1. Types of Performance Evaluations

The PeopleSoft ePerformance tile contains the following four evaluation types:

Annual Evaluations

Supervisors are required to formally evaluate the performance of their assigned employees at least annually. DMA’s annual performance evaluation cycle each year covers June 1 to May 31. Every April, State Human Resources (SHR) will send a reminder to all supervisors to begin their annual performance evaluations before the June 30 deadline.   

If an employee completes their probationary period on or after March 1 and a final evaluation was completed, the supervisor does not need to also complete an annual evaluation that same year.

Probationary and Career Executive Trial Period Evaluations

Supervisors and managers evaluating probationary employee performance must conduct at least one formal performance evaluation for every three-month period.

SHR monitors probationary periods and career executive trial periods and will send supervisors a reminder to complete probationary evaluations for each three-month interval. PeopleSoft ePerformance will also send automated messages.

Under some circumstances and with SHR approval, probationary periods may be extended based on a leave of absence, an unanticipated change in the program or duty assignment, or a substantial decline in performance.

If a probationary employee is not meeting expectations, the SHR Director or Deputy Director should be notified as soon as possible. SHR will work closely with the supervisor to determine if a probationary or trial period termination is appropriate. The most recent probationary evaluation must describe the details surrounding the lack of acceptable performance. The evaluation should include examples of the poor performance.

The last six months of a permissive probationary period may be waived if at least one successful performance evaluation has been issued and the required supervisory development training has been completed, if applicable.

Accelerated Evaluations

Accelerated evaluations can be conducted at any time during the year, as deemed necessary by the supervisor and with approval from the SHR Director. An accelerated evaluation may be necessary when 1) a change in the position occurs and new or modified assignments and standards are introduced or 2) immediate attention is necessary to address less than satisfactory job performance such that more frequent evaluations are appropriate.

Please consult the SHR Employment Relations Specialist for guidance.

Performance Improvement Plans (PIP)

This type of performance evaluation is only for employees who have been formally placed on a Performance Improvement Plan. Prior approval must be received from the SHR Director before placing an employee on a PIP.

A PIP is the final phase in performance management to give an employee with performance deficiencies the opportunity to succeed. The process involved for a PIP is similar to the annual performance review process in that performance is evaluated against established, reasonable objectives and expectations related to the major job responsibilities of the employee’s position derived from the Position Description. However, a PIP is more structured and intensive than the annual review process, allowing management and the employee to focus specifically on the areas where improved performance is required.

A PIP concentrates on communication between management and the employee, clarifying objectives and expectations, and identifying training needs. Biweekly reviews will be completed as part of the PIP. The supervisor will conduct the biweekly reviews outside of PeopleSoft ePerformance. Only the final PIP evaluation will be in PeopleSoft.

The length of the PIP may vary depending on the level of improvement needed and how long it might take to measure sustained improvement. Goals should be measurable, attainable, and able to be achieved by the employee within the specified time period. In most cases, the length of a PIP will be three months. 

A PIP is not an appropriate tool for employees serving any type of a probationary or trial period. 

Please consult the SHR Employment Relations Specialist for guidance.

2. Components of the Performance Evaluation

Once the performance evaluation is created in ePerformance, there are five tabs to complete:

Employee Details Tab

This tab is basic information about the type of performance evaluation and the Remote Worker Status. When supervisors begin the performance evaluation process in ePerformance, they will be asked to confirm each employee’s remote worker status (full-time at headquarters, full time remote, or hybrid) and certify that they have reviewed the employee’s Remote Worker Agreement. Although full-time remote is an option in ePerformance, full-time remote status for permanent or project employees is not allowed at DMA without exceptional circumstances and additional approvals.

As part of the annual performance evaluation process, supervisors shall review and update employee remote work requests. All remote work requests must be originated by the employee in the PeopleSoft Remote Worker tile, and subsequently reviewed, approved/modified/denied by the supervisor and second line supervisor/agency remote work administrator.

For more information, refer to the DMA Remote Work Policy.

Core Competencies Tab

This tab lists the following seven Core Competencies which are expectations for all state employees and are automatically included in PeopleSoft ePerformance when the supervisor creates a performance evaluation.

1. Accountability
2. Communication
3. Customer Service
4. Interpersonal Skills
5. Decision Making/Judgment
6. Equity and Inclusion
7. Leadership Skills (General Employee or Supervisor/Manager):  

Individual Goals Tab

Supervisors are expected to spend time creating (or reviewing previously created) Individual Goals for their employees each reporting period and then performance is monitored toward meeting those goals. Individual goals can be developed from the PD, strategic plans, and/or projects/initiatives the employee may be involved with or assigned. Supervisors should typically identify 3 to 4 individual goals each evaluation period. After reviewing previous goals, it may be determined that it is appropriate to keep the same goals as the previous evaluation period.

