PerformanceAppraisalTemplate
Performance Appraisal Template for researchers and teachers at the ST division
(Version 2016-08-30 - feedback appreciated!)
The Performance AppraIsal Discussion (PAID) is a yearly conversation between employee and manager with the aim to follow-up and further develop the work of the employee and the division. (The text below is based on Chalmers central description + some edits to match with GU.)
Both parties have the responsibility to prepare, so that it will be a constructive dialogue. Prepare the meeting by reading through the template, looking through the notes from last year and taking notes about important matters to lift this year. The end result should be agreed upon, written down, goals for the coming year that will help to meet the overall business objectives, and the skills needed to perform work and grow in the current or future role (also outside of the university).
Performance appraisals are a tool for evaluating employees and the organisation by:
- linking the employee's goals with the goals of the unit, department and the university as a whole
- monitoring and developing a good work environment
- increasing motivation by highlighting how individual pieces of work contribute to the overall picture
- offering clarity in expectations between manager and employee
- structuring the feedback between employee and manager
- A Quality-Driven University
- Strong Civic Responsibility
- Global Engagement
- Inspiring Work Environment
Chalmers has four top level goals (priority operational development = PVU):
- Excellent research
- World-class education
- Efficient innovation
- Superior internal environment
The whole priority operational development with interim goals is available at Insidan under the tab About Chalmers (or here). At this page you will also find Chalmers’ vision, mission and strategies. These are the controlling documents for Chalmers.
At the next level is the CSE department plan and then the Software Technology division plan. There can also be goals and plans for research groups, research projects and for education programmes at different levels.
A very short summary of what our division "lifted" to the CSE-dept. level autumn 2015 is:
- Recruit for BSc level education in the light of upcoming retirements
- Research: Formal Methods, Privacy, Security, Testing, Functional Programming
- Find a new org. after the interim structure 2016
- Fairness and transparency in the way salaries are set
- Would like support to hire a Research Engineer
Part 1: Follow-up of last year’s discussion
The 2015 PAID meetings (with Group A) were documented in the form written plain text notes in (sent via email after the meeting with the subject including "Medarbetarsamtal anteckningar").
- Based on last year’s agreement, what has been achieved and what remains to be implemented?
Part 2: Summarise you activity after the previous PAID meeting
- If you would describe your own activity (and those you lead) with a heading of just a few words, what would that heading be?
- What (sub)projects, courses, important results, papers, grant applications, etc. have you carried out over the last year? (around 10 activities)
- What are you proud of?
- What can be better, and how?
- Who are your most important collaborators? (primarily within the division)
- How do you monitor and improve the quality of your teaching?
- How is supervision working (cooperation, feedback, communication, results)?
- What is the physical and psychosocial work environment like?
Part 3: Agreement about development and career plan for the year
- Contribution to division (dept., univ.) goals
- How can you contribute to excellent research, world-class education, efficient innovation, and a superior internal environment?
- What support do you need in terms of resources, competence, guidelines and support from me as your manager?
- Common goals for the coming year: which concrete 3-5 goals can we agree on for the coming year?
- scientifically?
- pedagogically?
- leadership?
- What are your long-term future plans? (e.g. inside and outside Chalmers)
Part 4: Feedback
Provide feedback between employee and manager (in both directions) inspired by:
- This is what I feel you have done well.
- These are what I perceive as you strengths.
- This is what I value in you.
- This is what you should develop.