What if I am a new employee, and I do not yet have a Saba account?
If you are a new employee and do not have a Saba account, please consult with your manager.
Managers, to request a Saba account for a new employee, please contact hr@ucmerced.edu.
Is the performance appraisal process for career employees only?
No. While University policy and bargaining agreements specify that regular status employees are required to receive an annual performance appraisal, departments are strongly encouraged to evaluate all appointment types; including limited and contract staff.
Although not all appointment types are entered in Saba, we encourage managers to provide feedback to all staff. For appointments that are not included in the Saba system managers can use the PDF and Word version of the Saba Appraisal form found on the HR Website, once completed, the form should be forwarded to hr@ucmerced.edu for the employee’s personnel file.
What appointment types are entered in Saba?
Career and Contract employees are entered in Saba. Each department is responsible to report all additions / deletions to HR immediately when changes occur. Please send updates to hr@ucmerced.edu.
What tools are available to document performance feedback for Limited and Contract appointments?
Word and PDF documents are available via the following link on the HR Website. Once completed, please forward the completed and signed forms to hr@ucmerced.edu to be placed in personnel file.
Is Saba used for represented employees?
Yes.
Are all represented and non-represented staff reviewed at the same time?
Yes. Staff eligible to receive an annual performance evaluation should receive a formal appraisal covering the review period. Under certain circumstances, and at the discretion of the supervisor, it may be necessary for an employee to receive an appraisal outside the normal review period.
Police Officers covered by the UC-FUPOA collective bargaining agreement are appraised on an anniversary cycle, in accordance with the MOU.
I hired an internal employee mid appraisal cycle. Am I responsible for completing the performance appraisal for this individual?
The appraisal will be assigned to the current supervisor; however, you have a responsibility to solicit feedback from the former supervisor when completing the year-end review.
In some instances, you may decide to defer to the former supervisor. This is particularly true if the employee was with the former supervisor for most of the review period. However, please note that as the new supervisor you are ultimately responsible for identifying goals for next review cycle and professional development.
If you have additional questions regarding this matter, please consult with Employee & Labor Relations.
I have an employee that transferred after the conclusion of the review period (March 31), who should complete the appraisal?
It’s likely the appraisal form for this employee is assigned to the previous supervisor. It is your responsibility to consult with the former supervisor to discuss the completion of the appraisal. In this scenario, it seems appropriate to have the former supervisor complete the section on core competencies, overall justification, and overall rating (in direct consultation with you). The form should then be-reassigned to you for completion of the remaining steps, i.e., goals, professional development, etc.
If this scenario applies to you, it is imperative that you coordinate with HR, as the process will require changes in Saba.
Am I required to complete a year-end appraisal for probationary employees?
In the case of a career probationary employee (both represented and non-represented), an evaluation should be given midway through the probationary period. Check the applicable bargaining contract for the timing and frequency of evaluations to be completed during the probationary period. Take this opportunity to, among other things:
- Reinforce the expectations of the position;
- Identify training and/or professional development needs;
- Establish goals;
- Recognize good performance and / or communicate areas that need improvement.
What are the steps to the performance appraisal process?
- Employee completes summary of accomplishments (SOA) (This step is optional, however, Departments/Supervisors have the discretion to require);
- Manager reviews SOA;
- Manager writes appraisal;
- Human Resources reviews and provides feedback (only if overall rating is met some expectations or met few expectations)
- Calibration Review (HR to issue Division Ratings Report)
- Supervisor meets with the employee to review the appraisal, establish goals, and discuss the rating and content; supervisor makes any last revisions prior to finalizing;
- Employee has an opportunity to add comments and signs-off;
- Manager signs-off.
Is an employee entitled to union representation during a performance evaluation meeting?
Ordinarily employees are not entitled to representation for routine meetings such as performance reviews unless the employee reasonably anticipates that the meeting may lead to corrective action. However, there may be unusual circumstances that trigger a right to representation. Please consult with Labor Relations if this situation arises. Reschedule the performance evaluation meeting if necessary in order to obtain appropriate advice prior to holding the meeting.
What if an employee refuses to sign their evaluation?
If an employee refuses to “sign” their performance evaluation please notify laborrelations@ucmerced.edu.
What is a summary of accomplishments (SOA)?
The SOA is a narrative description of your accomplishments as it relates to your job responsibilities, competencies, goals, and objectives.
