Performance Evaluation FAQs

Performance management is the process of directing, coaching, developing, and evaluating employees. The performance management cycle includes setting goals, providing continuous feedback, supporting training, and facilitating a formal review. At the beginning of the cycle, supervisors and their direct reports meet to set ‘SMART’ goals for the coming year. Throughout the year, supervisors facilitate dialogue with their employees to determine progress on goals, celebrate successes, address challenges, and reaffirm and/or revise goals. Supervisors appraise training needs and discuss opportunities to support and strengthen their employee’s effective performance and success. At the end of the performance year, supervisors and employees meet to formally review the goals established at the beginning of the cycle, achievements, and opportunities for continued growth and development.

Every classified employee should receive a performance review at least once every calendar year. Classified employees include regular full-time and part-time staff. Temporary and student employees are not considered classified employees. Faculty are typically reviewed through a separate evaluation process. Provisional employees, i.e., employed for 6 months or less, should receive a provisional evaluation in accordance with the provisional evaluation cycle and new employee onboarding.

Resources for effective performance evaluations have been provided by Employee Relations and are located on the Performance Evaluation section of the HR webpage. Please contact your College/Division Human Resource Officer (HRO) and/or Employee Relations if you have questions about Georgia State’s annual performance review process. Also, look for announcements in your email box about upcoming Performance Evaluation training sponsored by Employee Relations.

Supervisors should collaborate with one another to provide feedback. The current supervisor should lead the process and consult with the previous supervisor. If that is not possible, then the current supervisor should consult with the prior supervisor’s manager to get their view and input.

Employees who receive an overall ‘not successful' performance rating must be provided with a Performance Improvement Plan (PIP). A PIP is used to help supervisors and employees address and resolve performance issues. The PIP communicates the performance discrepancies, when an improved level of performance needs to be achieved, and specific action steps that will help the employee meet performance expectations. Supervisors must consult with Employee Relations before preparing and administering PIPs.

1. Review the Job Description (PRF) for each direct report: Review the roles and responsibilities as outlined in the employees’ PRF.
2. Invite employees to complete and share their self-evaluation: Employees should reflect on their performance, including accomplishments, challenges, professional development, and goals. A sample self-evaluation form is available on the Performance Evaluation website.
3. Complete the Review: Review documentation, including prior reviews, and complete the performance evaluation form. Include specific examples in the comments section that indicate strong or deficient performance.
4. Consult with the second level manager: Secure input on the performance evaluation to ensure that it is constructive, fair and consistent, and future-oriented.
5. Consult with the College/ Division’s HR officer and/or Employee Relations if a difficult conversation and/or Performance Improvement Plan (PIP) is anticipated.
6. Conduct the review with the direct report: Set sufficient time aside to discuss the employee’s performance and secure the employee’s input. Employees should receive open, honest, and fair feedback regarding their performance. In giving feedback, managers should also provide recommendations for ways an employee may improve, further develop, and advance their skills and career.
7. Keep a copy and revisit the review during the year: The review should be re-visited to inform ongoing performance management, ideally every three and/or six months.

Employees should meet with their supervisor and ask for clarification and examples of the differences between expected and actual performance, as well as a recommended plan for development. Employees may also submit a written response to their evaluation within 10 calendar days of the meeting. Evaluation responses are filed with performance evaluations in the employee’s file. Employees may also talk to their HR contact or Employee Relations if they need additional clarification and/or support.

Signing the review does not indicate that an employee agrees with the ratings, comments, or overall review. Signing the review only acknowledges that the employee met with their supervisor to discuss performance and appraisal for the year. If an employee refuses to sign their review, the supervisor should write ‘refuses to sign,’ and initial and date the review, and provide a copy to the employee.

Questions about performance evaluation may be directed to the 2^nd level manager, the College/ Division HR Officer, and/or Employee Relations.