skip navigation

Florida Gulf Coast University

Website Directory  

Human Resources

Follow us on Twitter Join us on Facebook Reconnect on LinkedIn
Human Resources
Benefits
Employment
Payroll
Organization Development
HR Staff & Services
Related Resources

Human Resources Department
Florida Gulf Coast University
Modular 2
10501 FGCU Blvd. South
Fort Myers, FL 33965-6565

Tele: (239) 590-1400
Fax: (239) 590-1011
Email: hresources@fgcu.edu

If you have a hearing or speech impairment, call Florida Gulf Coast University using the Florida Relay at 711.

Policies and Procedures

 
 

FGCU Guidelines for Performance Management

I. PURPOSE

Performance management is the process by which FGCU involves its employees in improving the effectiveness of the organization in order to accomplish its mission and goals. At FGCU, organizational goals can be found in several places: the Five Year Strategic Plan, the Unit Assessment Plan, the Annual Report, and any specific departmental goals and/or plans. All employees, excluding faculty, will be evaluated on a fiscal year cycle. Faculty evaluations will be conducted consistent with the provisions of the Collective Bargaining Agreement.

While performance evaluations for OPS employees are not required, supervisors are encouraged to provide OPS employees with feedback and invest in the growth and development of employees to improve the overall effectiveness of the organization.

II. ACCOUNTABILITY

Performance management is a basic duty of supervision. Supervisors are responsible for completing a timely and accurate performance appraisal for each member of their staff. Supervisors have final authority for determining an employee's final appraisal rating. Immediate supervisors must discuss the performance appraisals of their staff with the next level supervisor. An appraisal is considered complete after there has been a discussion between the employee and immediate supervisor and the immediate supervisor has subsequently signed the form. The immediate supervisor and the employee each retain a copy of the completed appraisal, and the original with all signatures is sent to the Department of Human Resources to be placed in the employee's personnel file.

Failure of an immediate supervisor to complete the appraisal process may be reflected in their performance appraisal and may be subject to other organizational repercussions, including disciplinary action.

In the event an immediate supervisor is unable to complete an appraisal, the next level supervisor has responsibility to complete the appraisal. Immediate supervisors who are leaving FGCU, prior to the due date for their employees' next evaluation, must discuss the performance appraisals of their staff with the next level supervisor. The next level supervisor has responsibility to ensure compliance with the Performance Management Guidelines.

Employees are responsible to take ownership of their own performance and providing input into: goal development, competency selection, and training and development needs. Employees are responsible for preparing for performance-related discussions with their supervisor and following through on actions.

An employee's signature on the performance appraisal means the employee has read and understood the appraisal. An employee's signature does not indicate agreement with the appraisal. An employee's refusal to sign the appraisal does not mean the appraisal is incomplete or invalid nor does it relieve the employee of the responsibilities outlined in the appraisal. In the event an employee does not agree with the performance appraisal, the employee may attach comments in support of their position. Additionally, employees may contact Human Resources to discuss their concerns.

III. POLICY

The performance management process includes three stages:

  1. Goal Setting
    Goal setting is accomplished at the end of every fiscal year (June 30). During this stage, the employee and – immediate supervisor together determine the goals the employee is to accomplish during the upcoming year. Goals are to be established to represent specific, measurable, observable, or verifiable performance accomplishments that are in line with the position description, and consistent with the FGCU's mission. Goals should not reflect day-to-day duties and responsibilities, but opportunities for achieving greater organizational and/or department goals. This stage also includes determining which competencies the employee should use to accomplish the goals, as well as any career development needed, defining key work partners (the people and/or departments the employee needs in order to effectively accomplish their work), and outlining anticipated issues.
  2. Mid-Term Review
    A mid-term review usually occurs six months after the goal setting stage and approximately six months prior to the end of the fiscal year cycle. The mid-term review, like the goal setting stage, consists of a conversation between the immediate supervisor and employee. This is a discussion to determine status of items outlined in the first stage of goal setting.
  3. Year End Summary Appraisal
    This is the third and final stage of the performance management process. At this time, the employee and immediate supervisor review the results of the year and that supervisor determines an appropriate overall rating. It is also the time to begin Stage One Goal Setting for the upcoming fiscal year.