As an employee, you have firsthand experience with what you have accomplished. The SOA invites you to be part of a discussion about your performance. Your SOA will help you reflect on your performance in the past review cycle and to document: contributions and accomplishments; major challenges, obstacles, and unanticipated developments; core competencies; future goals for next review cycle. It’s also important that you track your accomplishments using the Saba System throughout the performance cycle to ensure you capture the most important aspects of your performance. For tips on writing your SOA please reference the Tips on How to Complete a Summary of Accomplishments.
What is the process for the SOA?
- Employee writes summary of accomplishments; and
- Manager reviews SOA;
Are employees required to complete the Summary of Accomplishments (SOA)?
Although the SOA is an optional component of the performance appraisal process, individual departments have the discretion to require all employees to complete the SOA. If you choose not to provide this feedback, then you have chosen to disengage your supervisor in a discussion about your accomplishments, your challenges, and your development. It will be a missed opportunity for you.
I have employees with limited computer skills. What are my options?
Contact the Talent Development Manager to explore options at hrtraining@ucmerced.edu.
A hard copy of the performance appraisal is available to those who are unable to complete their SOA using the Saba tool. Circumstances under which to substitute the Saba tool: an employee on an extended leave of absence, or an employee has insufficient computer skills to complete the form. A Word version of the SOA is available on the HR Website. Once completed, the supervisor will need to upload the SOA into the documents section of the respective employees’ Saba account.
Under what circumstances should the Summary of Accomplishments (SOA) form be substituted?
If there is an extended leave of absence, or an employee has insufficient computer skills to complete the form. A Word and PDF version of the SOA is available on the HR Website.
For appraisals rated ‘Met Some Expectations’ and ‘Met Few Expectations,’ HR will review employee appraisals. What will HR look for as part of this step?
HR Reviews and provides feedback in the following areas:
- Justification: HR examines the supervisor’s feedback to ensure that it is constructive, and rating is quantified/substantiated with specificity and incidents.
- Goals: Appraisal includes minimum of 2 goals, and goals are clearly defined
- Mandatory Training Requirements: HR will audit core competency ratings for People Management and Job Mastery and Continuous Learning*
Note: HR does not validate the comments in the appraisal. HR’s recommendations to the supervisor may or may not be incorporated. While we strongly encourage supervisors to incorporate our feedback, if they choose not to do so, then the appraisal is administered as-is.
*To view your assigned due dates and mandatory training requirements, sign in to the UC Learning Center and click “Required Training.” For more information on mandatory training, visit http://ethics.ucmerced.edu/mandatory-training.
What is a core competency?
A core competency is a measurable pattern of skills, knowledge, abilities, behaviors and other characteristics needed for an employee to successfully perform and fulfill the job responsibilities successfully. Core competencies measure job responsibilities and organizational citizenship behaviors such as: communication, teamwork and collaboration.
Core competencies illustrate two important factors: how well you perform your job (i.e., your job responsibilities), and how well you perform your job in a team environment (i.e., your organizational citizenship behaviors).
What are UCM’s Core Competencies?
The University has identified eleven core competencies that speak to the behaviors necessary for personal and professional success. All employees should demonstrate each of these competencies in their day-to-day tasks and job responsibilities. Those in the role of Manager have an additional competency for which they are accountable.
What is the Rating Scale for Performance Evaluations?
All employees, both represented and non-represented are rated on a 4-point rating system that focuses on performance expectations.
- Far Exceeded Expectations (FEE) — This rating is rarely achieved. Performance consistently far exceeded expectations in virtually all competencies and overall work was superior; work contributed to the overall success of the unit or the campus at large, with significant positive impact over time; and goals and assignments were consistently completed, on time or often earlier than anticipated. It is a best practice to include concrete examples of the staff member’s contributions in the overall rating section.
While a narrative is not required to issue this rating, it is recommended that concrete examples of the staff member’s contributions are noted in the overall rating section below.
- Successfully Met Expectations (SME) — This rating covers overall effective performance. Performance consistently met expectations in virtually all competencies, the quality of work overall met expectations; and many goals and assignments were well executed and largely met on time. The employee is dependable, competent, and knowledgeable, and may have exceeded some expectations. It is a best practice to include concrete examples of the staff member’s contributions in the overall rating section.
- Met Some Expectations (MSE) — Performance was adequate in some competencies, but needs improvement in one or more critical competencies. One or more of the most critical goals or assignments were not met. Work product requires improvement in one or more critical competencies to meet expectations. Concrete examples of the staff member’s deficiencies must be included in the overall rating section. At the manager's discretion, a performance improvement plan may be outlined with timelines and monitored to measure progress. Review from HR is required.
