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Performance Management

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Performance Management System

The performance management system is an on-going and interconnected process designed to:

  • Link individual contributions to organizational direction
  • Provide a vehicle for on-going feedback and dialogue
  • Ensure standards and expectations are communicated
  • Acknowledge employee contributions and efforts

Position Description Connection

The position description and previous evaluation goals are the basis of the performance evaluation.  The position description sets the expectations for duties and responsibilities, prioritizes tasks, and should be reviewed/updated annually and attached to the performance evaluation.

Performance Evaluation Forms

The performance evaluation form is an important tool that encourages continued dialogue between supervisor and employee.  It is important to use the correct form agreed upon by the bargaining unit covering the employee.  Below are a list of current forms for staff and management.

Performance Evaluation Due Dates

  • Permanent Employees: Annual Review Periods and Due Dates
  • Probationary Employees:
    • Shall be evaluated at periods defined by the Collective Bargaining Agreement (see CBA Information below)
  • Temporary Employees:
    • Shall be evaluated a periods defined by the Collective Bargaining Agreement (see CBA Information below)
    • At least once during appointment (typically by the end of the appointment), not less than once per year

Roles: Who Does What?

The following provides an overview of performance evaluation roles.

  • Lead (Optional)
    • A Lead may be in the same collective bargaining unit as the employee.
    • A Lead may be asked to provide input to the performance evaluation. 
    • For CSUEU employees, the lead may be present when the evaluator presents the evaluation to the employee. 
    • Lead work direction involves organizing, scheduling, and assigning work; training and orienting employees; and providing input to employee selection and performance evaluations.
  • Evaluator
    • Typically, an MPP or the Chair. 
    • The evaluator should not be in a collective bargaining unit, with the exception of department chairs and sergeants.
  • Appropriate Administrator
    • The appropriate administrator must be an employee classified as an administrator which is, by default, part of the CSU Management Personnel Program (MPP).
    • The appropriate administrator is a position to whom the employee has accountability within the unit, department, school, college, or division.
  • Supervisory Signature Authority
    • Two different signatures--two levels of supervisory signature authority--should occur on all performance evaluations, one of which must be an appropriate administrator.
    • This “one-over-one” approval process is designed to protect the University and its managers from unintended liability/compliance issues and to ensure accountability.
    • Exception: For the second signature, Deans have been authorized to sign as the Provost's designee.

The Process: Suggested Steps for Evaluators

The goal of this process is to encourage communication between the evaluator and the employee. 
  • At the beginning of the new evaluation period, tell the employee you're going to give feedback on performance.
  • Give feedback throughout the period.
  • Take notes on performance throughout the period.
  • Ask employee for accomplishments and challenges for the period.
  • Prepare a draft evaluation.
  • Give your administrator a chance to review the draft.  Edit as requested.
  • Setup a meeting with the employee. 
  • Present draft evaluation to employee.  Offer to go through the content.
  • Give employee period of time to review draft, as defined by their CBA.
  • See if employee has input.  Consider.  Create final evaluation document.
  • Present final evaluation to employee for signature.
  • Evaluator signs.
  • Make copies.  Give a copy to the employee.
  • Appropriate administrators signs.
  • Forward to employee's VP office for tracking.  VP's office will forward to Human Resources.

Tips and Resources

  • The CSU Collective Bargaining Agreements (CBA) require that employees receive performance evaluations at different intervals during probation and then annually.
  • The CSU Collective Bargaining Agreements (CBA) define the processes for performance evaluations, including periods for draft reviews.
  • On a periodic basis, the Performance Management team provides lists to division heads noting evaluations due in the future 3 months and any overdue evaluations.  This list allows executive level management to provide accountability within the division for the completion of evaluations.

Collective Bargaining Agreement (CBA) Information

Bargaining Unit (Represented Employees)CBA Article NumberEmployee StatusEvaluation Frequency, [Draft Requirements] & Probationary Information
1 (Physicians) CBA 13 - Evaluation Eval: Periodic
11 - Employee Status Probationary Period: 2 years
2, 5, 7, & 9 (CSUEU) CBA 10 - Employee Performance Permanent Eval: Annual [5 days draft (date) required]
Probationary Eval: 3 mon, 6 mon, 11 mon
Temporary Eval: Periodic
9 - Employee Status Probationary Period: 1 year
3 (Faculty) CBA Contact Faculty Affairs
4 (APC) CBA 18 - Evaluation Eval: Annual [14 days draft (date) required]
14 - Probation & Permanency/Tenure Probationary Period: 1 year
6 (SETC) CBA 12 - Evaluation Permanent Eval: Annual [input from employee]
Probationary Eval: 6 mon, 11 mon (within 2 weeks of period end)
Temporary At least once during appointment, not less than once per year
11 - Probationary Period Probationary Period: 1 year
8 (SUPA) CBA 29 - Performance Evaluation Permanent Eval: Annual
11 - Probationary Period Probationary Period: 1 year Eval: 6 mon, 9 mon, 12 mon

Non-Represented Employee Information

Employee GroupPolicyEvaluation Information 
Confidential Policies and Programs - Evaluation Plan Eval: Annually and as deemed appropriate
MPP Policies and Programs - Evaluation Plan Eval: 6 mon and 1 yr of service, then annually thereafter

Need Help?

Employee Performance Management and Evaluation Writing

Performance Evaluation Tracking and Training

Contact Professional Development