This tutorial is designed to provide guidance to supervisors on how to most effectively and efficiently
complete employee reviews. As a supervisor, one of your most important roles is to guide employee
The University remains committed to an employee review process in which each
employee receives an evaluation each year.
Rider University employees are reviewed during the same review cycle. All reviews
(with the exception of University Advancement) are due to Human Resources no later
than the last day of June. (University advancement reviews are due to Human
Resources the last day of July.)
HR will notify supervisors every April that their employees’ reviews are due. Reviews
(with the exception of University Advancement, as noted above) and the appraisal
meetings are to be completed between the months of April and June.
Performance Appraisal Form
The Performance Appraisal Form is available on the Human Resources web site.
How To Complete The Form
Step 1: Access the form by clicking here.
Step 2: Complete Parts 1 (Employee Identification) , 2 (Major Job Responsibilities)
and 3 (Goals from Past Performance Cycle). This information is available on
your employee’s last performance appraisal. Please call HR (x5140) if you
need help completing these sections. Review the “Major Job Responsibilities
Section” and inform HR of any significant changes to job duties.
FOR NEW EMPLOYEES: If you did not establish goals at the time
your new employee started, you will need to meet with your employee
immediately and mutually determine what goals the employee and you
agree were attempted this past year.
Step 3: Copy and save the form and forward it as an attachment to your employee,
asking that Part 4 (Employee’s Self-Appraisal) be completed. Give the
employee a two (2) week deadline to complete this section.
Step 4: Once you receive the employee’s self-appraisal, complete Parts 6
(Competency Assessment), 7 (Professional Strengths and Significant
Accomplishments), 8 (Areas for Development)and 9 (Overall Performance
Assessment). This part of the review should take you about two weeks. Do
not complete Part 11, which establishes the goals for the next review cycle.
This section should be completed in partnership with your employee.
Step 5: Set a mutually convenient time to meet with your employee to discuss the
Step 6: Two days before the meeting, give a copy of the review to your employee to
review prior to your meeting.
Step 7: Meet with the employee to discuss the performance from the past year and to
talk about goals for the upcoming year.
Step 8: Employee and supervisor agree on goals, which employee notes on form in
Part 11. If desired, employee completes Part 11 (Employee’s Comments.)
Step 9: Supervisor prints hard copy of the form for the employee to review, sign and
Step 10: Supervisor signs and dates form, delivers a copy to Human Resources and
gives a copy to the employee.
The entire review process should take no more than six to eight weeks.
WHY COMPLETE THE ANNUAL PERFORMANCE
One-On-One Time With Your Employee
This is a rare opportunity to have dedicated time to sit down with your
employee and discuss at length your assessment of the employee’s performance
over the past year and the goals that you both have for the coming year. Many
of the interactions we have with our employees during the week are in the form
of directing work or tasks but not necessarily providing comprehensive and
helpful feedback on performance.
Completing the performance appraisal and meeting with the employee will
allow you and the employee to identify training and development needs relative
to goal attainment and performance enhancement or correction. It is important
that every employee’s potential is optimized and aligned with the university’s
mission and direction
Employee records must include information that is accurate and current
regarding employee performance. This is particularly important relative to
handling disciplinary actions.
If done well, the annual performance process can be a beneficial and positive
experience for both employee and supervisor. This is a chance for the
supervisor to provide recognition for work well done but to also point out
where there were problems with the employee’s performance over the past
year. All employees need feedback – both positive and negative – on their
It is important to remember that the annual performance appraisal is the
culminating once-a-year opportunity to review the employee’s goals based on
accomplishments. It should also be remembered that it is the supervisor’s role
is to provide employees with feedback throughout the year. The goal of
performance appraisals is to guide performance so that good performance is
repeated and poor performance is stopped or redirected.
HOW TO PREPARE TO COMPLETE YOUR
• The preparation for completing your employee’s next review starts the very
first day following the last performance appraisal.
• Throughout the year, keep a file folder or electronic folder on your employee’s
performance. Whenever you receive a memo from or about your employee
updating you on a project, place the memo in the folder. If you receive a
commendation from another supervisor about your employee’s performance,
put this in the file. If you needed to discuss a performance problem with your
employee, make a “note to file” and place this in the personal file you are
maintaining on this employee. Be sure that your notes include dates and
• When it is time to complete the employee’s review, you will only need to refer
to the contents of this file, which will give you information on the employee’s
performance reflective of the entire year’s review period. You’ll be able to
specifically note those areas of accomplishment and also those areas where
performance was less than satisfactory.
• When completing the review, make sure to give specific examples in support of
your evaluation designations. For example, if you give a “Needs
Improvement” for “Attitude/Effective Relations,” be specific about why.