- Met Few Expectations (MFE) — Performance was unacceptable in one or more critical competencies that significantly hindered overall successful performance. Individual failed to make reasonable progress toward critical work assignment(s) or goal(s). Concrete examples of the staff member’s deficiencies must be included in the overall rating section. A performance improvement plan must be outlined with timelines and monitored to measure progress. Review from HR is required.
When is it necessary to initiate a Performance Improvement Plan (PIP) for an employee?
This depends on individual circumstances. If you are contemplating this step or unsure, please contact your Employee & Labor Relations for guidance. However, if the overall appraisal rating is ‘met few expectations,’ a PIP is required. PIP require HR review prior to issuing.
Who provides input to my performance appraisal rating?
The overall performance rating is the prerogative of the 1st level manager, but the 2nd level manager has the authority to provide performance feedback and weigh in on the overall performance rating.
Can key staff members in my department give input on the performance appraisal of my direct reports?
Before soliciting input from staff we highly recommend that you consult with Employee & Labor Relations.
Who can see my Saba account?
Saba provides a top-down view. For example, the Chancellor has access to view anyone in the organization. A Vice Chancellor has access to view employees within their division only. Employee & Labor Relations has access to view all employee records.
What should I do if there are any discrepancies with my Saba account, e.g., one or more direct reports are not showing?
Any discrepancies with your Saba account must be reported to the hr@ucmerced.edu email immediately for resolution.
What if I have dual appointments or report to two different supervisors?
The system only allows the designation of one primary supervisor.
What is the difference between a Professional Development Plan and a Plan of Improvement (PIP)?
A Professional Development Plan is used to improve a skill or a competency. A Professional Development Plan does not address areas that are below the performance standard. Managers should use this section to identify professional development for purposes of career development and succession planning. Conversely, a Plan of Improvement addresses areas of deficiencies, those skills and competencies not meeting the performance standards.
What kinds of duties, tasks, or operational responsibilities should be reviewed and appraised?
Any core job functions, existing, emergent or new duties, can be assessed. Leadership is particularly interested in emergent or new duties and performance in our current environment.
How do we determine performance? Are there rubrics or tools for this?
Yes! Start with a job description for clear understanding. Look to our rating rubric for guidance on what good looks like. If you still have questions reach out to Talent Development or review workshops.
Do we have to complete the process?
Yes. If not, there are default standards in place. Please contact Employee Labor Relations with specific questions and concerns about what occurs should you not complete the process.
Are there resources to help in the process?
Yes. Job aids, information, and workshops are offered to support subjects such as: What goes into a Summary Of Accomplishments (SOA); Goal Setting – collaborative, SMART, and more; Conducting a Performance Appraisal; What is Performance? What is Performance Management; What is an Appraisal?; and MORE. See the following site for resources, contacts, or training materials/courses.
I’ve heard talk of revised or “new” Core Competencies – what is this?
The Core Competency Model was updated by a collaborative Systemwide team, reviewed, and endorsed by UC’s Chief Human Resource Officers in June 2019 to include the following:
- Core Competencies for all UC staff employees regardless of role or location
- Behavioral indicators and/or proficiency levels for individual contributors and people managers/leaders
- Clear, consistent, common language that includes observable behaviors for measurement
- A flexible and easy to remember model
- A shared language to lay the foundation for the culture we want to build at UC.
There will be more on this to come…
What else should we be aware of or consider?
Performance Appraisals are a periodic process that summarizes what should be ongoing discussions, check-ins, and communication between our personnel, leadership, and peers. Without regularly touching base on workload, capacity, expectations, performance and our working relationships, the appraisal process could be daunting, shocking, and disengaging. The appraisal is a periodic (single moment) activity during the continuous feedback, support, guidance, and goal realignment that should be occurring throughout the year.
Has anything changed in this process?
The process and timeline are consistent with last year.
What is “Required” in the Appraisal?
A complete appraisal indicates context, specifics, and support for the overall rating of the employee. This includes (but is not limited to):
Summary Of Accomplishments (SOA) – only if immediate supervisor or department head requires, but is highly recommended for all.
Narrative – Best practices indicate that a narrative covers and justifies the overall rating.
Goals –Must be included in the appraisal - they should be collaboratively established between employee and supervisor(s) while aligning with those of the Unit, Department, Division, and University.
