CSI Performance Management System

The Evaluation Meeting

http://hrs.boisestate.edu/pfm/images/converse.jpgA performance evaluation meeting involves a dialogue with the employee. The dialogue sets the tone and promotes a shared understanding of goals and expectations - for both the employee and the supervisor. The supervisor's relationship with each employee is unique; the performance evaluation document should address CSI Performance Standards as well as be customized to the employee each review period.

The most important goal of a performance review is to guide the employee into the future. At the end of the review, an employee should have a clear understanding of the performance expectations for the next review period. As changes occur over the review period, make adjustments and document changes to the objectives. Evaluations naturally lead directly into employee development discussions.

A performance evaluation allows you and your employee to communicate about:


Communication is the key

Get Ready

A Performance Evaluation Form for CSI non-instructional employees (both classified and professional) that includes the recommended Performance Standards is available on this site. As you prepare to start completing this document, please consider the following points:

Know the Process Yourself

Respect employees’ diversity in ideas and approaches. There are many ways to achieve a goal. Be aware of how your own value system may affect the evaluation document - positively or negatively.

Establish the Performance Objectives. Don't dictate the method - it can stifle creativity and productivity.

Maintain objectivity throughout the evaluation process and the evaluation document. Watch for Rating Biases and Personal Perceptions that can creep into the performance evaluation document and discussion. A bias can be anything that can affect the way you evaluate someone's performance, but does not reflect actual performance outcomes. Many times, a second level review; e.g., with another administrator or the HR Director, can point out potential biases.

Gather Information and Feedback

Gather all your information before starting the performance evaluation.

Consider asking the employee for input. For example, “What achievements are you most proud of this year?” and “Are there obstacles to your success on the job?.” Provide the employee with a copy of the evaluation form and have him or her complete a self-evaluation to include in the Evaluation Meeting. Or you may wish to use the Self-Evaluation Questions for Employees provided on this site.

Think of the BIG picture or ‘core message’ you want to give your employee. Ask yourself, “What is the single most important message I want to communicate about the individual’s performance through this evaluation? Once you have that in mind, you can go forward.

Give actual examples of the employee’s performance whenever possible. Match examples to performance expectations and ratings.

When appropriate, get input from other appropriate sources about one employee's performance. For example, a Department Chair may want to get input from department faculty regarding the office specialist who supports the faculty and Department Chair. This could be accomplished via confidential e-mail to department faculty asking to answer the same two or three questions about how one office specialist provides support to faculty (was it timely, accurate, and ask for examples of projects or work completed).

Set the Stage

Complete the Evaluation Documentation

Employees appreciate receiving descriptive comments. Take the time to develop comments that have meaning, provide examples, and give direction.

Descriptive comments provide historical data for future supervisors who need to understand the context in which behaviors occurred. The significance of good documentation builds over time!

EvaluationDeliver the Evaluation

The evaluation document is an opportunity for a dialogue between supervisor and employee. Simply handing the evaluation document to an employee and asking him/her to read and sign it, is not effective. Whenever possible, plan to have the employee read the full draft evaluation prior to the discussion period with the supervisor.

Begin the evaluation meeting by emphasizing that its purpose is to promote improvement and development in both the individual and the department. Then move into the specifics. Keep it short and to the point.

The only safe road to travel is that of integrity. Arm yourself with the facts by careful and frequent observations. Be with your people as often as you can and make on-the-spot corrections and comments about their work and their attitudes. Let them know where they stand with you regularly. Be open and available. If you do, there will be no shocks or surprises at the evaluation meeting. Your informal appraisals will have prepared them for what you will say. They will expect what they receive, and you will have the facts and events to support their ratings and your comments.

Work to gain and maintain rapport throughout the evaluation meeting. Good rapport enhances clear communication. Employee participation is the key to successful communication during the performance management process. Employees appreciate a supervisor who shares information, asks for opinions and listens to ideas. Supervisors who understand this have evaluation discussions that are more enlightening and productive. Supervisors learn more from listening than talking! For more information see How to Get an Employee to Talk Freely.

What about the Difficult to Deliver Evaluation?

  1. The Geographically Distant Employee
  2. The Employee With More Technical Expertise Than the Supervisor
  3. The Passive/Aggressive Employee
  4. The Employee in Denial
  5. The Employee in Non-Agreement

Leadership is:

  • Establishing an environment conducive to excellence
  • Managing for performance
  • Taking all opportunities to support individual and organizational achievement and growth
  • Communicating expectations clearly and concisely
  • Holding employees accountable


Congrats!You have completed the College of Southern Idaho Human Resource Department online Performance Management System Program. This has been an important step in refining your own skills and abilities as a supervisor at the College.

Please print and fill out the Certificate of Achievement. Make three copies: one for yourself, one for your supervisor, and one for the HR office to place in your personnel file.

Human Resources | Contact Us