(Click on one of the item listed to jump directly to a topic)
- Why do I have to do an IPP?
- Where do I find the forms?
- What is the difference between an Introductory Planning and an Annual Planning IPP?
- When is the IPP planning document due?
- What happens during the Planning Phase?
- What dates go on the form?
- How do I decide on an objective?
- How do I measure an objective?
- Can I just use the employee's job description as an objective?
- How do I determine the employee's rating?
- What if the employee needs improvement?
- Are all employee evaluated on the same things?
- How many developmental steps must I have?
- How often should I meet with my employee to review their IPP?
- Who reviews my IPP and logs its completion?
- What do I do if my supervisor has never sat down with me and completed an IPP?
- Will I get in trouble if I do not have an IPP on file?
It is the policy of UCO for all regular UCO employees who are not faculty to have an IPP evaluation yearly. The Individualized Performance Plan (IPP) is the University's formal performance management system. The IPP policy became effective July 1, 2005.
Where do I find the forms?
All Individualized Performance Plans are now tracked electronically at https://jobs.uco.edu/hr.
What is the difference between an Introductory Planning and an Annual Planning IPP?
The Introductory Planning IPP is done within the first two weeks of employment. The supervisor and employee, together, prioritize key objectives to be accomplished in the first 3 months of employment. They are then evaluated at the end of the introductory period. At this time a new IPP planning document is created for the remainder of the fiscal year.
When is the IPP planning document due?
For the regular employee the planning document is done at the beginning of the evaluation period which coincides with the fiscal year (July).
What happens during the Planning Phase?
By July 1 of each year, the supervisor and employee meet to review and discuss the position duties and responsibilities, and finalize the employee's performance plan for the upcoming year. The supervisor and employee work together to determine how the employee's performance will be measured. The supervisor then logs into https://jobs.uco.edu/hr to complete and upload all sections of the electronic IPP form into the system, excluding the rating sections, which will be completed at evaluation. The form is then routed for review, approval and electronic signatures in the following order: Employee → Supervisor → Next Level Supervisor →Employee Relations
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What dates go on the form?
The introductory period begins with the hire date and ends three months from that date. Regular employees will list the fiscal year dates of July 1 through June 30 unless the department has approval from Human Resources for a different schedule.
How do I decide on an objective?
Determine 3-5 critical tasks that you want to focus on during the evaluation period. The objective is specific, measurable, attainable, and result-focused and time oriented. It is based on the organizational mission and goals, the needs of the departmental and the job description. You want to identify the key responsibilities of the employee's job. Identify the critical tasks of the job. Critical tasks are not the day-to-day tasks and chores, duties and assignment that consume the greater portion of the day - those are activities. Critical tasks are the major responsibilities - the reason that we do all those tasks and chores. The objective should not be elaborate or complicated; it does not connect with other critical tasks, it focuses only on outcomes of the job or focuses on responsibilities instead of characteristic (such as effective communication and good interpersonal skills), and it does not reference performance (greets visitor warmly or manages mail efficiently). A good question to ask yourself when determining which objective to use is to ask "which area would you have to do your best in to excel in that position" These would be considered your critical tasks.
How do I measure an objective?
When selecting an objective you must make sure that it is measurable. General statements like "will communicate well" or "increase customer service" are too vague and not measurable. When measuring an objective that is specific you will be able to evaluate the outcome easily.
Can I just use the employee's job description as an objective?
No. The job description is only one of the elements to consider when devising an objective. You want to consider the organizational mission and goals, the needs of the department, the job description and the employee's developmental needs.
How do I determine the employee's rating?
If the objective has been defined and is measurable, it will be easy to determine the employee's level of performance.
- "Improvement Opportunities" indicates that the employee has not performed their job duties as assigned. You must provide documentation for this performance rating.
- "Below Average" means the employee's job performance falls into the below average category. Documentation is required for this performance rating.
- "Successful, Doing Well" is the standard rating, given when the employee has successfully performed duties as assigned.
- "Above Average" means the employee's job performance has exceeded expectations. Documentation is required for this performance rating.
- "Outstanding, Role Model" indicates that the employee's job performance is exceptional, having performed their job duties far above what was required or assigned, without fault or error. Documentation is required for this performance rating.
What if the employee needs improvement?
The supervisor should meet with their employee to create a development plan document including timeline. This plan should be monitored on a consistent basis.
Are all employee evaluated on the same things?
Core Performance Principles are standardized for all employees and include: Community, Character, Civility, Creative Leadership, and Transformative Learning. Employees who supervise others are also evaluated on Problem Solving, Employee Relations, Employee Development, and Employee Recognition.
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How many developmental steps must I have?
A minimum of one and no more than three development steps should be selected.
How often should I meet with my employee to review their IPP?
The supervisor should meet with the employee as often as needed. On a minimum, supervisor and employee should meet at the beginning of the fiscal year for the planning phase, and again at the end of the year for evaluation. However, the IPP software is set up for semi-annual reviews, as well. It is the supervisor's responsibility to afford their employee with every opportunity to succeed.
Who reviews my IPP and logs its completion?
The employee, supervisor and next level supervisor are required to review an employee's IPP.
Returning the IPP to the supervisor does not indicate that the employee agrees with the appraisal, but that the document has been reviewed and discussed with him.
By June 30 of each year, the supervisor and employee meet to review, discuss and evaluate (rate) the employee's performance for the year. The supervisor then logs this information into the COOL system and attaches supporting documentation. The completed form is then routed for review, approval and electronic signatures in the following order: Employee → Supervisor → Next Level Supervisor → Employee Relations → Evaluation Complete
What do I do if my supervisor has never sat down with me and completed an IPP?
It is UCO's policy that all employees other than faculty have an IPP on file in the Employee Relations office. If you find your IPP process has not been initiated or completed, consult your supervisor. If no action is taken contact Employee Relations and Development.
Will I get in trouble if I do not have an IPP on file?
The supervisor is responsible for ensuring the IPP process is initiated and completed yearly.