Employee Development and Performance Management

Click here to learn more about the new Vantage system

We're excited to announce our transition to a new performance management system! This upgrade offers enhanced features and streamlined processes, empowering us with better tools for growth and development.

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Current Phase

The program is currently in the second review period, and the Quarter 2 Performance Review is due by October 31, 2025.

For the second quarterly review, please take the following steps:

For the quarterly review, use the Google Forms linked from the 2026 Supervisor Dashboard and Employee Dashboard to record the quarterly review conversation and acknowledge comments, following the process we have used in the past two years.
Quarterly review ratings will be based on the updated three-point rating scale, where (1) is unsuccessful, (2) is successful, and (3) is highly successful.

In May, each employee should have set two job-related and one workplace expectations goal for the new performance year. These three goals will serve as the basis for Pay for Performance and should have been migrated from the existing UPM system to Vantage.

Additional information and training on how to use the new Vantage system will be made available in preparation for the quarterly reviews in July, October, and January.

For assistance at any time:

Email: udotdevelop-perform@utah.gov

Or complete this form.

Program Overview

Our Employee Development and Performance Management process is three-phase process designed to help be our best and do our best. Here’s how it works:

Set workplace behavior and job-specific goals
Provide real-time feedback and coaching all year
Formalize our results with meaningful performance conversations to evaluate and rate our achievements.

Employees and supervisors share the responsibility to complete this process. Employees are expected to ask questions, regularly request feedback, and act on it. Supervisors are expected to clarify expectations and provide needed tools and resources for people to be successful in their jobs. Together, the employee can succeed and grow with high quality feedback and supervisor support.

Phase One:
Set Expectations

We start the cycle with discussing and agreeing on mutual expectations. As supervisors and managers, we must discuss the team goals and responsibilities and come to a mutual agreement about how an employee will contribute.

While we do want to focus on the "what" of expectations (e.g. finish this project, fix that equipment, or write the report) we should also focus on the "how" of expectations (e.g. work cooperatively, communicate clearly, or contribute to meetings). It is only through this balance of What and How can we really get to where we want to go.

As employees, we too have responsibilities here to ask questions, clarify, or suggest the right combinations of "What" and "Why" to be successful and contribute in a meaningful way.

Phase Two:
Coach and Give Feedback

The biggest part of the cycle is coaching and giving feedback. We all must know whether our work is meeting expectations or not. The earlier we get this feedback the better because we can adjust earlier. Delaying feedback only requires a larger adjustment in behavior and performance as there are habits to overcome.

Feedback doesn't always have to come from a supervisor to an employee. Peers can provide very meaningful and can help someone master a particular task or behavior. Peer feedback can sometimes bear more weight than feedback from others because of a mutual understanding of the work.

Phase Three:
Performance Evaluation

At the end of the cycle it is important to summarize the performance and how well we met our goals. This conversation focuses on the outcomes and recognizing the effort of employees. We discuss how things went, what could have been done differently, and celebrate the wins as a team.

During this conversation we also assign the ratings for performance. For more information on ratings, see the required training and resources.

Employee Resources

Explore resources to help you achieve your goals and help you be your best and do your best.

05-25 Employee Development and Performance Framework Internal Policy

Smart Goals Worksheet

Ratings Reference

DHRM Resources

Supervisor Resources

For team leaders, explore resources that will help you manage your team and help you achieve your goals.

Vantage Guides

General Navigation

Creating a New Goal

Goal Setting

Review your goals

Now that we’ve worked through the process of setting goals and conducting a performance conversation, it’s a good time to revisit goal setting.

Start SMART to finish strong

The quarterly review provides an ideal opportunity to assess whether your job-specific goals need to be revised. After using the new rating scale last quarter, you may have realized that more information is needed, the timeline needs adjusting, or the outcomes need to be more specific. After discussing your current goals, set aside some time in the conversation to modify your goals for next quarter. The performance discussion is an excellent occasion to make any necessary modifications to ensure expectations are clear.

One tool for writing goals is using the SMART model. Consider adopting the motto: “Start SMART to Finish Strong.” Now is the time to adjust goals so you can receive feedback on them during the third quarterly review due April 1, 2024. before the final summary review due April 30, 2024.

What’s not SMART?

Before we define what SMART goals are, let’s be clear about what they are not:

They are not your job description.
They are not general statements.
They are not things outside of your control.

Is it okay to change a goal?

It’s not only okay to change a goal, it’s wise to do so when needed. We’re all new to this process, and setting SMART goals can help clarify expectations and outcomes. As we progress in our understanding, it might become apparent that a goal doesn’t meet the SMART framework or in some other way, has become less relevant. In that case, it’s important to modify the goal or replace the goal with one that is SMART.

