MySLC

Writing a Performance Review

• Remind your staff about the invitation to complete the self-assessment. 
• Do your best to consider their assessment of their own performance in your review. 

• Reflect on regular day-to-day work as well as special projects undertaken this year.  

  • Review your emails or supervisory notes from meetings.

  • Before filling out the review form, consider developing a short list of the employee’s main areas of responsibility, and challenge yourself to think of concrete examples of what was done well and what might need improvement. 

• Take the time to write a meaningful review that is supported by examples of good work and work requiring improvement.
• Remember that the performance review is a part of performance management process and that employees should receive regular, ongoing feedback on their performance throughout the year.
• Reflect on your role in supporting the employee to succeed, and be prepared to receive feedback from the employee on the types of different or additional support they might need from you.
• Share the performance review with the employee in advance of your meeting, if possible.
• Dedicate time to a substantive, supportive and direct discussion. 
• Complete the performance review form

The Review Conversation

• Consider starting by asking the staff member how they think the year has gone. Let the employee speak. Listen to them while you maintain good eye contact and attentive posture. Reflect back to the employee your understanding of what the employee said, even if you don’t agree with every aspect of their self-assessment. 
• Review the relevant parts of the performance review form, focusing first on the employee’s strengths and successes.  Be specific and provide examples when possible.
• Discuss challenges faced by the employee or concerns about their performance. Be specific and provide examples when possible.
  • Ask the staff member for ideas about how to resolve ongoing challenges, and engage in a discussion about what additional training, guidance or support they need from you.
  • Be honest, but not accusatory, and keep the discussion about the employee’s work and work-related behavior.
  • Remember that providing difficult feedback can feel challenging, however, it is an essential component of the performance management process and it provides employees with the clarity that they deserve on what is expected of them in their role.  It also provides employees with an opportunity to share feedback about the types of support that they feel they need in order to be successful in their role. 
• When possible, establish SMART goals (Specific, Measurable, Attainable, Relevant, Time-bound), expectations, and objectives together for the next performance period and agree upon specific actions to be taken by each of you. Part of this discussion should relate to the employee’s ongoing professional development.

Sarah Lawrence values the important contributions made by staff members across all levels and functions of the institution.  The Merit Review Program is intended to serve as an essential initiative in support of the College’s Employee Compensation Policy, which includes the philosophical principle of recognition—acknowledging and rewarding excellence and expertise to reflect the value that employees bring to the College.

The College will establish an annual merit review pool which will be utilized to reward exceptional performance. Senior team members will receive an allocation of the pool to utilize in their recommendations for merit distribution across the areas for which they are responsible.

Eligibility

To be eligible for a merit adjustment, an employee must be employed with at least six months of continuous service before the merit award date.  Merit awards will be considered on an annual basis for the academic year immediately preceding the performance review process.

Performance reviews
Employee performance is formally reviewed at least once each year. The focus of the review is to discuss the employee’s strengths, areas for improvement, and achievement of annual performance goals. The annual performance review process will also result in the employee and supervisor developing goals for the following year. At the conclusion of the performance review process employees’ overall performance will be evaluated utilizing the following categories:

Exceptional

Performance noticeably and significantly exceeded expectations and made a unique contribution to the achievement of institutional or area objectives. Employee is easily recognized as a top performer and demonstrates high level capabilities and proactively takes on higher levels of responsibility  (typically awarded to less than 10% of employees)

Consistently Exceeded Expectations

Performance consistently exceeded the College’s standards and expectations. Employee is widely recognized as a strong and valued contributor, and demonstrates high levels of effort, effectiveness and judgment with limited or no supervision

 Consistently Met Expectations

Performance consistently met the College’s standards and expectations and is reflective of a fully qualified and experienced individual in this position. Employee is considered reliable and successful in performance of their responsibilities

 Needs Improvement/Inconsistent

Performance sometimes met, but did not consistently meet, position expectations.  One or more areas of concern have been identified and communicated with the employee 

Unsatisfactory

Performance was below expectations in essential areas of responsibility and shows little or no improvement with supervisory feedback. Knowledge, skills, abilities and attributes have not been demonstrated at appropriate levels.

In order to be considered for a merit increase, an employee must receive an overall evaluation of exceptional or exceeded expectations on their annual review.  Supervisors who intend to recommend a merit increase for a staff member must complete a Merit Request Form, which includes justification for the request and a specific merit amount that is being requested.  Merit requests require the recommendation of the employee’s supervisor and the support of the senior team member responsible for the area in which the staff member is employed. 

Based upon the senior team member’s recommendation and at the discretion of the President and Vice President for Human Resources, merit recognition will be administered as either

a) an addition to the employee’s base salary

b) a one-time bonus payment to the employee.

Additions to Base Salary

Merit adjustments to employees’ base salary will be considered for employees who have demonstrated distinguished overall performance that is sustained over the review period and will typically range between 0.5% and 3% of the employee’s base salary.  Merit adjustments are awarded in addition to any across-the-board increase for which staff are eligible.  Examples of performance indicators that may be considered for merit adjustments to an employee’s base salary include:

• Distinguished or exceptional achievement of stated performance review goals from previous year
• Engagement with the College community including successful leadership of an innovative and impactful institutional initiative
• Consistent and exemplary demonstration of collaborative and collegial behavior including routinely engaging productively in cross-institutional projects and activities

One-Time Bonus Payments

One-time bonuses are typically reserved for time-limited expansions in an employee’s regular work or to recognize a one-time exceptional achievement. Examples of performance indicators that may be considered for one-time bonuses include:

• Assumption of significant expanded responsibilities that exceed the level of the employee’s regular appointment and/or result in a significant and extended increase in the employee’s regular workload
• Assumption of leadership/responsibility beyond an employee’s regular duties during a temporary crisis or emergency situation
• Achievement of professional recognition in their industry or field

Review of merit increase request

Recommendations will be evaluated by the Vice President for Human Resources, who will be responsible for overseeing distribution of merit funds across the institution, and presented as a final recommendation to the College’s President.  Employees are to be notified of their merit increase as soon as possible after all employee merit increases for the year have been approved by the President.