State, for example, that on (date), you observed the employee interacting in a
rude manner with another employee. Likewise, if you, for example, give a
“Distinguished,” under “Leadership,” be sure to refer to specific examples to
support this grade. You could note that “I received a memo (dated) from a
supervisor complementing you on your part in leading the inter-department
team to a successful conclusion of the project.”
• Remember you are trying to guide performance so you want to let the
employee know specifically what behaviors and accomplishments you want
repeated and those you do not.
• Employees, even if it’s a poor review, will be more accepting if there are
specifics and if they know that the supervisor cared enough to put time into the
• There should be no surprises in the review. Employees may not want to
acknowledge what they’re told when there are performance problems but it
shouldn’t be the first time they are hearing about the problem.
• If you note that an area in the “Competency Assessment” section as “Needs
Improvement,” or “Unacceptable,” this opportunity for improvement must
also be part of the “Areas for Development” and “Goals” sections.
OVERALL NEEDS IMPROVEMENT OR UNACCEPTABLE RATINGS
IF YOU ARE GIVING AN OVERALL RATING OF NEEDS IMPROVEMENT
OR UNACCEPTABLE, YOU MUST CONTACT HUMAN RESOURCES
BEFORE YOU GIVE THE EMPLOYEE THIS REVIEW.
OVERALL DISTINGUISHED RATING
IF YOU ARE GIVING AN OVERALL RATING OF DISTINGUISHED YOU
WILL NEED TO MEET WITH AND RECEIVE APPROVAL FROM YOUR
DIVISION HEAD FIRST BEFORE YOU GIVE THE EMPLOYEE THIS
HELPING YOUR EMPLOYEE SET GOALS
Goals Should Be Based On Job Description
Don’t set goals outside of general parameters of the job’s requirements; however,
“stretch” goals are acceptable.
Tie Goals To Institution and Division Strategic Plans
Be sure that your employees are aware of your division’s strategic goals and how these
goals align with the university’s mission and strategic goals. Supervisors should work
with their employees to establish annual goals that, in some way, move the
department, division and the university toward fulfilling its strategic mission.
Mutually Agreed Upon
The supervisor and employee should mutually agree on the goals that will be
accomplished for the next year. You should encourage employee input so that the
employee feels “ownership” of the goals.
Interim Progress Discussions
The supervisor and employee should agree on checkpoints where they can evaluate
employee progress. This is a good opportunity to check to see if there has been
progress toward goal attainment and if not, why not. Does the employee need more
training, more tools, more support?
GOAL SETTING SMART Method
S Spelled out clearly and in a concise
M Outcome is capable of being appraised,
proven or quantified
A Employee must be aware of your
expectations and must have input
R Must be challenging and achievable for
the individual according to the
T Must be able to monitor progress and
set a time frame for completion
10 BIGGEST APPRAISAL MISTAKES
10. Halo Effect
Supervisor sees employee as inherently good and ignores
evidence that might suggest otherwise. Instead of correcting, the
supervisor covers for employee and may even offer excuses for
9. Horns Effect
Supervisor has formed an impression that the employee is bad
and is unreasonably harsh in assessing the employee.
Supervisor may always be ready to criticize and undermine
8. Central Tendency
Supervisor gives middle of the road ratings (satisfactory,
adequate, meets all requirements) regardless of actual
performance. This often happens if the supervisor is afraid of
confrontation and the repercussions in giving a poor, although
7. Using Generalities
Supervisor does not utilize documentation gathered over the last
review cycle to specifically note accomplishments or areas of
improvement. The employee will not have examples as
motivation to continue good work or correct poor work.
6. Evaluation Inflation
Supervisor gives an evaluation above what it should be because
of a fear of the employee’s reaction.
5. Leniency Error
Supervisor wants to be liked and purposely rates very liberally,
ignoring or downplaying problem areas.
4. Severity Error
Supervisor follows a set of standards too strict so that goals are
not obtainable. Often this supervisor will utilize an authoritarian
method of evaluation where there is little or no employee input.
3. Timing or Recency Error
Supervisor bases assessment too heavily on recent events, not
taking into account the entire evaluation period. Actions (good
or bad) that took place earlier in the review period are ignored
or forgotten. The supervisor bases the assessment on events
occurring early in the cycle, giving these events (good or bad)
unfair weight in comparison to the employee's overall
performance during entire cycle.
2. Positive & Negative Stereotyping
Supervisor prejudges the employee without regard to actual
performance. It is imperative that employee performance be
evaluated relative to work performance and not related to any
other factor, such as race, religion, age, gender, or sexual