Human Resources
Miami University
Roudebush Hall, Room 15
501 E. High St., Oxford, OH 45056
513-529-3131
513-529-4223 (fax)
Competencies
These competencies serve as benchmarks for assessing an individual's performance standards and guiding their career advancement.
Evaluating Employees
Competency and Goal ratings should include comments and examples explaining specific achievements or challenges. Categories on both the Classified Staff and Unclassified Staff performance evaluations may overlap.
"Significantly Exceeds Expectations" (5 Stars)
- Possible rating, not likely used in all competencies and goals
- Must include thorough documentation
- Does not guarantee a merit increase over the projected increment amount within department
"Exceeds Expectations" (4 Stars)
- Possible rating, not likely used in all competencies and goals
- Must include thorough documentation
- Does not guarantee a merit increase over the projected increment amount within department
"Meets Expectations" (3 Stars)
- Acceptable rating for a solid employee in good standing
- Most common employee rating
"Developing" (2 stars)
- Possible rating for an employee who has been employed at Miami for less than one year.
- Possible rating for an employee who takes a new position on campus or new responsibilities as they work to gain competence related to these duties.
- This rating would NOT be acceptable for an employee in all competencies or goals as this would be an indicator of severe skill deficiencies.
- While an employee may be new to the position or responsibility they would have met the basic skill requirements to be placed in their current position. The supervisor should consult with Human Resources or Academic Personnel as cases of extreme skill deficiencies may be inaccurately rates as Developing and must be addressed immediately.
- It is expected that an employee would NOT remain in the "Developing" category for more than one review cycle.
"Limited" (1 star)
- Possible rating for an employee who is not demonstrating acceptable performance.
- Two or more "Limited" ratings in competencies or goals would translate to an overall Limited rating regardless of the other ratings within the employee's evaluation.
- A supervisor or manager should provide guidance and expectations regarding how to improve performance issues.
- Supervisors or managers may choose to include employee input to discover challenges or outline required steps. Supervisors should consult with the appropriate personnel office for guidance if needed.
Accountability
Takes full accountability for both outcomes and processes, ensuring goals are met with integrity. Demonstrates ownership of decisions, actions, and results while maintaining professionalism and high standards. Committed to delivering quality service and consistently exceeding expectations with dedication and reliability.
- Fails to consistently meet deadlines, standards, or deliver results.
- Often deflects responsibility by blaming others for issues within their scope.
- Frequently neglects to keep others informed on work progress.
- Overreacts to situations, impacting decision-making and response time.
- Uses time inefficiently, leading to delays and suboptimal outcomes.
- Allows unresolved issues to persist without taking appropriate action.
- Does not consistently follow safety guidelines or rules, risking potential violations.
- Acknowledges mistakes and addresses issues when prompted.
- Continues to develop the knowledge and skills needed for the role due to the newness of the position.
- Requires periodic review of work to ensure accuracy.
- Seeks guidance when making non-routine decisions.
- Performs effectively, though proficiency in certain areas is still developing.
- Actively learning to adhere to prescribed safety standards and demonstrating a growing commitment to following them.
- Occasionally misses deadlines but is showing consistent improvement.
- Recognizes and asks for assistance to solve problems and reacts appropriately.
- Accountable for how and what results are achieved.
- Recognizes and admits mistakes and takes action to correct it.
- Acts as a good steward of resources, uses time effectively and efficiently.
- Monitors process, progress and results for self and/or others.
- Shares information freely with supervisor and peers, gives honest and timely feedback.
- Meets deadlines.
- Consistently achieves and often exceeds expected results.
- Takes on additional goals as needed and adapts to changing situations.
- Plans ahead and actively seeks resources to ensure successful outcomes.
- Exhibits a "buck stops here" attitude, taking full responsibility.
- Challenges themselves and others to drive higher performance, consistently meeting or beating deadlines.
- Takes collective responsibility for the organization’s success and failures within their scope of influence.
- Takes proactive steps to correct mistakes and helps others learn from them.
- Regularly sets stretch goals for themselves and others, driving higher performance.
- Initiates transformational actions that lead to significant organizational impact.
Adaptability
Adapts quickly to new situations, handling change and balancing multiple demands with ease. Meets challenges proactively, adjusting strategies based on established priorities. Comfortable navigating uncertainty and staying focused on key goals.
