• Evaluation Workshop for New Staff Members and Their Managers (Network credentials required)
• Checklist for New Staff Members and Their Managers
• Overview of Competencies for Staff Members
• Competency Selection Worksheet

• Evaluation Workshop for All Staff Members (Network credentials required)
• Evaluation Home Stretch Checklist

• Role of the Supervisor in the Evaluation Process (Network credentials required)
• Evaluation Home Stretch Checklist

All staff members should demonstrate proficiency in the Furman Core competencies.  These competencies are based on criteria that all staff members should model in their day-to-day tasks and responsibilities.

Staff members are evaluated on three (3) Furman Core competencies.

Definitions of all competencies, including the Furman Core competencies are available in the “Overview of Competencies for Staff Members” document.  Additionally, a competency worksheet (a tool to assist in rating staff members on the applicable competency) is available for download upon selection of a Furman Core competency.

• Build One Furman
• Collaboration
• Communication
• Institutional Values
• Professional Growth
• Service

Staff members with  supervisory responsibilities should demonstrate proficiency in at least one (1) Supervisory Core  competency.  These competencies are based on criteria that relate to a supervisor’s ability to manage and lead staff toward successfully completing performance objectives.

Depending upon the number of Supervisory Core competencies selected [a minimum of one (1) but not more than three (3)], staff members with supervisory responsibilities shall be evaluated on non (0), one (1), or two (2) of the Job-Specific Core competencies.

Definitions of all competencies, including the Supervisory Core competencies are available in the “Overview of Competencies for Staff Members” document.  Additionally, a competency worksheet (a tool to assist in rating staff members on the applicable competency) is available for download upon selection of a Supervisory Core competency.

• Development and Training
• Leadership
• Performance Management
• Quality Improvement
• Resource Management

Staff members with no supervisory responsibilities should demonstrate proficiency in Job-Specific Core competencies.  These competencies relate to a staff member’s particular responsibilities.

Staff members with no supervisory responsibilities shall be evaluated on three (3) Job-Specific Core competencies.

Definitions of all competencies, including the Job-Specific Core competencies are available in the “Overview of Competencies for Staff Members” document.  Additionally, a competency worksheet (a tool to assist in rating staff members on the applicable competency) is available for download upon selection of a Job-Specific Core competency.

• Accountability
• Decision Making
• Fiscal Responsibility
• Flexibility
• Initiative and Motivation
• Job Skills and Knowledge
• NCAA/Southern Conference Compliance
• Operation and Maintenance of Equipment
• Safety
• Security
• Work Productivity

Supervisors play a critical role in the success of their direct reports through the process of setting goals for and with their direct reports.

Regardless of whether goals are written by supervisors for direct reports (cascading goals) or reviewing goals submitted direct reports, the goals should be SMART – Specific, Measurable, Action-oriented, Relevant, and Time-bound.

Below are links to assist in the drafting of goals, and instructions on adding goals on behalf of direct reports and reviewing goals using the Workday^® Human Capital Management application.

Writing SMART Goals

SMART Goals Worksheet 

How to Cascade Goals (Network credentials required)

How to Review Goals – Supervisor (Network credentials required)

Although goal setting is a collaborative effort between a staff member and the supervisor, staff members might be tasked with creating drafts of their goals for discussion with their supervisors.

Regardless of whether goals are written by supervisors or staff members, the goals should be SMART – Specific, Measurable, Action-oriented, Relevant, and Time-bound.

Below are links to assist in the drafting of goals, and instructions on adding goals and archiving old goals using the Workday^® Human Capital Management application.

• Writing SMART Goals
• SMART Goals Worksheet
• How to View, Edit, and Create Goals
• How to Archive Goals

Step 1: Review and Select Competencies with Staff Member

Step 2: Start Performance Review – Supervisor

Step 4: Set Review Content (Review Staff Member Goals) – Supervisor

Step 5: Get Feedback or Skip Feedback – Supervisor

Step 6: Complete Manager Evaluation – Supervisor

Step 8: Provide Manager Comments and Submit – Supervisor

Step 3: Set Review Content (Identify Goals) – Staff Member

Step 7: Provide Employee Comments – Staff Member

Supervisors are strongly encouraged to review the competencies prior to initiating the evaluation.  If that does not occur and the competencies are incorrect, close out of the evaluation.  Supervisors are to edit the competencies, and notify the Office of Human Resources.

Competencies are associated with a position, not the staff member. If a direct report is new, or is in a new position, and the competencies were never edited on the direct report’s new position, this error can occur.  To combat this circumstance, supervisors are strongly encouraged to review the competencies prior to initiating the evaluations for their direct reports.