Tips for effective goal setting

Goal setting is the cornerstone of the Employee Development and Performance Management system. In the same way that building a structure goes smoothly on an accurately constructed foundation, our review process is streamlined when goals are constructed well. When setting goals, be sure to make SMART goals.

What is a SMART Goal?

SMART is an acronym to help you remember to be Specific, Measurable, Achievable, Relevant and Time-based in your goal-setting. There are many goal-setting models and this is a familiar model to many people. See the SMART Goals graphic for more information and you can use this worksheet to help write SMART goals.

SMART Goal Examples

Here are some examples of well-written SMART goals:

1. Goal for Completing TEP

Objective: Enhance my professional capabilities by successfully completing TEP and applying its principles to current projects.

Specific: Successfully complete all modules and pass the final requirements for TEP. Subsequently, apply at least three new methodologies learned to an active project by its next major milestone.
Measurable: Certification obtained by November 30, 2025. Score 85% or higher on the final exam. Document and present the application of the three new methodologies in the project's bi-weekly status report, along with observed improvements.
Achievable: I have allocated 5 hours per week for study and have access to all necessary course materials and support. My manager has approved the time to attend the program.
Relevant: This program will strengthen my technical skills, directly benefiting ongoing and future team projects, and aligning with my career development plan.
Time-bound: Complete the program by November 30, 2025, and apply new methodologies by December 31, 2025.

2. Goal for Delivering a Project on Time and on Budget

Objective: Successfully lead and deliver the "Q4 Regional Expansion Strategy" project, meeting all established timelines and financial allocations.

Specific: Lead the "Q4 Regional Expansion Strategy" project from initiation to final stakeholder approval, ensuring all deliverables (e.g., stakeholder analysis, operational plan, budget proposal) are completed as per the project charter.
Measurable: Project completed and approved by December 15, 2025. Actual project expenditure remains within 2% of the approved budget of $50,000. All key milestones (e.g., market research complete, team assembled, draft strategy presented) are met on their scheduled dates.
Achievable: The project scope is clearly defined, necessary resources (team members, tools, data) are available, and I have the authority to make critical decisions.
Relevant: This project is crucial for the company's growth strategy and directly impacts future revenue streams and market position.
Time-bound: Project initiation by September 1, 2025, and final delivery by December 15, 2025.

3. Goal for Completing a Maintenance Project

Objective: Safely and efficiently complete the resurfacing and pothole repair of Main Street, ensuring minimal disruption to traffic and meeting quality standards.

Specific: Oversee and complete the full resurfacing and comprehensive pothole repair of the 2-mile stretch of Main Street (between Oak Ave and Elm St). This includes managing the crew, equipment, materials, and traffic control.
Measurable: Project completed by October 31, 2025. Pass final inspection with 100% adherence to UDOT road quality standards. Maintain traffic flow disruption below 15% during working hours (as measured by daily traffic monitoring reports). Achieve zero safety incidents for the duration of the project.
Achievable: All necessary permits, materials, and equipment have been secured, and the crew is adequately staffed and trained. Weather contingencies are factored into the timeline.
Relevant: This project is essential for public safety, improving local infrastructure, and maintaining the municipality's commitment to quality road maintenance.
Time-bound: Project commencement by September 1, 2025, and full completion by October 31, 2025.

Annual Timeline

May 31, 2025

Deadline to create performance plan using UDOT D&P Template in UPM.

July 31
October 31
January 31

Deadlines for reviews using Supervisor and Employee Dashboards.

April 30, 2026

Deadline for Annual Summary Review completed in Vantage.

May 1, 2026

New Performance Plan Year begins.

June 2026

Pay for Performance based on 2025-2026 summary evaluation is distributed.

The 2025/26 annual performance cycle has started. Your new performance plan should be entered into UPM by May 31, 2025, and the annual summary review will take place during April 2026.

The current performance year begins May 1, 2025.
Reviews are to be completed in July, October, January, and April using the Supervisor and Employee Dashboards. Supervisors and employees will receive an email with a link to the UPM Dashboards with a reminder to complete the reviews.
The annual summary review must be completed and finalized in UPM by April 30, 2026, in order to be eligible for performance awards.

Rating Criteria

How performance is rated:

UDOT has adopted a rating scale of 1 to 3. Click here to view the scale and behaviors describing each rating.
The same workplace expectations apply to all employees. Click here to learn more about the workplace expectations described for all employees.
The performance goals set between the supervisor and employee are job-specific. Everyone should have two job performance goals.
UDOT Employee Development and Performance Policy 05-25