- Struggles to adapt effectively to varying situations.
- Displays a rigid or inflexible attitude, particularly when under stress or pressure.
- Shows resistance to change, either passively or actively.
- Engages in behaviors that hinder or undermine the implementation of change.
- Ignores or dismisses changes and directives.
- Frequently vocalizes criticism or negativity regarding change.
- Fails to effectively manage multiple tasks or priorities.
- Makes occasional efforts to implement change but demonstrates room for improvement.
- Accepts change with a willingness to learn and develop the skills needed for implementation.
- Maintains a positive and supportive attitude throughout the change process.
- Actively working on managing multiple priorities and tasks more effectively.
- Adapts readily to change with a positive outlook, embracing new work processes and their potential benefits.
- Actively participates in the change process, seeking and valuing input from others.
- Collaborates with colleagues across work units to ensure successful implementation of changes.
- Demonstrates support for decisions once changes are finalized.
- Effectively adjusts to shifts in work responsibilities, tasks, and direction.
- Consistently prioritizes tasks to manage work efficiently and effectively.
- Proactively initiates and successfully delivers change on a regular basis.
- Motivates and empowers team members to actively support and advocate for change.
- Demonstrates exceptional flexibility in adapting to achieve goals.
- Thrives in dynamic environments, excelling through changes in work, responsibilities, tasks, and direction.
- Consistently manages multiple tasks effectively and efficiently.
- Acts as a catalyst and leader for change, driving progress and innovation.
- Serves as an early adopter and enthusiastic advocate for new initiatives.
- Consistently initiates and successfully implements change with measurable results.
- Encourages adaptation by addressing and challenging resistance to change constructively.
- Excels at multitasking and maintaining high productivity across multiple responsibilities.
Functional Knowledge
Employee demonstrates relevant skills and understanding appropriate to the position. Identifies, recommends and applies knowledge to best practices, current trends, issues and compliance requirements.
- Lacks the knowledge to execute their work.
- Consistently drains resources from other parts of the team, negatively impacting team performance.
- Misses deadlines.
- Shows little ability or willingness to gain knowledge or proficiency.
- Inconsistent in executing daily work.
- Still learning certain aspects of the job.
- Receptive to feedback and coaching.
- Shows consistent improvement in job knowledge.
- Knowledge is valued by the team.
- Executes day-to-day tasks as expected.
- Meets deadlines.
- Knowledge is critical to team success.
- Acts as backup to supervisor during absence.
- Proactively coaches and shares expertise with others.
- Occasionally delivers ahead of deadline.
- Regarded as an expert within the team or department.
- Strategic thinker who leads by example, executes, and delivers results.
- Coaches and shares expertise to enhance team performance.
- Sets and achieves ambitious goals.
- Consistently delivers ahead of deadlines.
Innovation
Applies original thinking in approach to job responsibilities in order to identify and solve issues, inefficiencies, or obstacles to success.
- Demonstrates little or no curiosity.
- Satisfied with the current state.
- May actively resist or not participate in change.
- Unwilling to share knowledge.
- Does not seek out trends or benchmark information.
- Is too new to suggest improvements for change.
- Demonstrates curiosity about learning the position and practices at the university.
- Works to improve individual competency on the job.
- Does not have enough experience to determine whether the current state is good or bad.
- Shares knowledge and expertise willingly to encourage continuous improvement
- Facilitates and participates in brainstorming, solicits feedback regularly
- Inquires and is curious about new approaches
- Demonstrates creative thinking through accomplishment
- Understands personal areas of opportunity and takes action to make improvements
- Always supportive of change once a decision is finalized
- Proven track record of continuous improvement
- Rewards and recognizes responsible risk taking
- Takes risk with innovative ideas, balancing change with tradition
- Challenges the status quo by suggesting new and better ways to achieve results
- Frequently pilots new initiatives that are then implemented within/across teams, departments
- Creates opportunities for unique, leading edge, or entirely new initiatives for the university
- Change 'champion' and advocate that drives results
Leadership
Inspires others by collaborating on innovative ideas. Exhibits integrity and honesty by providing transparent, effective communication and maintaining high ethical standards. Able to solve problems and analyze issues by being objective. Devises appropriate solutions to complex challenges. Promotes teamwork and collaboration by showing mutual respect for others’ ideas. Builds relationships by establishing a network across campus.