No. If goals are being added by the staff member during Step 3, goals are to be added for the evaluation year for which the staff member is being evaluated.

Goals can be entered into Workday at any time of year.  If goals on which a staff member is to be evaluated have not been entered into Workday, those goals must be entered during Step 3.

Supervisors and direct reports must discuss which goals are to be included during a pre-evaluation meeting at the end of the evaluation year.  Thus, if the direct report could not complete a goal because the direct report was asked to focus on another task, it is appropriate for the direct report not to be evaluated on that particular goal.

Milestones are segments written by either the staff member or the supervisor for a particular goal to identify steps toward completing that goal.  The milestone section can be seen in the goals section by both the staff member and the supervisor.

Yes.  Staff members may archive old goals that have been successfully completed or moot to de-clutter their Individual Goals screen.

The Step 1 tasks – identifying competencies and setting goals should be completed by September 1.  If a staff member is newly hired, or transferred to the department after September 1, those tasks should be completed as early as possible.

Yes.  Supervisors and direct reports should have at least one goal setting meeting prior to September 1 and a meeting in March to identify which goals will be included for evaluation.

It means that the supervisor already initiated the evaluation for that direct report.

It means that a previous evaluation was not finalized.  To preclude this occurrence, supervisors are encouraged to review the completion status of prior evaluations before initiating the latest evaluation.

Yes, goals can be added during Step 3.

If no existing goals are available to be pulled into the evaluation, staff members can add goals during Step 3.

If a goal rolled over from a previous evaluation, but your supervisor and you determined it was not to be included in the current evaluation, it is appropriate for the staff member to remove that goal from the evaluation.

It is only appropriate if the goal last year was rated as Partially Complete and it was a goal you believe you successfully completed this evaluation year.

No.  Only goals on which you are being evaluated for the recently completed evaluation year, shall be included.

Close out of the evaluation and notify your supervisor.  To preclude this error, supervisors are strongly encouraged to review the competencies prior to initiating the evaluation.  The evaluation will need to be canceled by the office of Human Resources.  Your supervisor can initiate the evaluation again after your supervisor edits the competencies.

Close out of the evaluation and notify your supervisor.  To preclude this error, supervisors are strongly encouraged to review the competencies prior to initiating the evaluation.  The evaluation will need to be canceled by the office of Human Resources.  Your supervisor can initiate the evaluation again after your supervisor edits the competencies.

Close out of the evaluation and notify the Office of Human Resources so that it can cancel the evaluation.  To preclude this error, supervisors are strongly encouraged to review the competencies prior to initiating the evaluation.  You can initiate the direct report’s evaluation again after you edit the competencies and await notification that the competencies have been approved by the Compensation Partner and the Talent Partner.

Close out of the evaluation and notify the Office of Human Resources so that it can cancel the evaluation.  To preclude this error, supervisors are strongly encouraged to review the competencies prior to initiating the evaluation.  You can initiate the direct report’s evaluation again after you edit the competencies and await notification that the competencies have been approved by the Compensation Partner and the Talent Partner.

Supervisors can send the evaluation back to the direct report, if the goals or the weights of the goals are incorrect.

Follow the instructions to skip feedback if you do not wish to obtain feedback during the evaluation process.

Follow the instructions to skip feedback if you do not wish to obtain feedback during the evaluation process.

The direct report does not see the feedback unless upon completing the request for feedback, the supervisor edits the field allowing the direct report to see the feedback.

Close out of the evaluation and notify the Office of Human Resources so that it can cancel the evaluation.  To preclude this error, supervisors are strongly encouraged to review the competencies prior to initiating the evaluation.  You can initiate the direct report’s evaluation again after you edit the competencies and await notification that the competencies have been approved by the Compensation Partner and the Talent Partner.

Close out of the evaluation and notify the Office of Human Resources so that it can cancel the evaluation.  To preclude this error, supervisors are strongly encouraged to review the competencies prior to initiating the evaluation.  You can initiate the direct report’s evaluation again after you edit the competencies and await notification that the competencies have been approved by the Compensation Partner and the Talent Partner.

This means that the goal was previously evaluated in another evaluation year.

No, but providing comments is strongly encouraged so that the direct report can understand how well the supervisor appreciates the work of the direct report.

Supervisors are not required to print the evaluation for the direct report in advance of the meeting, but it is helpful for the direct report to have it in advance of the evaluation meeting to review.