Performance
Probationary Period
Non-Exempt Employees
A probationary period is a trial employment period in which employees demonstrate their ability to perform the duties and responsibilities of their positions. All newly hired non-exempt employees shall serve a six-month probationary period. During a probationary period, non-exempt employees shall receive a written performance evaluation at the following intervals: Mid-way through the initial probationary period and at the end of the initial probationary period.
For the probationary period performance evaluations, the Probationary & Below Standards Performance Evaluation form is used, which can be found on the HR website under the Manager & Admin Toolkit. The supervisor is responsible for the completion of the probationary evaluation form. If the probationary period end date aligns with the Performance Management Process due date, the PMP may be used for both processes by indicating “Probationary Evaluation” in the top margin of the PMP form.
Upon the successful completion of the point of hire probationary period, the non-exempt Regular employee receives a 2.5 percent salary increase. Contingent I and II employees are not eligible for a probationary increase.
Probationary period may also apply to other employment actions, for example position reclassification, please refer to the Staff Employee Handbook and the Memorandum of Understanding for Non-Exempt Employees for additional details.
Exempt Employees
Newly hired exempt employees shall serve a probationary period of one (1) year. Under certain circumstances described in Policy VII-9.01 on Implementation of Phase II - Exempt of the USM Pay Program (January 12, 2000), promoted employees shall also be required to serve a one-year probation. During the probationary period, the supervisor, with the approval of the Chief Human Resources Officer, may reject an employee without reason provided there is a 30 calendar day notification and the notice occurs at least 30 calendar days prior to the expiration of the probationary period. In such cases, the employee has the right to appeal the rejection within five working days of receipt of the written notification on grounds of procedural deficiency.
Employee Relations
Resources for Supervisors:
- Bringing Out the Best in Others Presentation (PDF) (ComPsych)
- Coaching Employees through Difficult Situations (LinkedIn Learning)
- Conducting a Stay Interview Tool (PDF)
- Managing Difficult Conversations Worksheet (PDF)
Progressive Discipline
Department managers and supervisors should inform nonexempt employees of University rules and regulations. Disciplinary action should be taken as soon as possible after a work rule violation or unacceptable behavior. For repeated but relatively minor incidents of substandard performance, misconduct, or rule violations, corrective counseling and discipline should be progressive. The normal sequence of action is: (1) Counseling or Initial Discussion; (2) Verbal Reprimand; (3) Written Reprimand; (4) Suspension without pay; (5) Discharge from University service. Depending on the severity of the case, action may begin at any of these steps. Any action involving suspension or discharge requires prior review by the Director of Human Resources or her/his designated representative.
Steps:
Counseling or Initial Discussion: Normally, initial disciplinary action should be in the form of an oral discussion, especially for minor rule violations.
Verbal Reprimand: If the initial discussion fails to produce the desired results, a verbal reprimand is normally the next step. Supervisors should maintain a complete and accurate written notation of the reprimand.
Written Reprimand: A Written Reprimand involves both a formal interview with the employee by the supervisor and an official memorandum to the employee emphasizing the negative effect of the employee's conduct or work performance on her/his record. Consult Office of Human Resources for review of written document before it is presented to employee.
Suspension: "Suspension" means the interruption (without compensation) of the active employment status pending an investigation and decision as to the extent of disciplinary action; or suspension may be disciplinary action in itself. Consult the Office of Human Resources for guidelines regarding suspensions.
Discharge or Release: In cases other than serious offenses, termination from employment should be used as a last resort and be based on an employee’s employment record. Consult the Office of Human Resources before any discharge action is taken.
More information can be found in the Staff Employee Handbook and the Memorandum of Understanding for Non-Exempt Employees.
Forms
- Disciplinary Suspension Notification
- EAP Form
- Record of Coaching/Counseling Session
- Summary Record of Absence - Tardiness (for excluded Non-Exempt employees only)
- Bargaining Unit Summary Record of Absence-Tardiness
- Summary Record of Absence - Tardiness for Contingent Employees
- Verbal/Written Reprimand Notification
- Verbal/Written Reprimand Notification - for Contingent employees only
Performance Management Process (PMP)
Employee performance is evaluated using the Performance Management Process (PMP). This process provides a method and form to evaluate employee performance in a manner that is individually tailored to the employee. The evaluation is based on goals and objectives previously agreed upon by the employee and supervisor and performance factors pertaining to the employee's position. The employee’s performance is evaluated on the following rating scale:
Non-Exempt:
- Above Standards
- Meets Standards
- and Below Standards
Exempt:
- Developing
- Meets Expectations
- Exceeds Expectations