A position description (PD) is required for every position and should clearly define job responsibilities for the employee. As part of the performance evaluation process, supervisors should review the PD to ensure it is still current and accurate and should make revisions as necessary. Revisions must be reviewed and approved by SHR and subsequently routed for new signatures.

Training/Development Tab

Training and development requirements or opportunities can be added to the performance evaluation under the Training/Development tab. With input from the employee or SHR, career advancement within the state or job enrichment goals may also be included in this section. Examples of such goals may be fostering employee’s interest in cross training, advancing within the unit, or pursuing training that would assist the employee in promotional opportunities.

Training required for certification, licensure, or other job requirements, as well as annual or situational PeopleSoft My Learning (Cornerstone) training should be tracked in the Training/Development tab.  Adding these training courses to the performance evaluation enables the supervisor to track completion by the employee. 

All DMA supervisors are required to attend the Department of Administration, Division of Personnel Management (DPM) supervisory development training within 12 months of their appointment. In addition to the DPM training, new supervisors are required to attend the DMA New Supervisor Orientation and scheduled Supervisor Conferences. These training opportunities provide professional development for supervisors to ensure they understand current requirements and have the proper tools available to complete accurate, fair, and timely performance evaluations. These activities should be tracked as part of the performance evaluation.

Overall Summary Tab

The overall performance rating will be calculated by ePerformance based on the ratings the employee has earned. The supervisor should also provide a summary narrative of the employee’s overall performance.

3. Steps in the Evaluation Process

Goal Setting

Each performance evaluation cycle, Goal Setting must take place. Goals are created for both annual and probationary evaluations. When an employee first starts with the DMA, the supervisor will create the initial goals within the first 30 days.

Employee Self Evaluations

This optional step allows employees to provide feedback on their own performance after the Goal Setting step has been completed. Information entered by the employee will become visible to the supervisor after the employee “completes” the feedback and that information may be useful in completing the evaluation. Information submitted by an employee in their self-evaluation can ensure successful project completions or accomplishments are documented in the evaluation.

Both supervisors and employees can make notes in the system throughout the reporting period. Neither party can see each other’s notes until the evaluation is shared with the employee or the employee clicking the complete button.

Rating Scale

Ratings need to be assigned for Competencies and Individual Goals. The following four-point rating scale is utilized for all state employee evaluations completed in PeopleSoft ePerformance and supervisors must indicate an assessment for each criteria using this scale.

Employees may request feedback on how to improve their rating. Supervisors should give some thought and be prepared to answer employee questions as to what the standards are to receive a “Rating 4: “Exceptional Performance”. Standards may include factors that can be quantified. For example, a specific number of tasks accomplished within a specific period of time (e.g. daily, weekly, monthly, etc.) or those associated with financial savings (e.g. decrease in programmatic costs owing to an employee’s work performance by way of efficiency or value-added programmatic contributions). Standards may also include factors associated with the quality of the work product or service rendered (e.g. rate of error, compliance with regulations, tangible improvements made to products, methods, public service delivery, etc.).   

Rating 1: Unsatisfactory Performance (Consistently Fails to Meet Expectations)

Rating 2: Progress Necessary (Inconsistently Meets Expectations)

Rating 3: Successful Performance (Consistently Meets Expectations)

Rating 4: Exceptional Performance (Consistently Exceeds Expectations)

Weighting

The Wisconsin Core Competencies and the Individual Goals sections of the performance evaluation are weighted.

• The Core Competencies are 30% of the evaluation and cannot be changed.  Each of the seven competencies is equivalent to 4.3% of the total rating for the performance evaluation.
• The Individual Goals are 70% of the evaluation. Supervisors assign a weight to each Individual Goal. The individual goal weights must total 100%.

Manager Comments

Supervisors must make an honest assessment and communicate that assessment in the narrative to clearly justify the ratings selected. Evaluations should not come as a surprise to employees. Supervisors should be continuously providing feedback throughout the year and then summarizing everything in the annual evaluation.

Supervisors must avoid considering only recent performance. When the performance evaluation is due, it is not realistic for a supervisor to reflect back upon a year’s worth of work performance and arrive at an accurate evaluation. It is critical that supervisors identify methods for monitoring work performance throughout the year and create and maintain documentation when there is an absent or inadequate amount of information available elsewhere (e.g. reports, records, tangible work products, etc.). 

Supervisors should make a commitment to document performance on a regular basis (e.g. weekly, monthly, upon critical project deadlines, etc.). The supervisor must find ways to identify, produce, and maintain evidence of work performance to justify evaluation conclusions. Specific details of successes and failures acquired throughout the evaluation period will be necessary when completing the evaluation form and are required when an employee is graded below “Successful Performance”.

