William & Mary

Phase 3: Evaluation

Best practices, requirements and additional resources.

The performance management process is a partnership between the supervisor and the employee. As part of this partnership, Performance Evaluations are a necessary and beneficial process. This process is intended to allow for an opportunity for supervisors to provide feedback to employees regarding job performance. The performance evaluation is intended to be a fair and balanced assessment of an employee's actual performance during the review period.

What is the purpose of the evaluation?
  • Documents how well Employee has met the expectations defined in the performance plan
  • Allows Employee an opportunity to do a self-assessment
  • Allows for both positive and critical feedback
  • Supports decisions to retain, promote or give pay increases
Meeting with the Employee

The meeting with the employee to discuss the performance evaluation is an opportunity to build the supervisor-employee partnership, for the supervisor to demonstrate interest in the employee's progress and development and an opportunity for the employee to discuss his/her interests and any job-related problems. Performance evaluation meetings can cause anxiety for both parties.

Prepare for the meeting by:
  • Gathering appropriate information
  • Analyzing past performance documentation
  • Completing a draft of the PP&E form for operational and classified employees See Policy for PP&E
  • Preparing employee for discussion
  • Providing the employee an opportunity for Self Evaluation
  • Scheduling the meeting in a private, uninterrupted setting
  • Allowing enough time for the meeting
  • Be aware of key dates & policies
  • Review the Rating Scale (pdf) and Common Rating Errors (pdf)
During the meeting the Supervisor should:
  1. Use the Communication Tip from the Best Practices including
    • Sharing the conversation
    • Checking that the employee understands what is being said
    • Checking that the Supervisor understands what the Employee is saying
    • Being respectful, not raising his/her voice
    • Allow for pauses or breaks in the conversation
  2. If necessary, take a break. If tempers flare, it is probably more effective to end the meeting with a statement such as "We are having difficulty talking calmly to one another right now. Let's take a break. We can schedule a time tomorrow or the next day to continue our discussion."
  3. Redirect efforts quickly if conversation strays off topic.
  4. Focus on the issue, not the person. Work on problem resolution versus assigning fault or defending an opinion.
  5. Do not make promises that you cannot keep.

Close the meeting on a positive note. Even if the employee's performance has been rated lower than the employee expected or the conversation has been difficult, the Supervisor can genuinely offer to work with the employee to turn the situation around and help the employee become a successful and contributing member of the team.

Don't forget the signatures!

The employee signs and dates the evaluation to acknowledge receipt. Signature does not imply agreement with the evaluation. If the employee refuses to sign, the supervisor can sign it, making a note that the evaluation was given to the employee on X date and s/he refused to sign


Performance Planning & Evaluation Form: Classified & Operational Employees (docx) rev 9-2015

Performance Planning & Evaluation Form:  Classified & Operational (pdf) rev 10-2015

Review of Changes to the Performance Planning & Evaluation Form:  Classified & Operational (ppsx)