Drew’s performance appraisal process, which was introduced in 2015, created a new means of setting work goals and communicating shared values in order to retain and develop a strong workforce at Drew. The University is utilizing the Performance Pro system to implement its performance appraisal process. Please use the tabs to find FAQ, an implementation timeline, areas of focus and shared University goals.


Frequently Asked Questions

What is the purpose of the new performance appraisal process?   This process serves the University and its employees by encouraging all staff to reach their full potential.  Specifically, it aims to accomplish the following:

    • Maintain an ongoing dialogue
    • Create progressive goals for individual employee development
    • Help align individual positions with University goals
    • Help all employees understand the relevance of what they will be working on in the upcoming year.

What is the timeframe for implementing the new Performance Evaluation Process?

See timeline tab

Are there different evaluations for different employees?

Everyone will be evaluated on the same evaluation factors, but each employee will have an individual set of goals and development objectives which will be determined in collaboration with their supervisor.

Will employees review themselves using the new system?

Yes, staff members will use the system to perform a self-evaluation prior to their appraisal meetings.

When will supervisors deliver individual evaluations to their staff members?

We realize that with the start of the new academic year, there are many competing priorities.  Our goal is to have all meetings completed by November.  We will closely monitor the evaluation progress in Performance Pro and re-establish our deadlines if necessary.   Any updates will be announced via email.

What about professional development and training?

Supervisors and staff members will meet to discuss any training needed to help staff members be more successful in their positions. Taking on additional growth opportunities could also be related to professional development, to help employees develop in their current roles or to grow into a higher level positions. Supervisors are encouraged to contact Human Resources if assistance is needed to help develop or identify areas of focus and training.

When will new employees be evaluated?

A new employee is on probation for 90 days and will go through the initial 90 day review. Thereafter, the employee would have the same schedule as the rest of the University staff members.

Where should questions about the system or evaluations be addressed?
Any questions should be addressed to Human Resources at Extension 3223 or by email to evaluations@drew.edu.



Evaluation Timeline

Owner Completion Deadline
Goal Setting – for those who did not formally document goals in Performance Pro, now is the time to do so All staff and administration August 15, 2017
Self-Evaluations All staff and administration September 1, 2017
Performance Appraisals All supervisors September 30, 2017
Final approval of ratings Cabinet members October 15, 2017
Meetings with staff to discuss final appraisals All supervisors November 1, 2017

Focus Areas

Focus Areas

Drew’s new appraisal process has four focus areas: proficiency factors, goals and objectives, developmental objectives and future goals.

Proficiency Factors

In the proficiency factor area, you will be asked to provide examples to support your rating on the following factors:

Commitment to the University’s Mission, Vision and Values: Shows support for the university’s mission, vision and values by encouraging goal setting aligned with them. Monitors goals aligned with mission, vision and values and personally models behaviors aligned with the University’s values. Takes responsibility for all work activities and personal actions and follows through on commitments. Anticipates and fulfills the needs of external and internal customers.

Leadership: Sets the vision for area initiatives and builds buy-in and promotes consensus among internal and external stakeholders. Communicates in a way that motivates others to work enthusiastically.

Initiative: Committed to a proactive approach to problem solving and issues resolution. Sees what needs to be done and takes appropriate action without waiting for explicit instructions.

Organizational Practices: Establishes plans and strategies with appropriate priorities. Makes optimal use of university resources.

Relational Skills: Works cooperatively with others in both interpersonal and team relationships, maintains trust, partners effectively.

Job Knowledge: Demonstrates command of professional knowledge. Continually updates skills and knowledge. Applies knowledge appropriately in light of routine and special circumstances.

Communication Skills: Conveys information to others efficiently. Creates messages in written and verbal form that are understood by the audience.

Problem Solving and Decision Making: Generates realistic and creative approaches to addressing problems and challenges. Evaluates options, anticipates and plans for potential problems; and takes appropriate risks.

Inclusiveness: Works effectively and respectfully with all individuals, regardless of their background, position, or status; ensures that opportunities are available equally to all.

Goals and Objectives

In the goals and objectives area, you will be asked to report on progress to support your rating on 4-6 of your existing goals and objectives. These relate to your major work products. Depending on the goal, you may have action steps which may have had different due dates.  Actions steps for goals are not required at this time, but you are free to utilize this feature in Performance Pro.

You and your manager will work together to link some of your goals to the strategic values of the University: diversity and inclusion, service culture, and accountability and ownership, or, as the training indicated last year, these may be actual stand-alone goals among other work goals, valued at 10% each.

Each goal is weighted as a percentage of your overall goals.

An example of a goal is:

– Complete 95% of course registrations without error:

  • Weight: 40%
  • Aligned to Service culture
  • Due 12/31/2017
  • Rating: 4
  • Comments: (Staff member) completed 97% of course registrations without error, exceeding the goal for the period.

Developmental Objectives

Developmental objectives are goals that enhance your skills and abilities. They can be training activities, committee work opportunities, cross training, etc. They are included in the Goals section of the performance appraisal system, so their structure is the same as the example above.

Future Goals

In the future goals area, you will work with your manager to establish goals for the next appraisal period. These goals will replace the Goals and Objectives and Developmental Objectives you had for this appraisal period and will be evaluated in the next appraisal cycle.


Shared Goals

Shared Goals

Service Culture

A service culture involves a set of beliefs, values and action options used to guide and mold interactions and decision-making regarding both internal and external customers that are interwoven into the entirety of an organization.  Should be weighted at 10%


Accountability refers to employees who are responsible for their tasks and their work. Ownership involves employees demonstrating individual motivation in this work, and taking pride in their organization. Should be weighted at 10%


Diversity is the range of human differences, including but not limited to race, ethnicity, gender, gender identity, sexual orientation, age, social class, physical ability or attributes, religious or ethical values system, political beliefs and national origin. Inclusion is involvement and empowerment, where the inherent worth and dignity of all people are recognized. An inclusive university promotes and sustains a sense of belonging; it values and practices respect for the talents, beliefs, backgrounds, and ways of living of its members. It creates an atmosphere that embraces international communities, cross-cultural understanding and respect towards others. Should be weighted at 10%

The remaining 70% is open for establishing your unique job related goals.