Performance & Development Program
The practice involves ongoing check-ins between the employee and their supervisor to manage performance and coach career development. These ongoing conversations establish expectations, feedback, and any training needed to help them meet their goals.
Employees and supervisors complete a brief conversation and an online summary form each check-in. These conversations focus on the employee’s current job priorities and continued learning. Research shows these ongoing check-ins lead to strengthened work relationships and increased employee engagement.
This year the Annual Review documents will be submitted to HR through ServiceNow instead of a Box link as previously done in the past. As a reminder, faculty annual review process will follow the same process and form as used in the past. We are only changing the method to submit your documents to HR. This change provides two benefits.
First, it allows faculty leaders and Business Services to track completion status for both staff and faculty members in a single dashboard. These interactive dashboards will provide real-time status information for each faculty and benefit eligible staff member.
Second, it allows for document accessibility, by both the employee and leader, to find previously submitted documents in the system. (Note: The system will only have the Annual Review documents from this year’s review and forward.)
- Lead Blue Leadership Workshop
- Having Difficult Conversations (LinkedIn Learning)
- Having Career Conversations with Your Team (LinkedIn Learning)
- Coaching and Developing Employees (LinkedIn Learning)
- Developing Your Team Members (LinkedIn Learning)
- Recognizing and Rewarding Your Workers (LinkedIn Learning)
- Performance Management Homepage (screenshot)
- Leadership Form (PDF or Word)
- Employee Form (PDF or Word)
- Setting the Performance and Development Check-in Frequency (PDF)
- Performance Management Dashboard Help Guide (PDF)
- Faculty Upload Instructions (PDF)
- How to View Your Past Annual Reviews (Faculty and Staff) (PDF)
How often do we need to do performance and development check-ins?
As of July 1, 2024 all team check-ins are set to happen just once per year in January by default. Each leader will need to login to the system and select a recurring check-in cycle that works best for their team.
What are the performance and development steps?
The system will send a reminder email to the employee.
Step 1: Employee Starts Check-in (Self-evaluation)
The system will send an email notification to the supervisor.
Step 2: Supervisor Adds Comments
The system will send an email notification to the requestor.
Step 3: Request Feedback Needed?
If Yes, Step 4: Feedback Submitted Continue to Step 5.
If No, Step 5: Supervisor Prepares for Check-in
Check-in Conversation
Employee Sign-off
The system will send an email notification to the employee.
Supervisor Sign-off Form Completed
The system will send an email notification to the supervisor's leader for final year sign-off of last or only check-in.
What does the performance and development form cover?
Employee Form (non-supervisor)
Accomplishments & Goals
What am I doing well to meet my essential job duties?
Respectful Workplace
Do I contribute positively or negatively to my work environment and team morale?
Continuous Improvement
Am I ready for tomorrow's challenges? What am I doing to improve outcomes for our customers?
Leader Form
Team Accomplishments
What has my team accomplished?
Team Vision & Goals
What is the vision for my team? If so, what is it, and how do I communicate it? How will team goals be tracked and reviewed?
Team Culture & Engagement
What effort do I make to create an accountable and respectful work environment? What can I do to improve team culture/morale?
Leader Continuous Improvement
What am I doing to build my leadership capability? How am I applying leadership development opportunities to my role as a leader?
Will the performance and development program affect compensation?
Salary increases will continue to be based on employee performance or contribution, internal equity, and external market factors. These are the same factors that leaders in previous merit programs have used. While the new process does not include employee ratings, leaders will continue to align compensation decisions with employee work results, observable behaviors documented, and budget allowances. The new process elevates the frequency of manager and employee performance conversations in addition to conversations that focus on goals, growth and development.