Performance Evaluations

New Digital Process

Beginning Dec. 1, 2025, annual performance evaluations for professional and classified staff moved to a new digital process.

Video: Guide to Performance Evaluation Process in Bronco Hub

This video walks through the Performance Evaluation Process in Bronco Hub from both the supervisor and employee perspective. Video has closed captions and text based job aids are provided on the page, following the media player.

Job aids for digital performance evaluations

Learn more about online performance evaluations.

Performance evaluation job aids for the new digital system can be found in Bronco Hub training.

Overview of performance evaluations

Performance evaluations are an important component of employee development and should be used to inform personnel actions such as promotion, transfer, demotion, retention, separation, as well as the affirmative certification for merit increases (including bonuses). For questions or additional information contact Human Resources at (208) 426-1616 or email evaluations@boisestate.edu.

YEARLY PERFORMANCE EVALUATION GUIDELINES

Yearly evaluation ratings should be fair and aligned to an employee’s true performance. Review the following guidelines to ensure a successful evaluation.

Performance evaluations should be fair and honest :

Employees should be made aware of the state’s rating system (see ratings at the bottom of this web page)
New employees are eligible to receive more than a “1” rating. Even if someone is learning a new role, it doesn’t necessarily mean their rating in all categories should remain low.
A rating of “3” represents the highest level of performance. Withholding the highest rating can discourage top performers.

Low performing employees should never be given a “3” just so they can be retained or in order to receive a top wage. Artificial scores can cause further employee relations issues.
Employees on the same team often receive different ratings. When ratings are the same it can signal that supervisors are not taking time to provide employees with honest feedback.
Performance evaluation scores should never take into account the fiscal impact of a rating.

Regular performance conversations occur throughout the year:

Comments on performance evaluations should be consistent with those made throughout the year. Employees should not be surprised by a supervisor’s yearly evaluation comments.
Discuss what is going well and where there are opportunities for improvement and goals. Goals should be Specific, Measurable, Achievable, Results-Oriented and Time-Specific (S.M.A.R.T.).
Supervisors should regularly document conversations about employees who do not meet expectations.

Discuss and track accomplishments, learning, and next steps:

Career aspirations should be discussed.
Professional and skill development opportunities should be encouraged and aligned with department goals. Many free and low cost learning opportunities are made available through HR’s Workplace Learning and Development team.
Employees should summarize their yearly accomplishments, along with their impact on their job, department, and the university. See Tracking Employee Accomplishments form below.

Employee’s Yearly Accomplishments (Google Doc)

Due Dates

March 1

Professional and Classified Staff evaluations are due every year on March 1. If March 1 falls on a weekend, then evaluations are due the Friday before March 1.

Faculty Evaluations

For information about Faculty evaluations and due dates, visit the Annual Faculty Evaluation Process website.

Evaluation Forms

Please contact Human Resources at evaluations@boisestate.edu or (208) 426-1616 if you encounter any accessibility barriers, challenges or require the content in another format to fully access the information.

Note:

Performance Evaluation PDF forms contain boxes that restrict the number of characters and do not expand. If you have more text than fits the box, please mark in the box “see second sheet” and provide a second sheet with additional comments. A word document is also available with expandable content boxes.

Supervisor/Manager Forms

Employee Forms

Employee without Supervisory Responsibilities (Accessible PDF)
Employee without Supervisory Responsibilities (Word Doc)
Employee Self-Evaluation (Word Doc) This is an optional tool that can make the performance evaluation process much more productive and meaningful. We encourage supervisors to have their employees complete the form prior to their performance evaluation meeting. The form does not need to be submitted with the evaluation.

Signature Options for Remote Employees

If you are unable to print and sign your evaluation form, you may type “/s/” and then type your name in the signature line of the evaluation form.

For example /s/Buster Bronco. Electronic signatures are acceptable too.

Completed Evaluation

Email completed evaluations forms to evaluations@boisestate.edu.

Policies

Classified: Read Boise State University Policy #7400
Professional: Read Boise State University Policy #7300
Faculty: Boise State University Policy 4290

Rating Guide (Expanded Definitions)

(3) Exemplary Performance

This employee performs at a level that results in significant accomplishments that may not have been otherwise achieved. This employee seeks out responsibility; shows a comprehensive understanding of the job objectives and is exemplary in meeting them. This employee is a master of the skills and abilities required for the job; is highly knowledgeable; may be sought out by others for job leadership, counsel, information, and/or direction. This employee may mentor or teach others; is a team player; creates and maintains positive working relationships; and is a role model and champion for Boise State’s Standard of Conduct, and other behaviors necessary for success. This employee completed complex or difficult assignments intelligently and effectively. This employee is innovative and produces an exceptional quantity of work, often ahead of schedule and with little supervision. The employee utilizes collaborative communication, actions, behaviors and work skills and develops effective working relationships with others; improves cooperation among participants in the workplace and prevents misunderstandings. This employee is proactive and demonstrates foresight in correcting situations that may cause future problems. This employee demonstrates innovation in meeting work demands and may demonstrate leadership skills.

(1) Achieves Performance Standards

This employee meets job expectations. This employee may sometimes require more supervision, and work may require more revision or adjustment to meet expectations. Assignments are completed but occasionally require assistance from supervisor or peers. OR This employee is developing new skills and gaining new knowledge, leading toward performing all expectations and objective of the job. This employee may be new to the position or job duties and may not have completed a full work cycle; this employee is still learning the job. This employee may need time to develop skills to be more proficient in the current position. This employee supports and complies with the University’s Standard of Conduct, and is cooperative and treats customers, coworkers, and supervisors with respect and courtesy.

(0) Does Not Achieve Performance Standards

This employee’s performance or behavior needs improvement and/or is inconsistent or unacceptable. This employee may fail to meet one or more core performance standards and/or key job expectations and has had an identified action plan to ensure progress toward achieving all performance standards. Work previously identified as less than acceptable has not reached the expected level of performance.