Faculty Performance Evaluation
Changes to the CSU Faculty Performance Evaluation Effective Fall 2024
We have made several important updates to the Faculty Performance Evaluation process to enhance its effectiveness and alignment with our institutional values:
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- Character Limit in Text Fields: All text fields in the updated performance evaluation form now have a 6,000-character limit for candidates, and an 8,000-character limit for committees to encourage concise and focused responses.
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- Introduction of SMART Goals: To foster a more purposeful and forward-looking evaluation, there is new requirement to set SMART goals that are Specific, Measurable, Achievable, Relevant, and Time-Bound.
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- New “Department Citizenship” Section: This section provides an opportunity to comment on a faculty’s contributions to the department’s mission. This addition aligns with the expectations outlined in CSU’s D.9 Code of Ethical Behavior and allows supervisors to evaluate how a faculty member has demonstrated behavior and department citizenship, as described in section D.9 of the Faculty Manual.
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- Diversity, Equity, Inclusion, and Justice (DEIJ) Efforts: A new, optional section has been added to recognize a faculty’s contributions towards DEIJ. This section is not rated, but encourages meaningful discussion on these critical areas.
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- Updated Rating System: We have simplified the rating system from five levels to four and refined the rating definitions.
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- Quicklinks to Policies: Quicklinks have been added to the evaluation form, making it easier to reference relevant policies during the evaluation process.
Will This Affect My Department Code?
Some Department Codes include guidance on performance rating levels. This rating system supersedes existing Department Code rating guidance.
This universitywide rating system ensures consistency in performance ratings across all departments.
Why These Changes?
These changes are designed to make faculty evaluations more effective and meaningful. Following a 2022 feedback survey on faculty performance management, key recommendations included moving to an electronic evaluation form, incorporating auto-populate features, and implementing text entry limits.
The updated performance evaluation aims to:
- Foster communication between faculty and leadership.
- Provide meaningful and constructive feedback on job performance.
- Strengthen working relationships within departments.
- Maintain a historical record of performance.
- Promote continuous learning and career growth.
Ultimately, the revised evaluation process is intended to track progress toward previously set goals, encourage professional development, and assist in achieving promotion and tenure milestones.
Accessing the Performance Evaluation Form
The evaluation form, with guidance attached to it is accessed through Interfolio. You can find more information on Interfolio here.
New 4-Level Rating System
4th Level - Exceptional Performance
Performance consistently exceeds expectations. Exceptional performance is assessed when it is exemplary and far surpasses identified goals and adds tremendous and positive value to the department and university. Work leads the department with demonstrated expertise in the position. This performance assessment is reserved for work that is exceptional and is achieved in alignment with department mission (if applicable), and the Code of Ethical Behavior (D.9).
3rd Level - Effective Performance
Performance consistently meets expectations. Effective performance is reflective of the reliable achievement of identified goals and deadlines. Effective performance is assessed when performance is done well. Expectations are being met in all areas with reasonable supervision and are achieved in alignment with department mission (if applicable), and the Code of Ethical Behavior (D.9).
2nd Level - Inconsistent Performance
Work performance does not consistently meet expectations or requires significant supervision to achieve identified goals. Inconsistent performance is assessed when there is demonstrated behavior working toward improvement. Engagement with resources including coaching and training is in progress to more consistently gain proficiency and independence regarding what is expected and that it is being achieved in alignment with department mission (if applicable), and the Code of Ethical Behavior (D.9).
1st Level - Unacceptable Performance
Performance is inadequate and does not meet expectations. Unacceptable performance is assessed when there has been a documented history during the evaluation year of performance concerns and there is little to no demonstration of improving performance or performance correction. Expectations are not being met regarding identified goals or goals are not being achieved in alignment with department mission (if applicable), and the Code of Ethical Behavior (D.9).
Why Use SMART Goals?
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- Alignment: SMART goals align individual efforts with the organization’s mission, vision, and strategic priorities.
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- Clarity: They provide direction, ensuring employees and supervisors understand what is expected and how success will be measured.
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- Accountability: SMART goals promote accountability by assigning specific tasks and deadlines that allow leaders to more objectively assess progress, making informed decisions based on data.
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- Focus: They help prioritize initiatives, focusing efforts on what matters most for individual and organizational success.
Specific: The goal is concrete and tangible - everyone knows what it looks like; Measurable: The goal has an objective measure of success that everyone can understand; Attainable: The goal is challenging, but should be achievable with the resources available; Relevant: The goal meaningfully contributes to larger objectives like the overall mission; and Timely: The goal has a deadline, or better yet, a timeline of progress milestones.
SMART Goals Best Practices
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- Clearly communicate the purpose and benefits of SMART goals.
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- To get buy-in and commitment, collaborate to develop SMART goals that align with individual strengths, interests, and developmental opportunities. Set goals that are meaningful and relevant to individual and organizational success.
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- Offer support through resources, training, and/or tools to help your team accomplish their SMART goals.
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- Regularly review progress, reinforce the commitment to goal attainment, address barriers and challenges, and be willing to make adjustments, as needed.
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- Provide constructive feedback to support continuous growth.
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- Recognize and celebrate achievements.
SMART Goal Content & Focus
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- Set 1-3 SMART goals per area of evaluation (i.e., teaching, research, service).
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- Reflect on past performance and assess how effectively goals were achieved over the past performance period.
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- Plan for the future by collaborating on goals for the upcoming year, focusing on opportunities for individual growth and considering how the faculty talent best contributes to the department, college, university, and/or field of study.
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- Include a conversation about what kind of support is needed and what the department chair/head can provide.
Performance Evaluation Dates & Deadlines
Faculty annual performance evaluations are due to the Provost’s Office on April 15. View a full list of the Provost’s 2024-25 deadlines here.
Check with your department and college for internal deadlines.
Summary
Performance management seeks to align employee performance with organizational goals and is designed to help employees achieve performance excellence, encouraging consistent collaboration between supervisors and employees.
Plus! Performance management builds relationships; builds trust; connects work and people to the larger purpose; provides an opportunity to learn about job satisfaction, projects, and priorities; and it supports success while reducing barriers and challenges.
Resources
Interfolio
Interfolio is a Faculty Information System that supports faculty activity reporting, accreditation, faculty review, promotion and tenure workflows, and more. Interfolio is being implemented by the Provost’s Office to modernize, streamline, and improve faculty affairs processes.
CSU Faculty & AP Manual
The Academic Faculty and Administrative Professional Manual contains policies and procedures that apply to faculty members and administrative professionals employed at Colorado State University.
The Graduate Center for Inclusive Mentoring
The Graduate Center for Inclusive Mentoring (GCIM) provides leadership for faculty-directed mentoring efforts such as the Center for the Improvement of Mentored Experiences in Research (CIMER) and Mentor Well Certification.
CSU SMART Goals Workshop
This workshop introduces the SMART goal framework, which details five traits that all successful goals should include. Practicing the SMART methodology allows employees and supervisors to craft goals that provide a deeper understanding of their purpose and how success will be measured.
Faculty Performance Evaluation FAQ’s
This document is a list of frequently asked questions and answers about the faculty performance evaluation process.
SMART Goal Examples
This document provides detailed examples of SMART goals for faculty.
Do You Have Questions?
Please click on the button below to submit any questions you have. Your request will be received and responded to by the Provost’s office.