Common use of EMPLOYEE PERFORMANCE EVALUATION Clause in Contracts

EMPLOYEE PERFORMANCE EVALUATION. 21.1 The University and the Union support a performance management system that is fair and equitable and that is applied consistently to all bargaining unit members. Supervisors of bargaining unit members shall conduct the performance evaluation process in a timely, fair and equitable manner, and in accordance with university values. All bargaining unit members shall have performance expectations established annually by their supervisor at or near the beginning of the evaluation period. Members shall attend at least two feedback sessions during the evaluation process. Members shall receive a final written performance evaluation at or near the end of the evaluation period 21.2 Bargaining unit members should participate fully and timely throughout the performance evaluation process. If an issue arises which cannot be resolved between the bargaining unit member and a supervisor, the bargaining unit member should contact a unit human resources representative or a ▇▇▇▇▇▇▇ for assistance in resolving the matter. 21.3 Performance management is intended to be an ongoing process of communication between the supervisor and the employee, focused on helping the employee achieve his or her best workplace results, and shall include the following elements: A. Performance planning – Clear and attainable performance expectations must be communicated to the employee in writing at or near the beginning of the evaluation period. These expectations should help the employee align individual goals with those of the unit and the University, and should be understood by both the member and the supervisor. B. Coaching - Coaching employees for improved performance is an integral part of performance management at the University. Coaching may take various forms, from observation and informal direction to formal meetings and written documentation, and should occur on a regular basis. Feedback sessions are one form of coaching, and should be briefly documented, including, the meeting date and time, a conversation summary, and any action steps committed to by the employee and/or the supervisor. Upon request, employees will receive copies of feedback session documentation. C. Multiple sources of feedback - To increase the potential for improvement, it is helpful for bargaining unit members to obtain and/or receive feedback from more than one source. Customers, peers, and self-evaluation can provide important feedback to supplement the observations of the supervisor. D. Performance Evaluation - This is the culminating communication of the performance cycle, focusing on areas of achievement, areas for improvement, and goals for the future. In conducting the final performance evaluation, supervisors will give due consideration to, in addition to their own observations, any feedback obtained and provided by a member throughout the performance evaluation process. 21.4 Attendance is a critical component of job performance; however, no member’s medical record shall be considered as part of an employee’s performance evaluation. 21.5 Following a discussion with their supervisor concerning their evaluation, bargaining unit members will be granted five (5) working days in which to prepare any statement they wish to have added to the evaluation after which they may sign an acknowledgment that the evaluation has been discussed with them. Bargaining unit members shall not be retaliated against for exercising their right to attach a statement to their annual performance evaluation. A copy of the completed annual Employee Performance Evaluation form will be furnished to bargaining unit members at the time they sign the form. A member has a right to file a grievance pursuant to Article 8 Grievance Procedure regarding an overall rating of “does not meet expectations” (or the lowest overall rating used by the unit) on a member’s annual Employee Performance Evaluation. Upon request to their supervisor, bargaining unit members may have any personnel evaluations removed from their file except for the two (2) most current evaluations.

EMPLOYEE PERFORMANCE EVALUATION. 21.1 The University and the Union support a performance management system that is fair and equitable and that is applied consistently to all bargaining unit employee members. Supervisors of bargaining unit members shall conduct the performance evaluation process in a timely, fair and equitable manner, and in accordance with university values. All bargaining unit employee members shall have performance expectations established annually by their supervisor at or near the beginning of the evaluation period. Members shall attend at least two one feedback sessions session during the evaluation process. Members shall receive a final written performance evaluation at or near the end of the evaluation period. 21.2 Bargaining unit Employee members should participate fully and timely throughout the performance evaluation process. If an issue arises which cannot be resolved between the bargaining unit member and a supervisor, the bargaining unit member should contact a unit human resources representative or a ▇▇▇▇▇▇▇ for assistance in resolving the matter. 