- Detrimental to the overall performance of the team.
- Lacks integrity and honesty.
- Limited transparency or effective communication.
- Requires coaching from immediate supervisor in order to be successful
- Exhibits integrity and honesty but is lacking effective communication consistently.
- Able to solve problems but does not seek out the answers to problems presented.
- Is beginning to build relationships across campus.
- Inspires others by collaborating on innovative ideas.
- Exhibits integrity and honesty by providing transparent, effective communication and maintaining high ethical standards.
- Able to solve problems and analyze issues by being objective.
- Devises appropriate solutions to complex challenges.
- Promotes teamwork and collaboration by showing mutual respect for others’ ideas.
- Builds relationships by establishing a network across campus.
- Reliably addresses challenging, difficult to resolve issues
- Goal setting and team management modeled by others
- Excels at building relationships across campus.
- Team members seek out your expertise and ability to resolve issues
- Role model to others.
- Shows a strong sense of integrity and honesty.
- Stellar communication that is transparent and maintains the highest ethical standards.
Leadership (Supervisory)
Actively engaged leader who fosters a positive and safe work environment that motivates team members to drive and achieve results. Understands the individual strengths and weaknesses of team members and is an effective motivator who leads by example. Challenges team members with fresh approaches and ideas while engaging staff in team decision-making and planning where appropriate. Charts a course of action and takes responsibility and ownership for team goals and outcomes.
- Does not address poor performance on team
- Does not reward top performance
- Unable to mentor team to increase performance
- Detrimental to team performance
- Team performs worse than other teams
- Team assignments are inconsistent or unknown
- Is inconsistent in attempts to hold employees accountable
- Still learning certain aspects of job as a supervisor
- Shows consistent improvement in ability to coach and mentor others
- Inconsistent in timeliness of feedback given to team
- Requires coaching from immediate supervisor in order to be successful
- Unsure of current work priorities and team assignments
- Adequately addresses performance management issues
- Effectively coaches team to improve performance and maximize resources
- Encourages professional growth opportunities
- Communicates clear expectations
- Provides timely and candid feedback
- Reliably addresses challenging, difficult to resolve issues
- Proactively addresses performance issues before they become larger problems
- Effective coach that is sought after to assist other teams
- Goal setting and team management modeled by others
- Go to" leader to address challenging, difficult to resolve issues
- Role model for department or division
- History of turning around the performance of underperforming teams
- Always rewards top performance while addressing poor performers
- Always shares credit with their team
Problem Solving
Identifies and analyzes problems. Distinguishes between relevant and irrelevant information to make logical decisions. Provides solutions to individual and organizational problems.
- Does not proactively move forward to take action on team and personal responsibilities.
- Typically needs more direction or information than other team members.
- Uses available information to solve problems
- Willingly listens to feedback
- Sometimes brings problems but does not recommend solutions
- Inconsistently predicts consequences, implications, and feasibility of alternative solutions for problems.
- Executes solutions; doesn't just bring problems
- Seeks out information to solve problems – will research best practices
- Establishes and maintains relationships in order to implement improvements
- Responds to recurring problems by investigating the underlying causes and taking steps to eliminate them.
- Uses established standards/methods to solve common problems
- Sets and achieves high standards and goals
- Regarded as a subject matter expert for improvements in their area of responsibility
- Demonstrates an ability to make effective decisions within a limited time.
- Vigorously but respectfully challenges current practices, thought processes and perspectives to drive the best long term results for Miami
- Uses data and benchmarks to recommend what is best for Miami
- Change 'champion' and advocate that drives results.
- Develops highly creative and effective solutions despite the absence of information and short time-frames.
Quality Of Work
Delivers work on time with a focus on excellence and adherence to established standards.
- Produces work of consistently poor quality.
- Struggles to establish or achieve quality standards.
- Negatively influences the overall quality of work within the team.
- Makes inconsistent efforts to achieve quality outcomes.
- Continues to develop the ability to implement and uphold quality standards.
- Open to feedback and use it to enhance work quality.
