successful so expectations are clear from the start
- Review the SMART Goals framework for additional support
What to Expect
Each Collective Bargaining Agreement (CBA) outlines bargaining unit-specific timelines, procedures, and rating standards for performance evaluations. The guidance below provides a general overview, and employees are encouraged to review their applicable CBA for details specific to their bargaining unit.
Your appropriate administrator (AA) will schedule a meeting to discuss your performance and will share a draft of your written evaluation in advance. You will have an opportunity to review the draft, offer feedback, and provide any additional context or information you feel should be considered. Your AA may also consult with you, team leads/supervisors, or other relevant colleagues to gather input and is expected to make a good-faith effort to incorporate and evaluate all relevant feedback before finalizing the document.
During the evaluation meeting, you and your AA will review the assessment together, discuss accomplishments and areas for growth, and identify priorities for the year ahead - both individually and within the broader context of your department and the university.
Following the meeting, you will be asked to sign the final evaluation to acknowledge that the conversation took place. Please note that your signature does not indicate agreement with the content. Employees may include written comments, clarifications, or rebuttals in accordance with their CBA. Non-represented employees should contact Employee Relations and Compliance for support. If concerns arise, employees are encouraged to first raise them directly with their AA to pursue constructive resolution and thereafter engage Employee Relations and Compliance as necessary.
MPP Information
Performance evaluations create an opportunity for a two-way conversation between appropriate administrators and their direct reports; a meaningful dialogue on expectations, progress, and growth opportunities. It’s a time to clarify priorities and equip employees with information needed to plan for the year ahead.
Specifically, it is an opportune moment for appropriate administrators to:
- Reflect on their employee’s accomplishments from the past year and identify areas of growth
- Identify any resources or support that may be needed to meet personal and unit objectives
- Set goals for the upcoming year
- Discuss long-term career goals and professional development
Performance Evaluation Best Practices for MPPs
- Review the employee’s position description, recent projects, evaluation and goals from last year, and any prior feedback provided. Contact Employee Relations and Compliance for copies of previous evaluations if needed
- Reflect on accomplishments, challenges, and areas where the employee is both excelling and has room for growth
- Solicit input from the employee themselves, and team leads and other appropriate observers when appropriate
- Gather examples or data that illustrate your evaluation so you can discuss them confidently and accurately
- Identify key themes and examples you want to discuss- both strengths and opportunities for growth
- Focus on results by highlighting the specific impact of their work, not just tasks completed
- Be balanced and objective; acknowledge strengths and note where improved processes, resources, or skills could help them perform more effectively
- Think more data than story- include details and facts rather than assigning emotion or assuming intent
- Set goals that are specific and measurable so you and your employee can assess progress throughout the year
- Choose goals that are realistically attainable given your employee’s workload, resources, and timelines
- Align goals with department and university priorities
- Identify what support, training, or tools they will need to be successful so expectations are clear from the start
- Review the SMART Goals framework for additional support
General MPP Do's and Don'ts
| DO this | NOT This |
| Write clear and direct, be honest and transparent | Sugar coat important feedback or use words with little substance |
| Provide examples, include comments on scope and impact | Make generalized statements |
| Use professional and job-relevant wording | Use personal language that is not related to the job |
| Keep your tone helpful while remaining objective | Be overly critical or harsh in your assessment |
| Give thanks for work and effort, while rating on results | Give a good rating based on effort and potential |
| Assess the entire evaluation period | Let recent events cloud or overshadow your judgment |
| Observe performance, ask others for observations | Guess about performance, nor include gossip or rumors |
| Reinforce previously shared expectations and feedback | Give new, previously unmentioned feedback, ratings, and expectations |
| Rate on what is documented and observed | Omit details or information based on the assumption it’s “understood” or goes without saying |
| Assess the employee’s performance individually based on position and unit standards | Rate everyone the same because they do similar work or it’s hard to distinguish levels of performance |