Tips For Evaluating RAs
The evaluation process should be thought of as continuous and ongoing.Â
Start evaluating RAs at the beginning of the year. Carefully observe what they are doing. 👓
Do they complete paperwork clearly and accurately? Do they meet administrative deadlines? What is the atmosphere within each residential area?Â
Give immediate feedback and if an RA does something well make sure to recognize his or her efforts. If an RA needs to improve in an area, don't wait for evaluations to tell him or her about the problem.Â
Keep a log of the feedback you give to each RA. Review your notes on each RA when completing the formal evaluation.Â
2. Review the goals and expectations you set for your staff at the beginning of the year.Â
How has each RA helped the staff to attain those goals and expectations?Â
You can also look at each RA's personal goals. If those goals relate to the job, determine the extent to which the RA is making an effort to achieve them.
3. Do you notice the RA and residents interacting? Does the RA get his or her residents involved with residence hall programs? Is the RA knowledgeable about problems in the hall or with specific residents? Finally, is the RA's feedback on weekly reports consistent with your observations? If not, try to determine the reasons for the differences.
4. Consider developing a self-assessment.Â
How does the RA think he or she is doing?
Is the RA's perspective consistent with your own observations? If not, determine the reasons for the differences.
Look back on the semester. Is there something you missed?
Discuss the self-evaluation with the RA.
5. At the start of evaluation time begin to look back at the work of each RA and make notes.Â
Is the RA up-to-date on their requirements? Can you think of instances when you had to return an Incident Report because it was incomplete or poorly completed? Does the RA keep you up-to-date on residential area issues?Â
How does the RA behave in meetings? Can you think of instances when they have gone above and beyond when they didn't need to?
6. How does each residential area look?
Are bulletin boards completed and up-to-date? Are the flyers on the walls up-to-date? Do residents seem to be interacting?Â
Talk with residents you see in the hall. Ask them how they feel about their community.
7. Consider the residence hall as a whole.
Do the residents get along? Are you informed of problems or concerns? Are you informed of successes within the community?Â
Is your residence hall a place where residents can complete their academic work? If so, what are the reasons?Â
What staff members have contributed to creating a positive residence hall environment? Which staff members are not or could contribute more?
8. Consider the entire staff.
How well do they work together? Do they attempt to collaborate on regular tasks and programs?Â
What is the atmosphere during staff meetings? Do staff members feel that their voices will be heard?
Who contributes the most to the staff? Are there staff members who set the tone for the staff or keep everyone together?
Do some staff members need to interact more positively with other staff members?
Evaluation Pitfalls
HALO EFFECT - A supervisors may rate all items the same because they are favorably impressed by performance concerning one factor. For example, if an employee has a good attitude, the supervisor may overlook shortcomings in his or her work performance
SEVERITY TENDENCY - A supervisor may be overly critical of performance because he or she has established unrealistic of unachievable performance standards. This can produce a "What's the use?" reaction from employees. Set fair and clear expectations at the beginning and remember these expectations when evaluating each employee.
LENIENCY TENDENCY - A supervisor may be overly generous and rate all employees high on all items, even though some many not have earned the high rating. This is unfair to employees that removes their incentive to improve performance. If everything is going well within your building try to determine whether or not the entire staff is responsible. If one or two RAs are contributing extra this should be reflected on the evaluations.
CENTRAL TENDENCY - A supervisor may rate all employees within a narrow range usually toward the middle. He or she may be dishonest because of a fear of being candid. This often misleads and confused employees. Remember that part of the reason for evaluations is to give staff feedback on their performance. They may not improve if they are not aware they need improvement.
RECENCY ERROR - A supervisor may base a rating on what is most easily remembered. In other words, the most recent behavior of the employee may decide the rating. Instead, the supervisor should consider the most typical behavior of the employee over an entire appraisal period. Make note of your RAs' performance throughout the year.
Source: University of Mary Washington, Fredericksburg, VA