21.3 Performance management is intended to be an ongoing process of communication between the supervisor and the employee, focused on helping the employee achieve his or her best workplace results, and shall include the following elements: A. Performance planning – Clear and attainable performance expectations must be communicated to the employee in writing at or near the beginning of the evaluation period. These expectations should help the employee align individual goals with those of the unit and the University, and should be understood by both the member and the supervisor. B. Coaching - Coaching employees for improved performance is an integral part of performance management at the University. Coaching may take various forms, from observation and informal direction to formal meetings and written documentation, and should occur on a regular basis. Feedback sessions are one form of coaching, and should be briefly documented, including, the meeting date and time, a conversation summary, and any action steps committed to by the employee and/or the supervisor. Upon request, employees will receive copies of feedback session documentation. C. Multiple sources of feedback - To increase the potential for improvement, it is helpful for bargaining unit employee members to obtain and/or receive feedback from more than one source. Customers, peers, and self-evaluation can provide important feedback to supplement the observations of the supervisor. D. Performance Evaluation - This is the culminating communication of the performance cycle, focusing on areas of achievement, areas for improvement, and goals for the future. In conducting the final performance evaluation, supervisors will give due consideration to, in addition to their own observations, any feedback obtained and provided by a member throughout the performance evaluation process. 21.4 Attendance is a critical component of job performance; however, no member’s medical record shall be considered as part of an employee’s performance evaluation. 21.5 Following a discussion with their supervisor concerning their evaluation, bargaining unit employee members will be granted five (5) working days in which to prepare any statement they wish to have added to the evaluation after which they may sign an acknowledgment that the evaluation has been discussed with them. Bargaining unit Employee members shall not be retaliated against for exercising their right to attach a statement to their annual performance evaluation. A copy of the completed annual Employee Performance Evaluation form will be furnished to bargaining unit employee members at the time they sign the form. A member has a right to file a grievance pursuant to Article 8 Grievance Procedure regarding an overall rating of “does not meet expectations” (or the lowest overall rating used by the unit) on a member’s annual Employee Performance Evaluation. Upon request to their supervisor, bargaining unit employee members may have any personnel evaluations removed from their file except for the two (2) most current evaluations.

EMPLOYEE PERFORMANCE EVALUATION. 21.1 The University and the Union support a performance management system that is fair and equitable and that is applied consistently to all bargaining unit members. Supervisors of bargaining unit members shall conduct the performance evaluation process in a timely, fair and equitable manner, and in accordance with university values. All bargaining unit members shall have performance expectations established annually by their supervisor at or near the beginning of the evaluation period. Members shall attend at least two feedback sessions during the evaluation process. Members shall receive a final written performance evaluation at or near the end of the evaluation period 21.2 Bargaining unit members should participate fully and timely throughout the performance evaluation process. If an issue arises which cannot be resolved between the bargaining unit member and a supervisor, the bargaining unit member should contact a unit human resources representative or a ▇▇▇▇▇▇▇ member of the Performance Evaluation Oversight Committee (PEOC) for assistance in resolving the matter. 21.3 Performance management is intended to be an ongoing process of communication between the supervisor and the employee, focused on helping the employee achieve his or her best workplace results, and shall include the following elements: A. Performance planning – Clear and attainable performance expectations must be communicated to the employee in writing at or near the beginning of the evaluation period. These expectations should help the employee align individual goals with those of the unit and the University, and should be understood by both the member and the supervisor. B. Coaching - Coaching employees for improved performance is an integral part of performance management at the University. Coaching may take various forms, from observation and informal direction to formal meetings and written documentation, and should occur on a regular basis. Feedback sessions are one form of coaching, and should be briefly documented, including, the meeting date and time, a conversation summary, and any action steps committed to by the employee and/or the supervisor. Upon request, employees will receive copies of feedback session documentation. C. Multiple sources of feedback - To increase the potential for improvement, it is helpful for bargaining unit members to obtain and/or receive feedback from more than one source. Customers, peers, and self-evaluation can provide important feedback to supplement the observations of the supervisor. D. Performance Evaluation - This is the culminating communication of the performance cycle, focusing on areas of achievement, areas for improvement, and goals for the future. In conducting the final performance evaluation, supervisors will give due consideration to, in addition to their own observations, any feedback obtained and provided by a member throughout the performance evaluation process. 21.4 As soon as practicable upon ratification of this agreement, the University and the Union will establish and maintain the Performance Evaluation Oversight Committee (PEOC) for the purpose of reviewing and monitoring the University’s performance management systems. The PEOC will meet at least quarterly, will advise the Vice President of Human Resources on the performance management process, and may make recommendations on matters related but not limited to: the development of evaluation instruments that include performance benchmarks, the establishment of appropriate performance metrics, the identification of consistent methods to monitor and evaluate performance, and training on performance management techniques. The PEOC will review the current performance management tools utilized by those University college and business units employing bargaining unit members within sixty days of the ratification of this agreement, and may make recommendations for improvement to the colleges and business units. The PEOC shall include a Union appointed co-chair and four additional union representatives of which one each will be from the Wexner Medical Center at Ohio State, the Office of Administration and Planning, the Office of Student Life, and a regional campus. The Office of Human Resources will designate a co-chair and four additional University representatives. Other representatives may be added to the PEOC by mutual agreement. 