Performance Management

Title:	Performance Management
Publication date:	2/5/2021
Effective date:	2/5/2021

BRIEF

Policy Summary

This policy provides direction for conducting performance management and performance appraisals for eligible employees.

Who Should Read This Policy

This policy applies to non-represented employees in Career and Term appointments. Represented employees should consult their collective bargaining agreement (CBA).

To Read the Full Policy, Go To:

The POLICY tab on this wiki page

Contact Information

For more information, contact your division's Human Resources Center.
Feedback on HR policies or procedures is welcomed. Send comments to [email protected].

Title:	Performance Management
Publication date:	2/5/2021
Effective date:	2/5/2021

POLICY

A. Purpose

This policy provides direction for conducting performance management and performance appraisals for eligible employees.

B. Persons Affected

This policy applies to non-represented employees in Career and Term appointments. Represented employees should consult their collective bargaining agreement (CBA).

C. Exceptions

Requests that exceed what is allowed under current policy or that are not expressly addressed by current policy are considered exceptions to policy. A request for an exception to policy requires, at a minimum, the approval of the Chief Human Resources Officer (CHRO).

D. Policy Statement

General. Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes setting objectives, identifying goals, providing feedback, and evaluating results.
Performance Appraisal
1. The performance of each employee shall be appraised at least annually in writing by the employee's immediate supervisor, or more frequently as needed.
2. The written performance appraisal is an opportunity for the supervisor and employee to review whether previously discussed performance expectations and goals have been met, to discuss professional development opportunities, and to identify options for acquisition of additional skills and knowledge to foster performance improvement and career growth. Additionally, the appraisal provides appropriate documentation to support any recommended merit increases.

E. Roles and Responsibilities

Role	Responsibility
Division directors	Are responsible for implementation of this policy within their organizations.
Employees	Are responsible for: Seeking clarification about their duties, responsibilities, and/or expectations. Seeking input about their performance on an ongoing basis. Improving their performance and their own development.
Human Resources Division	Provides training to supervisors on conducting performance evaluations. Assesses the effectiveness of the current performance evaluation process. Works with management to ensure that the process is an effective tool for both management and employees.
Supervisors	Must provide each of their direct reports with a written performance evaluation annually, using the approved process. Are responsible for: Ensuring that each employee has a current position description and expectations and goals, and that the employee has a clear understanding of their responsibilities. Providing feedback to the employee so that the employee knows where improvement is needed. Promoting employee-development opportunities.

F. Definitions/Acronyms

Term	Definition
Employee	An individual who receives a paycheck from Berkeley Lab
Merit Increase	A salary increase designed to reward performance
Supervisory Employees	Supervisory employees are defined by the Higher Education Employer-Employee Relations Act (HEERA) as individuals who, regardless of their job descriptions or titles, directly supervise two or more employees, and (1) have authority in the interest of the employer to hire, transfer, suspend, lay off, recall, promote, discharge, assign, reward, or discipline other employees; or (2) have responsibility to direct them, adjust their grievances, or effectively recommend such action if, in connection with the foregoing, the exercise of such authority is not of a merely routine or clerical nature but requires the use of independent judgment. Employees whose duties are substantially similar to those of their subordinates shall not be considered to be supervisory employees.

G. Recordkeeping Requirements

None

H. Implementing Documents

For additional information and forms, see the Performance Management website.

I. Contact Information