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The end-of-cycle performance review involves a mandatory meeting between each employee and their supervisor. This meeting consists of a review and discussion of: 

• All relevant performance data accumulated throughout the evaluation period 
• Employee’s performance on goals and competency areas 
• Completion of required and optional training 

Note that the supervisor does not provide the employee with a performance rating at the final review meeting since the reviewer has not approved the final rating. 

Developing a Final Recommended Rating 

• CUs review process to monitor the quality and consistency of performance ratings within the department, before final overall ratings are provided to employees requires that supervisors discuss recommended ratings with the Reviewer prior to finalizing the performance rating. 
• Following the end-of-cycle performance review meeting (section d. above), the supervisor recommends to the reviewer (second-level manager) a final performance rating for the employee based on the supervisor’s observations and input from the employee. 
• The first step a supervisor takes in deriving a final performance rating recommendation is to review the goal and competency ratings and supporting documentation. The supervisor is required to select a final overall rating. 
• Supervisors are expected to rate the employee’s goals and competencies by examining the employee’s performance and behaviors against the standard rating level definitions (11.a) in relation to the employee’s job requirements, goals, and competency expectations. 

Final Rating 

• Quotas or forced distribution processes for determining the number of ratings employees receive in any of the five performance levels will not be established or used. 
• Once an employee’s final performance rating is determined by the supervisor and reviewer the supervisor informs the employee of the final performance rating. The supervisor should make a serious effort to keep to a minimum the time between the end-of-cycle performance review meeting and communicating the final performance rating to the employee. 
• If a supervisor fails to provide an employee with a final performance rating, the reviewer is responsible for completing the rating. If the reviewer fails to complete the performance rating in a timely manner, the reviewer's supervisor is responsible for completing the rating and on up the employee's line of supervision. 
• In the event an employee does not receive a final performance rating in a timely manner, a default final performance rating of Level 3 (effective) is awarded. 
• Sanctions for failure to provide an employee with a final performance rating by stated deadlines may be imposed. Absent extraordinary circumstances, failure by a supervisor to provide a timely rating, generally within 90 days of the end of the performance cycle, results in corrective action and ineligibility for merit pay. If the individual performance plan or evaluation is not completed within thirty (30) days of the corrective action, the designated rater shall be disciplinarily suspended in increments of one (1) workday following the pre-disciplinary meeting. 
• If any evaluations have still not been completed by July 1, the supervisor may be subject to demotion. If a supervisor has not timely completed annual performance evaluations for two consecutive years, the supervisor shall be demoted to a non-supervisory position. 

If any evaluations have still not been completed by July 1, the supervisor may be subject to demotion. If a supervisor has not timely completed annual performance evaluations for two consecutive years, the supervisor shall be demoted to a non-supervisory position. V. Dispute Resolution CU's dispute resolution process for the performance management program is a separate process from grievances or appeals, reflecting its emphasis on a more flexible, informal approach to resolving disputes related to the performance management program. This process shall be open and impartial and will allow the parties an opportunity to have issues heard. Effort will be made to resolve disputes informally at the lowest level possible. CUs process adheres to all requirements established by the State Personnel Director, Chapter 8, Part C, including all applicable timelines for filing and completion of the process. The dispute resolution process for the performance management program has two stages— CU’s internal stage and a stage external to CU that is defined and administered by the State Personnel Director. The employee’s Appointing Authority (or delegate specified in writing and publicized in advance) is the final decision maker in the internal dispute resolution process. Employees shall be notified of the authorized decision maker for their disputes