1. Where can I find definitions of the competencies?
  2. Where can I find information regarding the process?



Why have we chosen three ratings (four counting the New and Developing option)?

Previous versions of the performance evaluations had more ratings choices, and the consistent result across the entire campus was ratings confusion.  The two highest ratings, which should have been for the most exceptional employees in the University, ultimately encompassed more than 50% of our employees.  A three-tiered system makes progress towards role objectives very clear.  Employees are either doing their job the way they are supposed to, not doing their job the way they are supposed to, or are doing their job better than was expected of them.  The new process provides a more accurate reflection of the employee relative to their actual performance, without confusing the lines between failure, success, and exceptional success.

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Why have we opted to add a "New and Developing" rating?

The reality of many employees across the campus is that they are frequently adding responsibilities to their existing roles.  Whether due to downsizing, jobs being reclassified, or staffing shortages, many employees are performing tasks that were not part of their role when the performance year started.  The New and Developing option allows the employee to monitor the progress against a new objective, while still evaluating their performance against more established objectives.  The overall rating of the employee will benefit, as it will be based on results that the employee has had more time to accomplish, and will not factor in something that might have been recently added to the role and at which the employee has not yet reached their full potential.

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Where can I find definitions of the competencies?

This information can be found on the Human Resources website, under Phase I:  Competency Assessment.

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What is the "Other Contributions" section for?

This section is to recognize other accomplishments that are notable but not necessarily tied to the specific job or objectives.  For example, an employee might have finished a degree program unrelated to their job.  While the completion of the program did not further their objectives, it is still a significant achievement that should be recognized, especially if the employee was able to accomplish it while maintaining satisfactory performance on the job.  Volunteer work, community efforts, charitable contributions, being a Wayne Warrior booster, are all examples of things that might be noted in the Other Contributions section.

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Where can I find information regarding the process? 

Information regarding the new process can be found on the Overview page.

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Who can I call if I have questions regarding the process?

For questions regarding the process, you should contact the Business or Personnel Manager in your respective area.  If the Business or Personnel Manager is unable to answer your questions, he/she will contact Human Resources for further clarification.

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Where can I find information regarding performance management training? 

Information regarding performance management training can be found in Training Seminars Workshops in Academica, under WSU RESOURCES > Employee Resources > Other Resources.

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Who can I call if I disagree with my performance review?

If there is a disagreement with an employee's performance review, the employee should document his/her concerns in the Employee's Comments section of the Employee Planning Assessment & Development Form.

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Who is required to complete this process?

The performance management process is for non-represented, non-academic employees.  Managers with employees who fit these criteria should use Wayne LEADS for these employees.

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Where can I find information on employee development?

Information regarding employee development can be found in the Employee Resource Guide.

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