Al Akhawayn University in Ifrane - SHSS Graduate Handbook

HEGO Office

HEGO Office

Performance Management


Al Akhawayn University wishes that all university personnel benefit from effective regular evaluation by their immediate supervisors.

The performance evaluation interview is designed to improve job understanding and promote more effective job performance. It allows the staff member to communicate with his/ her supervisor in order to review accomplishments, establish and plan new performance objectives, reinforce strengths and determine development plans for areas of improvement.



The system described herein applies to all administrative and technical personnel.



Each employee has to be formally evaluated by their immediate supervisors on an annual basis. Our appraisal period is from July 01 to June 30.

It is expected that performance evaluation is an ongoing process between the supervisor and the employee. The supervisor is expected to monitor and control progress on a regular basis throughout the year in order to take corrective actions and provide on-going feedback.

New hires are also evaluated at the end of their probation period before they are confirmed in position.


Responsibilities of the Supervisor

  • The employee should be given advance notice of the appraisal and requested to necessary documentation that will help in the appraisal interview.
  • The performance appraisal meeting should be conducted in a formal and private setting
  • The employee’s strengths should be acknowledged and encouraged
  • Areas of improvement should be discussed and a development plan agreed upon
  • Communication should be two-way. The supervisor should use the opportunity to convey his/her assessment of the employee’s work, and encourage the staff member to comment on his/her own work. 


Responsibilities of the employee

  • The employee should actively participate in the discussion
  • Provide supervisor with a report on accomplishments during the appraisal period
  • Discusses expectations for areas of improvement


Guidelines for Performance Evaluation Meeting

Step 1. Achievements

The supervisor will assess the objectives achieved by the staff member over the appraisal period. These may include new performance goals, special projects, job development activities or improvement of regular tasks and duties. 

Step 2. Objectives of the next appraisal period

The supervisor will provide the employee with all information related to the objectives to be achieved by the department during the next appraisal period and define together the specific objectives and contributions expected from the employee, the performance indicators that will help measure the accomplishments and the time frame within which these objectives/projects should be carried out. 

Step 3. Skills and Competence

During the interview, the supervisor will also assess the skills and competences needed to achieve the expected results (work ethics, customer focus, time management, initiative, autonomy, dependability, commitment…). A relative weight is allocated by the supervisor to each performance standard depending on the importance of the criterion for the job.   

 Step 4. Development Plan

Both supervisor and employee will discuss areas where improvement is needed, determine training needs and fill in the development plan.

 Common Sources of Rater Errors or Bias

Supervisors/managers should be aware of the potential sources of errors when rating performance and make every effort to remove these potential sources of error from the evaluation process:

  • Halo
    The supervisor's positive opinion of the employee in one area affects the performance ratings in all areas. This is particularly a problem when supervisor are rating employees whom they consider to be friends.
  • Horns
    The supervisor's negative opinion in one area affects the performance rating of all areas.
  • Central tendency
    The rater is uncomfortable with evaluating an employee's work to be at either end of a rating scale such as "Exceeded Expectations" or "Did Not Meet Expectations". Instead the rater consistently rates employees in the middle of any scale.
  • Leniency or strictness
    The rater is either too easy or too harsh when rating performance.
  • Recency
    The rater focuses on performance for the recent past and does not look at performance for the entire evaluation period.
  • Same-as-me
    The rater rates employees who are perceived to be similar to the rater more favorably than employees who are dissimilar.










Training and Development

Al Akhawayn University offers its employees several opportunities for training to improve their existing skills, acquire new competences, improve performance and deliver better results.  

Ways to enhance training opportunities

For the employee

  • Discuss with your manager the objectives expected from the training before you go to training
  • Training is not made in a vacuum. Training respond to specific needs related both to your performance and to institutional needs
  • Training aims to develop skills and competence that are transferred to the workplace. Employee has to maintain the new skills or competence learned once training is completed. Skills and competence that are not used will easily atrophy
  • Create opportunities to discuss your training needs with your supervisor, seek learning opportunities, and propose plans

For the manager

  • Make sure the employee understands the link between the training and his job
  • Make the link between the training program and the strategic goals of the University
  • A training must show a return on investment in the short or long term
  • Knowledge and skills acquired during the training are useful both to the institution and add to the employee’s current or future work effectiveness
  • Other types of training include learning by doing where staff are given assignments that help them develop
  • Assist the employee in transferring knowledge and skills back to the job 
  • Ensure employee’s availability to attend the training.