Staff Performance Evaluation:

The performance management process is intended to create an ongoing dialogue between the supervisor and employee.  This process enhances the supervisor/employee relationship by incorporating clear communication and constructive feedback throughout the performance review period.  The Human Resources department recognizes the PCER (Plan, Coach, Evaluate, and Reward) model for facilitating the performance management process.  For more information, see the PCER Model. 

Process for 2016-2017:

While non-faculty performance evaluations will be administered through the Portal Access for Total HR (PATH) online through Single Sign On, paper forms will be used to acknowledge certifications not currently available online.  The following form is to be used by the Supervisor to prepare for and complete the annual non-faculty employee evaluation as required by System Regulation 33.99.03 and Standard Administrative Procedure 33.99.03.M0.01

2016 - 2017 TAMUG Performance Evaluation - Supplemental

2017 - 2018 TAMUG Performance Plan - Goals and Objectives Worksheet

New for 2017-2018:

The 2017-2018 TAMUG Staff Performance Evaluation will be administered through the new Human Resources Information System (Workday), which is scheduled for implementation in December 2017.  We anticipate that the following competencies will be used for staff performance evaluations in Workday.

Job Duties

  • Job duties will be populated from the position description and can be rated individually. (Please make sure position descriptions are up-to-date and accurately reflect job duties)

Service
Promotes a culture of service. Examples of behaviors include:

  • Responds appropriately to the needs of internal and external customers.
  • Seeks to secure positive interpersonal relations.
  • Conveys instructions, ideas, and information clearly.
  • Follows through on commitments to others.
  • Represents one’s position, work unit and organization both internally and externally professionally and responsibly.
  • Anticipates needs or problems and acts to meet or resolve responsibly, efficiently and cost-effectively.

For research focused positions, examples of behaviors include:

  • Works to create and sustain a measurable, high standard of quality in research.
  • Facilitates relationship with sponsors in ways that project respect, understanding and professionalism and strengthen the research program.
  • Meets frequently and communicates openly to assure sponsor’s needs are identified and satisfied.
  • Works to develop sustainable initiatives with academic sector or partners.

Teamwork and Collaboration
Promotes cooperation and effective relationships. Examples of behaviors include:

  • Works in a cooperative and collaborative manner within work unit and across the organization.
  • Appreciates and leverages the strengths of others to accomplish goals.
  • Shares relevant information accurately, completely and appropriately.
  • Supports the success of team members.
  • Manages interpersonal conflicts constructively.
  • Earns the trust and respect of team members.

Diversity and Respect
Promotes an inclusive, welcoming and diverse climate. Examples of behaviors include:

  • Treats all people with dignity, civility, and fairness.
  • Demonstrates respect for people of diverse backgrounds, viewpoints, needs and experiences.
  • Seeks and values the opinions and contributions of others.
  • Acknowledges ideas from others, even when different from own.
  • Seeks to ensure all sides are heard before reaching a conclusion.
  • Works diligently to foster an open and inclusive environment.

 Initiative
Exhibits resourcefulness, independent action and professional judgment that are position appropriate. Examples of behaviors include:

  • Actively engages in activities that support the organization’s mission and goals.
  • Strives toward excellence in all tasks and responsibilities.
  • Achieves results with appropriate level of guidance.
  • Seeks opportunities to provide service and contribute to organizational success.
  • Prioritizes tasks based on importance.
  • Uses time efficiently and responds quickly and constructively when confronted with challenges.
  • Takes steps to resolves problems and make constructive recommendations.
  • Displays an ongoing commitment to learning and self-improvement that adds value to the organization.

Accountability
Acts responsibly and takes ownership of own behavior, actions and decisions. Examples of behaviors include:

  • Delivers quality and timely work products and services.
  • Meets obligations with assignments and commitments.
  • Complies with applicable policies, regulations, rules and procedures.
  • Establishes and maintains confidentiality of communications and information.
  • Follows safety and security protocols, and performs in a manner that promotes the safety of self and others. 
  • Uses resources responsibility.
  • Completes assigned training on time.
  • Leads by example in appearance, attitude, character and work ethic.

 

– SUPERVISORS AND MANAGERS ONLY –

Supervision
Manages performance and cultivates a positive work environment. Examples of behaviors include:

  • Promotes employee excellence by establishing appropriate performance goals and assignments; providing coaching, feedback, and support; and rewarding high performance.
  • Provides clear direction and communicates expectations.
  • Manages employee performance issues.
  • Promotes employee well-being.
  • Supports employee growth by assisting with career plans and providing opportunities for professional development.
  • Promotes collaboration and teamwork within work unit.

Organizational Leadership
Cultivates a high-performing and fiscally responsible workplace. Examples of behaviors include:

  • Communicates, supports and promotes the organization’s vision, mission and goals.
  • Plans and monitors work activity and output, ensuring alignment with overall goals.
  • Makes adjustments as needed to address multiple demands and competing priorities.
  • Acts as a change agent by demonstrating flexibility and adaptability, and by implementing appropriate changes in culture, strategy and regulatory requirements.
  • Follows fiscal guidelines, regulations, principles, and standards when committing resources and processing financial transactions.
  • Ensures adherence with HR regulations and laws.

Staff Performance Evaluation Timeframes

  • Review Period - the 12-month period of time for which employee performance is evaluated. Texas A&M University at Galveston has set the period from April 1 thru March 31 as the standard performance review period.
  • Performance Evaluation Delivery Period - the delivery period for a supervisor to discuss and document performance feedback with his/her employee. Texas A&M University at Galveston has set the annual standard evaluation delivery period as April 1 thru May 31.

If you have any questions or require clarification, please contact the Human Resources Office at 409-740-4532.

Note: TAMUG employees are required to be current on all System mandated training to be eligible for merit increases.