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Performance Plan and Accountability Review FAQs

Q. What is the Employee Performance Plan and Accountability Review Process?

A. The employee performance plan and accountability review process is a communication tool between the employee and the manager that becomes part of the employee’s personnel file. This system is designed to ensure progress toward Dartmouth’s educational mission and employees’ personal growth and fulfillment. Essentially, this is a year-round process and all employees should have their performance appraised at least once a year.

Q. Whom Can I Contact With Further Questions or Support?

A. Members of the Workforce Planning and Organizational Effectiveness and HR Consultant teams in the Office of Human Resources provide additional support or answer and further questions. Please call 603-646-3411 for assistance.

Q. Should Everyone Have a Performance Plan and Accountability Review?

A. Regardless of level, role or function at Dartmouth, all employees hired before March 1, 2011, are expected to have an in-person evaluation with their manager or supervisor during the next quarter.

Q. What Is the Due Date for Performance Plan and Accountability Review?

A. Completed evaluations are due to the Office of Human Resources by June 30, 2011.

Q. How Does the Employee Performance Plan and Accountability Review Process Work?

A. Each year, during the fourth quarter, every employee will meet with their supervisor to review their contributions to their work over the previous year. The conversation will involve both behavioral and technical strengths and weaknesses that the employee displayed while doing their job during the previous year as well as future planning for growth and development. Further, the balance of the conversation should be forwardly focused.

Q. How Do You Prepare for the Employee Performance Plan and Accountability Review Process?

A. Employee Should:

  *Agree on a time for the year-end performance review.

  *Develop a list of accomplishments that support each Accountability, Objective, and Competency Development Action
     --Be specific and measurable.

  *Assess progress toward each Accountability, Objective, and Competency Development Action.
     --List successes and those areas where results achieved vary from stated goals.

  *Draft comments for each Accountability, Objective, and Competency Development Action.
     --Enter comments on the performance development plan and accountability review form.
     --Feedback comments should be based on what was accomplished and how the results were achieved.

  *Bring draft to the review meeting.

  *Be prepared to discuss results and receive feedback.

  *Be prepared to discuss any areas where support from the manager or supervisor is needed (accessibility/availability, other resources).

  *Provide an update on other accomplishments not covered on PDP.

A. Manager or Supervisor Should:

  *Document the employee’s significant contributions and any significant concerns.

  *Compare this list to the agreed-upon Accountabilities, Objectives, and Competency Development Actions.

  *Draft feedback comments based on results accomplished and competencies demonstrated.

  *Be aware of common rater errors

  *Consider all available sources for feedback, assessment, and coaching. Some sources might include:
    --Major achievements,
    --Client feedback,
    --Employee Survey results, and
    --Other sources.

  *Be prepared to discuss any areas where the employee needs the manager’s or supervisor’s support (accessibility/availability, other resources.)

  *Conduct the review.

  *Secure appropriate signatures.

  *Based on dialogue during the meeting with the employee, prepare the final document. 

Q. What are the Ratings?

A. See table below:

 

Accountability or Objective
(What)

Competency
(How)

Clearly Outstanding

Performance results significantly surpass
performance targets (numbers, dollars,
percentages, impact).

Sets the new standard for this
competency.

Exceeds Expectations

Performance results moderately exceed
performance targets.

Inspires others to demonstrate
this competency.

Meets Expectations

Performance results meet or slightly exceed
performance targets.

Consistently and effectively
demonstrates this competency.

Below Expectations

Performance results are below performance
targets.

Inconsistently or ineffectively
demonstrates this competency.

Unacceptable

Performance results are significantly below
performance targets.

Seldom or never demonstrates
this competency.

Redirected

Accountability or objective was delayed,
modified, or canceled due to a shift in
institution, division, department or team
priorities.

Not applicable.

Q. What Are the Leadership Competencies?

A. The Leadership Competencies are the critical skills and behaviors demonstrated by employees in support of the College’s mission and cove values, regardless of their level, role, or function. These competencies are aligned with the College’s priorities. 

Q. What Is Different About the 2010 Employee Performance Plan and Accountability Review Forms?

A. On occasion, an employee will have an exemplary year deserving of special recognition. This may take the form of undertaking significantly increased responsibility and excelling in all or most all of their job requirements and leadership competencies or technical or functional competencies. This year, managers will have a special recognition option.

Q. What is the difference between Accountability and Performance Objective?

A. Day-to-Day Accountabilities are core products and/or services that the role is responsible for delivering. Managers or supervisors should pre-determine the content of these Accountabilities, so they support the function of the department and/or organization.

These accountabilities are relatively the same year-to-year and should change only if the responsibilities of the position change.

Day-to-Day Accountabilities should include specific targets that are:

  *Dictated by the current priorities of division or department;

  *Measurable and expressed in quantities, percentages or dollars; and

  *Weighted according to their relative importance of the job.

Performance Objectives are specific projects and/or goals that:

  *Are in addition to day-to-day accountabilities;

  *Align with the leadership competencies/core values;

  *Will be accomplished within the measurement period (fiscal year); and

  *Will contribute to employee’s success, as well as to the overall success of department, division and institution.

Performance Objectives are designed to allow employees to “stretch” and further their development.

Performance Objectives should include specific targets that are:

  *Dictated by the current strategy of division or department;

  *Measurable and expressed in quantities, percentages, or dollars; and

  *Weighted according to their relative importance to the job.

Last Updated: 5/11/11