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Library Administrative Manual

5.6 Performance Management Program for Library Staff

  1. Human Resources' Program For Performance Management
  2. J. Paul Leonard Library Performance Management
  3. Library Procedures for Processing of Performance Evaluations
  4. Self Assessment

Where the provisions of this policy and procedure are in conflict with the Collective Bargaining Agreements reached pursuant to Chapter 12, (commending with Section 3560 of Division 4 of Title I of the Government Code, The Collective Bargaining Agreements shall take precedence.

II. J. Paul Leonard Library Performance Management

The J. Paul Leonard Library stresses the importance of the constructive communication component of the Human Resources' Performance Management program. Through respectful and appreciative interactions supervisors and employees can experience job satisfaction and achieve organizational and University goals.

All evaluations are reviewed by the appropriate Division Head and by the Head of Access and Personnel Services to ensure quality and fairness.

All supervisors are expected to be familiar with and follow relevant Human Resources directives, information and Library procedures as they complete their supervisory responsibilities. Each supervisor is provided with a copy of the JPLL GUIDELINES ON SUPERVISION. Supervisors are expected to identify appropriate areas for training and development to ensure that employees have the skills and knowledge to successfully complete their work assignments. Supervisors are expected to assist and support employees' efforts toward development commensurate with departmental and organizational needs.

All employees are encouraged to familiarize themselves with this program as a way of achieving greater job satisfaction and adopting strategies which lead to success.

All employees are encouraged to identify areas for career/personal development, such as skill level improvement or enhancement of knowledge. Employees are also encouraged to work with their supervisors to identify areas that require special accommodation in order to develop strategies or purchase equipment or software to address these needs.

All employees are encouraged to actively participate in structuring developmental plans for themselves. Employees may work with their supervisor or the Head of Access and Personnel Services in developing professional development strategies. Professional development can take the form of outside course work, in-service training programs, individual research, etc. Two resources for training and development ideas are the Opportunity Knocks binder and the Staff Training and Development Committee. The Library's Staff Training and Development program provides funding and opportunities for many types of professional training and skill development.

If you have questions about the performance evaluation program be sure to ask your supervisor or the Head of Access and Personnel Services.

III. Library Procedures for Processing of Performance Evaluations

  1. Section P530.11 of Practice Directive P530 on Performance Management, provides a model for the performance evaluation process between evaluator and employee. The Library Administration recommends that the employee complete a self assessment in advance of the evaluation interview and in any of the ways listed below in Section IV Self Assessment. The Library Administration also recommends that after the evaluation interview and upon receipt of the evaluation that an employee have a minimum of two days for review, feedback or acknowledgment. A second interview will be scheduled if the employee would like to have further discussion about the evaluation. Performance evaluations should present no surprises, but should document performance based on the performance plan and notes from discussion held during the year.
  2. An employee has four options in acknowledging the evaluation:
    • I have had an opportunity to read and discuss this performance review with the evaluator.
    • I am attaching my comments regarding this evaluation.
    • I would like to discuss this evaluation with an Appropriate Administrator,
    • I decline to sign and will submit my rebuttal within 2 weeks.
  3. If the employee checks Option 1, the original copy with the evaluator's signature and the employee's acknowledgment will be forwarded to the Division Head.
  4. If the employee wishes to make additional comments, he/she checks Option 2 and submits the comments to be attached.
  5. If the employee wishes to discuss the evaluation with an Appropriate Administrator, he/she checks Option 3. By contract, this meeting shall take place within fourteen (14) days of the request at a mutually agreeable time and location.
  6. When the employee checks Option 2 or 3, the evaluator should prepare a cover memorandum stating the issues, forward it with the evaluation and any attached comments from the employee, to the next level supervisor or Appropriate Administrator. A copy of the evaluation and any documentation pertaining to the evaluation will be copied to the employee
  7. All documentation is forwarded to the Head of Access and Personnel Services and/or the University Librarian for review. The complete document is sent to Human Resources by the Head of Access and Personnel Services or the University Librarian.
  8. When an evaluation has been reviewed and signed by the Appropriate Administrators, copies of the completed original are sent to the supervisor and to the employee, along with any written statement from the review process. The original is sent to Human Resources.

IV. Self Assessment

As part of any performance evaluation employees are strongly encouraged to prepare a self-assessment in advance of the evaluation interview. Preparing a self-assessment is one way for an employee to take an active role in the evaluation process. Self-assessment is intended to help an employee reflect on accomplishments, make work more satisfying, make an employee increasingly effective in his/her work assignment, and prepare an employee for the evaluation interview with his/her supervisor. For those employees interested in advancement this exercise should also help assess abilities and potential for future job opportunities both in the Library, at SFSU or elsewhere. It is recommended that employees and supervisors discuss areas for improvement during the review period focusing on developmental strategies for inclusion in the Performance Plan for the coming year at the time of the annual evaluation. As with the performance evaluations prepared by the evaluator, the self-assessment should document accomplishments and examples of performance in the areas of review.

Self-assessment is internal documentation between supervisor and employee; however, an employee may request that the self-assessment go forward to the next level of review, the Division Head and the Head of Access and Personnel Services. A form for requesting that the self-assessment should go forward internally within the Library along with the performance evaluations. Self-assessment are not forwarded to Human Resources. Review sections III B and D of this policy on attaching comments to go forward to Human Resources.

Human Resources has provided a form for Self-Assessment P530B. The guidelines for completing their online self-assessment form include constructive suggestions on how to demonstrate performance in the several categories of performance evaluation.

An alternate approach to self-assessment is suggested below. The following strategies and questions are suggested as another way to prepare self-assessment documentation and to prepare for the evaluation meeting.

  1. Review your position description. Be sure you know what is expected of you. Ask for clarification if necessary. Identify any parts of the position description which should be updated for discussion with your supervisor.
  2. Take time to review your work over the review period. Consider tasks, work accomplishments, special assignments, new knowledge, skills and abilities you have developed, e.g., through training you have received, committees on which you have served, job-related conferences and events you have attended.
  3. Consider and answer the following questions to take with you to your evaluation review:
    • What was the most important accomplishment I achieved in my work assignment this year?
    • What was the most frustrating work experience, activity or project for me this year?
    • What would have helped me do my job more productively?
    • What would I like to accomplish during the next review period?
    • What new knowledge, skills or abilities would I like to develop?


Prepare your self-assessment material using either the Self-Assessment form from Human Resources, the questions above, or a format with which you feel comfortable. Review it. Try to read it objectively. Revise it as appropriate and prior to the meeting with your supervisor.


During the discussion of your work with your supervisor, consider the following:

  • Make suggestions to your supervisor on how he/she can help you to achieve the goals of your performance plan or improve your performance.
  • Take notes on comments made during the interview.
  • Listen to what your supervisor highlights as particular strengths or achievements and priorities for the coming period.

Approved by LMT: 9/27/99

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