PeopleSoft ePerformance allows both supervisors and employees to make electronic notes for themselves throughout the year while in the Goal Setting stage. Neither the supervisor nor the employee can see what the other has written until the evaluation has been moved to the next stage of the evaluation process.

It is important that Supervisors provide adequate detail in each Comments section and identify the standards that the employee has met or exceeded with examples of successful performance. 

Supervisors are required to include examples when performance improvement is necessary. Explanations must include specific standards that were not met, examples of the failing performance, and a plan forward. 

The key ideas listed in the Feedback – Employee section may be useful for the supervisor to draft the evaluation.

The following information is not appropriate to include in a performance evaluation:

• Issues or characteristics that are not related to the duties of the position
• Work rule violations and disciplinary matters
• Personal or medical information including references to leave of absence and Family Medical Leave
• Accommodations as prescribed under the Wisconsin Fair Employment Act and the Americans with Disabilities Act 
• Anything related to protected characteristics under the Wisconsin Fair Employment Law or other state and federal regulations. This includes race, color, creed, ancestry, national origin, age, sex/gender, handicap or disability, arrest or conviction record, marital status, sexual orientation, military service, or use/nonuse of lawful products off employer’s premises during non-work hours (e.g. tobacco, alcohol)

Performance Evaluation Meetings

Supervisors must schedule a meeting with their employees to have a meaningful discussion about the performance evaluation and the employee’s progress toward established goals. Allow opportunity to discuss concerns and/or address questions. Schedule the meeting when the employee can step aside from their regular work duties, be away from interruptions, and devote ample time to the process.

The performance evaluation meeting consists of two parts: 1) review and evaluation of the employee’s performance for the current evaluation period and 2) setting individual goals and standards for the next evaluation period. These two discussions need not occur at the same meeting. If the supervisor prefers to set goals at a separate meeting, that meeting should be held as soon as possible after the evaluation meeting. In addition, supervisors may want to take this opportunity to receive feedback from the employee on their management style. 

Utilize the STAR ePerformance Job Aid for Supervisors and/or Employees to follow the process for the electronic evaluation.

If there is disagreement that cannot be resolved, supervisors should annotate their assessment honestly.

Employee Preparation for the Performance Evaluation Meeting

DMA employees need to be an equal partner in the performance review and planning process.  They should take time to reflect upon and be ready to actively participate in their review.  Employees have the opportunity to add comments to their evaluation.

Some key ideas to help employees prepare are listed below.

• What are some major accomplishments for which I’ve been responsible, or in which I have participated?
• Have there been any barriers to the performance of my job responsibilities or personal goals? How would I describe them? What can I do to remove the barrier(s)? How can others help?
• Review of my previous performance objectives:
  • Were the objectives meaningful? 
  • Did I have a method to measure the results of my work?
  • Did I accomplish what was expected?  If not, why?
• What do I want for future objectives both this year and long-term?
• Is there job-related training I feel would enhance my job performance? 
• Are there non-training (work environment, equipment) adjustments that could enhance my job performance?
• What are my long-term career goals with the Department? Is there training, educational, or work opportunities I could explore with my supervisor? 
• What part of my job responsibilities or performance can I improve or change? What are my personal strengths upon which I want to build? Suggest some changes.
• How does my work contribute to the teams to which I belong?
• How can I support my “team” to accomplish our goals or contribute to the direction or vision of the Department? How do I think customers, peers, and team members view my performance?
• Have my job responsibilities changed over the past year? If so, I need to discuss changes to my position description with my supervisor.  Should my position description be updated?  Am I performing job functions that can or should be eliminated or changed? If so, what are they?
• Have I taken on, or been given special assignments or add-ons? What do I want my supervisor to know about these responsibilities?
• Does my supervisor know what motivates me and what I consider to be incentives?
• What type of feedback do I want to share with my supervisor? What do I like about my supervisor’s management style? What would I like to see changed? 
• What questions do I want to ask my supervisor?
• What would I recommend improving the performance review and planning process?
• What would I like to say or ask but am hesitant to bring up?

Employee Acknowledgement

Employee acknowledgement of the evaluation is requested by the supervisor after the meeting where they discussed the evaluation. In the event the employee does not wish, or is unavailable, to acknowledge their performance review, the acknowledgement can be overridden by the supervisor. If the supervisor overrides the acknowledgement, they have a choice in ePerformance of “Employee Not Available” or “Employee Refused”. The supervisor can mark the correct option and then complete the evaluation. The reason will be indicated on the performance evaluation.