Performance Management

• July - September - Window opens for non-bargaining unit staff to enter their goals into the performance management tool.
• November to February – At least one check-in meeting should be held during this time frame and continuous feedback throughout the year is encouraged. Notes of such meetings must be entered into the performance management tool.
• By mid-May – Employees complete their self-review (if applicable).
• Mid-May to early June – Supervisors meet with employees to review performance and set goals (if applicable) for the upcoming year.
• Early June to mid-June – Final performance evaluations and new goals (if applicable) should be entered into the performance management tool and ratings provided to Human Resources to determine pay increases.

Please note: Staff should touch base with their managers to determine how each unit will integrate the tool.

• All staff should develop and document at least three (3) SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) or performance expectations with their supervisor each performance cycle
• Each staff member is also encouraged to develop at least one professional development goal for the year.
• Goals should be tied to the mission, vision and values of each business unit.
• It is important that supervisors provide regular, on-going feedback throughout the year to staff regarding the progress they are making towards their goals.

• All staff are encouraged to submit an annual self-evaluation in the performance management tool.
• This is the staff member’s opportunity to summarize their accomplishments over the past year.
• The manager will review the self-evaluation with the employee and discuss their thoughts on the staff member’s performance. 

• During the annual year-end performance review meeting, supervisors will go over the performance ratings with each staff member.
• Supervisors should also provide a written summary of the staff member’s overall performance.
• Each staff member will have the opportunity to provide comments related to their performance ratings.
• During this discussion, goals should be reviewed and agreed upon.
• Both the supervisor and the staff member must sign off on the completed evaluation.

Distinguished

• Behaviors embody Ohio State’s mission and Shared Values, serves as a role model for values-based behaviors and has a profound, positive impact on individuals and the organization.
• Contribution notably surpasses the expectations and core duties for this role, sets a benchmark for performance and often assumes responsibility outside role scope.
• Results demonstrate mastery in all dimensions – knowledge and practice – of the role and responsibilities; manages critical responsibilities, drives innovation and resolve complex issues with strategic thinking.
• Far exceeds annual goals and delivers exceptional results in quality, volume, and timeliness and has a distinguishable impact on the achievements of the organization.

Highly Successful

• Behavior always reflects Ohio State’s mission and Shared Values, shows commitment to the organization and inspires others to contribute to the team and organization differently.
• Contribution often goes beyond the expectations and core duties for this role; takes initiative in managing responsibilities and handles complex tasks independently.
• Results demonstrate an advanced practice in many of the required competencies for the role; embraces challenges, improves processes and solves difficult problems.
• Regularly delivers on annual goals with high-quality results and has a notable impact on the organization.

Performs to Standard

• Behavior reflects Ohio State's mission and Shared Values and has a positive impact on the team and organization.
• Contribution consistently meets the expectations and core duties for this role; manages responsibilities effectively, meets deadlines and produces work of acceptable quality.
• Results demonstrate proficiency in the required competencies for the role; effectively addresses challenges and problems in routine situations.
• Delivers effectively on annual goals and produces acceptable results for the organization.

Needs Improvement

• Behavior is inconsistent with Ohio State’s mission and Shared Values and may have a negative impact on the team and organization.
• Contribution is consistently below the expectations and core duties for this role; often needs guidance and produces work that requires revision.
• Results demonstrates limited understanding or application of the required competencies for the role and does not initiate improvement.
• Consistently fails to deliver on annual goals or only partially delivers with substandard results.