Competency Library

In addition to factors such as goals and training and development, FGCU's performance management process includes competencies which help us identify how we do our work. Our process includes a library of competencies from which the immediate supervisor and employee can select competencies appropriate to the employee's work and level of experience. Competencies can be considered developmental or fundamental to the job. The selection of competencies includes a discussion between the immediate supervisor and employee on how the competencies will be demonstrated through the employee's work.

Support Personnel (SP) Probationary Period

SP employees will serve a six-month probationary period with the exception of University police employees who serve a one-year probationary period. The probationary appraisal must be completed by the immediate supervisor. The completion of more than one appraisal during the probationary period is at the option of the supervisor. To successfully complete a probationary period, an employee must perform at the Meets, Meets & Exceeds, or Exceeds ratings overall. The probationary period may be extended under certain circumstances and only in consultation with Employee Relations in the Department of Human Resources and the next level supervisor.

Leaves

Military Leave

An employee who is on military leave at the expiration of a probationary period shall be considered to have successfully completed the probationary period with a Meets Expectations rating. If an employee returns from military service prior to the expiration of the probationary period, the employee shall be required to complete the remainder of the probationary period.

An annual appraisal of an employee who returns from military leave shall include only the time not on military leave. For administrative purposes, a- regular employee who is on military leave during the annual appraisal cycle shall be considered at the same rating level as the preceding appraisal.

FMLA Leave

Absences under FMLA cannot be taken into consideration when evaluating an employee's performance. If an employee is on leave, but not protected by FMLA, please contact Employee Relations in the Department of Human Resources.

Final Ratings

For purposes of performance appraisal, FGCU defines the term "expectations" to include the anticipated performance of predefined goals, predefined competencies, and satisfaction of the requirements of the position description.

Exceeds Expectations

Individual's performance substantially and consistently surpassed predefined goals, while using the expected competencies. This individual's performance regularly exceeds expectations in a variety of assignments beyond the current responsibilities.

Meets and Exceeds Expectations

Individual's performance surpassed some predefined goals, while using the expected competencies. This individual's performance sometimes exceeds expectations in a broad variety of assignments within the scope of the responsibilities.

Meets Expectations

Individual's performance consistently met the majority of predefined goals, while using the expected competencies. In some cases, this individual's performance may have surpassed expectations while in others it may have fallen short. The prevailing weight of evidence demonstrated performance was acceptable for accomplishing the job in line with established standards.

Partially Meets Expectations

Individual's performance met some predefined goals, while using the expected competencies, but did not consistently meet all expectations. Progress is required in order to consistently meet expectations and accomplish the job in line with established standards. Individual requires special supervisory attention and direction beyond that which is appropriate for the experience level.

Below Expectations

Individual's performance did not meet predefined goals or demonstrate the expected competencies. This individual's performance does not achieve current job responsibilities. Individual constantly requires special supervisory attention and direction. If performance does not improve, appropriate disciplinary action, including termination, will be considered. A performance improvement plan must be completed.

Performance Improvement Plans

In the event an employee's performance is rated at Below Expectations, a Performance Improvement Plan must be completed. If an employee's performance or competency in a particular area needs improvement, regardless of the overall rating, a performance improvement plan may be completed. The performance improvement period may not exceed 120 calendar days. The length of time for the performance improvement plan may be determined by the immediate supervisor in 30 day increments. The length of time shall be based on the problem or demonstrated lack of performance. An employee who fails to meet the goals and objectives of a performance improvement plan may be separated from employment consistent with Regulation FGCU-PR5.016 Disciplinary Actions and Regulation FGCU-PR 5.023 Separation from Employment.

 

eff. 7/13 Rev. 7/13