21.5 Attendance is a critical component of job performance; however, no member’s medical record shall be considered as part of an employee’s performance evaluation. 21.5 21.6 Following a discussion with their supervisor concerning their evaluation, bargaining unit members will be granted five (5) working days in which to prepare any statement they wish to have added to the evaluation after which they may sign an acknowledgment that the evaluation has been discussed with them. Bargaining unit members shall not be retaliated against for exercising their right to attach a statement to their annual performance evaluation. A copy of the completed annual Employee Performance Evaluation form will be furnished to bargaining unit members at the time they sign the form. A member has a right to file a grievance pursuant to Article 8 Grievance Procedure regarding an overall rating of “does not meet expectations” (or the lowest overall rating used by the unit) on a member’s annual Employee Performance Evaluation. Upon request to their supervisor, bargaining unit members may have any personnel evaluations removed from their file except for the two (2) most current evaluations.

EMPLOYEE PERFORMANCE EVALUATION. 21.1 The University and the Union support a performance management system that is fair and equitable and that is applied consistently to all bargaining unit employee members. Supervisors of bargaining unit members shall conduct the performance evaluation process in a timely, fair and equitable manner, and in accordance with university values. All bargaining unit employee members shall have performance expectations established annually by their supervisor at or near the beginning of the evaluation period. Members shall attend at least two one feedback sessions session during the evaluation process. Members shall receive a final written performance evaluation at or near the end of the evaluation period. 21.2 Bargaining unit Employee members should participate fully and timely throughout the performance evaluation process. If an issue arises which cannot be resolved between the bargaining unit member and a supervisor, the bargaining unit member should contact a unit human resources representative or a ▇▇▇▇▇▇▇ for assistance in resolving the matter. 21.3 Performance management is intended to be an ongoing process of communication between the supervisor and the employee, focused on helping the employee achieve his or her best workplace results, and shall include the following elements: A. Performance planning – Clear and attainable performance expectations must be communicated to the employee in writing at or near the beginning of the evaluation period. These expectations should help the employee align individual goals with those of the unit and the University, and should be understood by both the member and the supervisor. B. Coaching - Coaching employees for improved performance is an integral part of performance management at the University. Coaching may take various forms, from observation and informal direction to formal meetings and written documentation, and should occur on a regular basis. Feedback sessions are one form of coaching, and should be briefly documented, including, the meeting date and time, a conversation summary, and any action steps committed to by the employee and/or the supervisor. Upon request, employees will receive copies of feedback session documentation. C. Multiple sources of feedback - To increase the potential for improvement, it is helpful for bargaining unit employee members to obtain and/or receive feedback from more than one source. Customers, peers, and self-evaluation can provide important feedback to supplement the observations of the supervisor. D. Performance Evaluation - This is the culminating communication of the performance cycle, focusing on areas of achievement, areas for improvement, and goals for the future. In conducting the final performance evaluation, supervisors will give due consideration to, in addition to their own observations, any feedback obtained and provided by a member throughout the performance evaluation process. 21.4 Attendance is a critical component of job performance; however, no member’s medical record shall be considered as part of an employee’s performance evaluation. 21.5 Following a discussion with their supervisor concerning their evaluation, bargaining unit employee members will be granted five (5) working days in which to prepare any statement they wish to have added to the evaluation after which they may sign an acknowledgment that the evaluation has been discussed with them. Bargaining unit Employee members shall not be retaliated against for exercising their right to attach a statement to their annual performance evaluation. A copy of the completed annual Employee Performance Evaluation form will be furnished to bargaining unit employee members at the time they sign the form. A member has a right to file a grievance pursuant to Article 8 Grievance Procedure regarding an overall rating of “does not meet expectations” (or the lowest overall rating used by the unit) on a member’s annual Employee Performance Evaluation. Upon request to their supervisor, bargaining unit employee members may have any personnel evaluations removed from their file except for the two (2) most current evaluations.