Performance Evaluation of Administrative & Professional Faculty
Date of Current Revision: July 2015
Primary Responsible Officer: Director of Human Resources
This policy delineates the method for providing annual performance evaluations of administrative and professional faculty.
The Board of Visitors has been authorized by the Commonwealth of Virginia to govern James Madison University. See Code of Virginia section 23-164.6; 23-9.2:3. The board has delegated the authority to manage the university to the president.
Administrative & Professional Faculty (A&P faculty)
Administrative faculty and professional faculty are normally referred to collectively, as both require advanced learning acquired by prolonged formal instruction and/or specialized training and work experience. However, the university recognizes administrative faculty and professional faculty as distinct position types.
Administrative Faculty positions are generally senior administrators who perform work related to the management of the educational and general activities of the university, for at least fifty percent (50%) of their work. Typically, administrative faculty serve in executive leadership roles such as vice president, provost, dean, assistant or associate vice president or dean, assistant or associate vice provost. Other administrative faculty roles can include (1) those responsible for the administrative direction of separately designated divisions or departments of institutional activity; (2) positions whose primary responsibility is to attract external funds; or (3) positions that are characterized by active, continuing involvement in formulating, interpreting and implementing institutional policy, and exercise substantial independence, authority and discretion in areas such as program planning, design and allocation of resources. The organizational reporting relationship for administrative faculty is normally not lower than three levels below Executive Council positions. For Academic Affairs, this would include: Vice Provost/Dean (level 1), Academic Unit Head/Director (level 2) and Associate Director (level 3).
Professional Faculty require advanced learning and experience acquired by prolonged formal instruction and/or specialized work experience. Typical professional faculty positions are librarians, counselors, coaches, physicians, lawyers, engineers and architects. Other professional positions may support education, research, University Life and other such activities. Professional faculty positions must require the incumbent to regularly exercise professional discretion and judgment and to produce work that is intellectual and varied and is not standardized.
Administrative & Professional Faculty Job Description & Performance Evaluation
This is the required form for conducting a performance evaluation. It is available online and consists of:
- Section 1: Job Description
- Section 2: Objectives for this Performance Cycle
- Section 3: Performance Evaluation
This policy applies to all administrative & professional faculty and those who supervise administrative & professional faculty.
Each administrative & professional faculty member's performance will be formally evaluated on an annual basis.
The annual evaluation period for administrative & professional faculty is July 1 to June 30. Annual performance evaluations are to be conducted between June 1 and August 31 each year. The immediate supervisor must obtain the reviewer’s comments and signature prior to discussing the evaluation with the employee being evaluated. The employee must receive a copy of the evaluation.
The Administrative & Professional Faculty Job Description & Performance Evaluation must be used to define the employee's job description, set and track objectives, conduct the annual performance evaluation, and track professional development needs and progress.
Section 1 - the Job Description – a copy must be sent to Human Resources when it is first established and/or written and subsequently when it is changed.
The performance evaluation process includes reviewing the progress of goals and objectives set for the preceding performance cycle as well as setting goals and objectives for the succeeding performance cycle.
Multiple sources of information - e.g. client/customer feedback, feedback on supervisor by subordinates, peer feedback, self-assessment - should be incorporated into the evaluation process.The employee must receive a copy. The supervisor retains the original documents in their departmental files while the employee is actively employed and for five years following termination. These documents must then be disposed of using a confidential destruction method. Refer to Policy 1109-Records Management, section 6.1 Records Retention and Disposition Schedules.
It is the responsibility of each supervisor of administrative & professional faculty to formally evaluate the employee's performance annually, which should be the culmination of regular feedback and coaching.
It is the responsibility of the supervisor to work with the employee in completing the Job Description (Section 1) and ensuring a copy of it is submitted to Human Resources initially and then sent whenever it is updated. Section 1 is the only section of the document that should be copied to Human Resources.The supervisor must maintain the entire, original documents in his or her files while the employee is actively employed and for five years following termination.
Sanctions will be commensurate with the severity and/or frequency of the offense and may include termination of employment.
This policy does not apply to instructional faculty.
The authority to interpret this policy rests with the president and is generally delegated to the Director of Human Resources.
Previous version: September 2013
Approved by the President: May 2006
Administrative & Professional Faculty Resource Book
Policy 1335 Terms and Conditions of Employment for Administrative & Professional Faculty
Policy 1339 Negotiated Amicable Separation Agreements for Administrative & Professional Faculty