- Working on understanding and applying methods to measure quality effectively.
- Consistently delivers quality outcomes in individual work.
- Demonstrates an understanding of how to measure and assess the quality of their work.
- Successfully meets established quality goals.
- Collaborates effectively with team members to enhance overall quality.
- Maintains a level of quality consistent with team standards.
- Quality of work stands out as one of the best among a team
- Often exceeds quality goals and sometimes exceeds stretch goals
- Often increases the quality of others' work
- Consistently sets the benchmark for quality within the team, department, or division, establishing high standards for others to follow.
- Regularly exceeds both established quality goals and ambitious stretch goals, demonstrating a strong commitment to excellence.
- Actively mentors and coaches colleagues, fostering an environment where others are motivated and equipped to elevate the quality of their own work.
- Leads by example, providing guidance and support that encourages continuous improvement and drives overall team performance.
- Recognized as a role model for quality, influencing both individuals and the broader team to strive for exceptional results.
Self-Development
Grasps the essence of new information. Masters new technical and business knowledge. Recognizes one’s own strengths and weaknesses. Pursues self-development. Seeks feedback from others and opportunities to master new knowledge.
- Little self awareness or goal setting.
- Unable to recognize one’s own strengths and weaknesses.
- Never seeks feedback from others.
- Lacks a growth mindset.
- Beginning to recognize one’s own strengths and weaknesses.
- Occasionally seeks feedback from others.
- Sometimes seeks opportunities for self-development.
- Grasps the essence of new information.
- Masters new technical and business knowledge.
- Recognizes one’s own strengths and weaknesses.
- Pursues self-development.
- Seeks feedback from others and opportunities to master new knowledge.
- Demonstrates a realistic view of one's own strengths and weaknesses
- Understands how to develop one's weaknesses into strengths.
- Builds upon self-development opportunities.
- Utilizes the feedback received to build opportunities for further development.
- Significantly demonstrates one's strengths.
- Able to grasp new information easily.
- Uses feedback received to further self-development and also uses feedback to help others develop.
Team Development
Effectively coaches and mentors team members to increase performance. Provides timely and candid feedback while serving as a coach and mentor to promote professional growth and identify opportunities for individual improvement. Communicates clear performance expectations and addresses poor performance with candid feedback and action.
- Does not participate in team environments when it is optional.
- Never provides feedback to the team.
- Never identifies areas for individual or team growth.
- Sometimes participates in optional team environments.
- Occasionally provides feedback to the team.
- Occasionally identifies areas for individual growth but rarely identifies areas for team growth.
- Effectively coaches and mentors team members.
- Provides feedback to promote professional growth.
- Uses feedback to identify opportunities for individual and team improvement.
- Communicates clearly in reference to the team's performance.
- Effective coach that is sought after to assist other teams.
- Goal setting and team management modeled by others.
- Models effective feedback for others.
- Consistently uses feedback to identify opportunities for individual and team growth.
- Always shares credit with the team.
- Role model for department or division.
- History of turning around the performance of underperforming teams.
- Consistently provides opportunities for team growth and development.
- Participates frequently in opportunities for individual growth.
- Looks to the future for new opportunities for growth.
Teamwork
Shows a willingness to share ideas and best practices. Cooperates with team members to collaborate on new ideas for the betterment of the team, department and/or university. Works effectively within a team environment while productively managing conflict.
- Tends to isolate oneself from others while working toward team goals and objectives
- Never shares ideas with the team.
- Is not able to manage conflict within the team environment
- Inconsistently participates in team meetings, activities, and events.
- Cooperates with team members but doesn't bring ideas to the table consistently.
- Consistently works well with a variety of different people.
- Rarely encounters someone he/she cannot work effectively with on a task/project.
- Offers new ideas frequently.
- Frequently uses opportunities to work with others as a teaching tool to impart knowledge and help others succeed.
- Teams seek out guidance and ideas from employee.
- Builds loyalty among other team members across the university.
- Offers new and innovative ideas when collaborating with the team.
- Able to collaborate with any group across the University.
- Seeks out team participation.
Our Mission
Working alongside the various departments and units within Miami University, we strive to recruit, cultivate, acknowledge, and involve a diverse pool of talent to fulfill their goals and the overarching goals of the institution.
