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Revisions and General Guidelines
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Productive performance management is key to employee
engagement .
You spoke. We listened.
Here are a few items from the Great Colleges To Work For
survey (which measures employee engagement). Most are
better than last year, but there’s more we can do…
I understand how my
job contributes to this
institution's mission.
(90% - equal to 2011)
My supervisor/
department chair
makes his/her
expectations clear.
(78% - up 6%)
Our review process
accurately measures
my job performance.
(58% - up 10%)
I receive feedback
from my supervisor/
department chair
that helps me.
(73% - up 4%)
Issues of low
performance are
addressed in my
department.
(61% - up 10%)
I am given the
opportunity to
develop my skills at
this institution.
(78% - up 2%)
Promotions in my
department are
based on a person's
ability.
(66% - up 12%)
Goal Setting
Annual Performance
Evaluation
(at least 1/year)
Performance Update
(at least 1/year)
This cycle can start
whenever is most
appropriate for the role or
the best timing for the
manager/employee
 Managers can decide to
spread out the reviews for
their different employees
or do them all at once
 Merit will not be directly
tied to the performance
review though it is still the
most important part
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Goal Setting
Annual Performance
Evaluation
(at least 1/year)
Performance Update
(at least 1/year)
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Derive departmental strategy and goals from those set for
the institution. Employees need to understand how they are
part of the bigger picture.
Enter into ePerformance (this is now essential)
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Employees and their managers can update goals
throughout the year via the Goals section of ePerformance
o Revise expectations, due dates, etc.
o Remove past goals
o Maintain progress notes visible to both employee and manager
 Completed
by Manager
o Summary of Goal
Progression
o Continuous Learning
Opportunities Taken
o Development Needed (if
applicable)
 Completed
Employee*
by
o Agree/disagree
o Comments
* There is no longer a self-assessment
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Puts ownership on managers who are the ones who should
be responsible for evaluating their employees
Reduces steps and time to complete reviews
Employees can still provide informal input if the manager
prefers in person, via email, etc.
Employees always have the opportunity to read and
comment on a review
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Completed by Manager
o Review of Each Goal (pull from ePerformance otherwise Manager
must enter them manually)
• No overall summary, but you a goal entitled “overall” and comment
there
o Competency Assessment
• 6 competencies
• Definitions vary by role: Individual or Manager
• 5-point quality based scale: Low, Fair, Good, Excellent, Superb
o Development Needed (if applicable)
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Completed by Employee*
o Agree/disagree
o Comments
* There is no longer a self-assessment
Credibility
Collaboration
Entrepreneurial
Thought &
Action
Continuous
Learning
Building Trust
Collaboration
Initiative
Excellence
Integrity
Interpersonal
Skills
Adaptability
Seeking
Feedback
Follow-through
Negotiation
Skills
Networking
Professional
Skills
Diversity &
Inclusion
Valuing Diversity
Communication
Communication
Giving
Feedback
Managers
•Ideally, meet with employees to discuss ongoing projects, challenges,
needed resources, etc. on a weekly or bi-weekly basis
•Use competency language when giving feedback
•Utilize resources in HR if employees need development or consistently
aren’t performing, and ensure follow-up on previously identified
development items
Employees
•Use one-on-one meetings to discuss more than just a status update.
Talk to your manager about your career/growth goals, desired learning
opportunities, challenges/obstacles, suggestions/ideas, etc.
•Keep your goals up-to-date weekly or monthly so your manager has
easy access to current status information
•Ask for feedback