Embedded Files
Getting STarted
Getting STarted
The University's performance management practices are designed to support HR professionals in guiding supervisors in the development of effective goals and having meaningful ongoing conversations between supervisors and employees.
Start here:
Performance Management is a year-round activity with each stage serving as an opportunity to actively engage employees in their development.
Performance Management is a year-round activity with each stage serving as an opportunity to actively engage employees in their development.
Goal setting is key for employee development and provides an opportunity to align employee work with strategic priorities.
Goal setting is key for employee development and provides an opportunity to align employee work with strategic priorities.
Check-ins provide the opportunity employees are looking for to discuss performance, development, and career advancement.
Check-ins provide the opportunity employees are looking for to discuss performance, development, and career advancement.
Performance evaluations are an opportunity to celebrate accomplishments and recap opportunities.
Performance evaluations are an opportunity to celebrate accomplishments and recap opportunities.
HR's Role
HR's Role
Goal Setting
Goal Setting
Start goal setting after prior cycle evaluations.
Align goals with strategic priorities.
Enhance supervisor skills through a workshop for practice and Q&A.
Promote equity with supervisor-led goal calibration.
Spot-check goals for quality based on best practices.
Use PAT for goal documentation.
Ongoing Check-ins
Ongoing Check-ins
Foster a culture of continuous coaching, feedback, and development.
Enhance supervisor skills through a workshop for practice, Q&A, and focus on equity and bias mitigation.
Enable employees and supervisors to use PAT for routine reminders and resources, encouraging ongoing documentation.
Performance Evaluations
Performance Evaluations
Reframe the intent of performance evaluations to summarize meaningful conversations, not just for administrative purposes.
Initiate the process with college-specific communications.
Hold workshops for practice, Q&A, and focus on inclusion and bias mitigation.
Verify correct employee setup in PAT.
Ensure timely evaluations for potential supervisor calibration meetings before delivery.
Ensure evaluations do not incorporate protected leaves, reasonable accommodations or conflict with union or contractual rights.
Leverage merit pay plans that incorporate job proficiency and compa-ratio in consultation with the Compensation Center of Expertise.
Resources
Resources
Goal Setting
Goal Setting
See Comprehensive Performance Management Plan for step-by-steps.
Email templates
Workshop templates and invitations
Additional resources
Performance Evaluations
Performance Evaluations
See Comprehensive Performance Management Plan for step-by-steps.
Email templates:
(for supervisor's use) Seeking performance feedback
Workshop templates and invitations
(employee) Preparing for your performance evaluation workshop and invite
(supervisor) Calibrating performance evaluations workshop and invite
Additional resources:
INCLUSION & BELONGING IN PERFORMANCE MANAGEMENT
Creating a workplace where people feel they belong requires everyone's intentionality. Additional emphasis will be placed on this concept through performance management practices.
Goals highlight how our work needs to be done in a way that increases a sense of belonging, inclusion and access.
Behavioral expectations include Belonging and Inclusion from the University's Leadership Competencies.
Performance evaluations are calibrated amongst supervisors to create consistency in standards for evaluating performance and mitigate biases.
All resources and tools throughout this page have been updated to include these new elements as well as bias awareness and mitigation practices and ways to foster equity in opportunities provided in goal setting and development.
Embedded Guidance: Mitigating biases in performance management
SUPERVISORY DEVELOPMENT
SUPERVISORY DEVELOPMENT
The Supervisory Development Program is a great way to develop supervisory skills in your unit/college. Take a look at the various program options and get familiar with the resource offerings. Some practical ways to increase participation include:
Bolster your existing onboarding processes by incorporating the new supervisor orientation.
Create a cadence for promoting this program.
Generate timely conversation around the "Leadership Insights" newsletter content. This is sent to all supervisors monthly.
Provide an incentive for taking advantage of the programs. You can monitor participation through the Reporting Center.
additional resources
additional resources
Performance management website - including overview and alternate format forms
HR Competencies
HR Competencies
For HR roles, competencies used in goal setting, development and feedback, and performance evaluations should align with the Korn Ferry competency architecture which has been mapped to the University's HR roles. Take a look at these resources for each specialty lane within the HR job family.
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