Performance management isn\u2019t simply a once-a-year evaluation. Good performance management is a continuous, positive collaboration between you and your employees all year round.<\/p>\n
Most employees want to be successful contributors. They want to know what is expected of them and how they can most effectively achieve those expectations. As a supervisor, it is your job to:<\/p>\n
Good performance management doesn\u2019t just help the employee. It can make your job a lot easier and help you build a high-functioning, productive team.<\/p>\n
Other benefits of effective performance management include:<\/p>\n
If you have any questions about performance management, talk to your HR consultant.<\/p>\n
Return to top<\/a><\/p> Performance management starts before the employee is even hired. Hiring the right person for the position makes performance management much easier.<\/p>\n And to hire the right person you need a clearly defined position. Make sure you have an up-to-date job description. When filling a vacant position, consider whether departmental needs have changed since the last time you hired for the position. Also consider the role the position plays within the organization and what success would look like for the position.<\/p>\n When assessing candidates for the open position, ask:<\/p>\n Return to top<\/a><\/p> During an employee\u2019s first week on the job, set the individual up for success in this new role by:<\/p>\n New classified employees — or current classified employees moving to a new position — are usually required to serve a probationary or trial service period. The length of this period is determined by the employee\u2019s collective bargaining agreement or employment program.<\/p>\n During the probationary or trial service period, closely monitor and provide feedback on the employee’s work performance and behavior. Provide coaching and counseling as needed and document it.<\/p>\n If you believe the employee isn\u2019t meeting requirements for the position, contact your HR consultant to determine if the probationary or trial service period should be ended. While there is no corrective action “just cause” standard for ending a probationary period appointment, there are procedures that must be followed and dates by which action must be taken.<\/p>\n Professional staff don\u2019t have a probationary or trial service period; instead, they serve on an \u201cat will\u201d basis, which means that their appointment can be modified or ended for any reason that does not unlawfully discriminate against the employee or violate public policy.<\/p>\n Return to top<\/a><\/p> Performance reviews typically take place annually. The review looks back, assessing the employee\u2019s performance\u00a0since the last review. The annual performance review includes a written evaluation of your employee\u2019s work performance and a one-on-one conversation to discuss the evaluation.<\/p>\n Your department\u2019s review schedule dictates when this annual performance review is due.<\/p>\n Be balanced, honest, and fair in your review of the employee\u2019s performance. Focus on the work, not the person.<\/p>\n Acknowledge really good work just as readily as work that needs improvement. It can be easy to take strong performance for granted and only point out problems.<\/p>\n Of course, if an employee falls short of a goal, document that. But if there is a good reason for that failure — some circumstance that justifies the missed goal — explain that as well.<\/p>\n Your team may consist of professional staff, classified staff covered by one or more collective bargaining agreements, classified staff covered by civil service rules, and temporary employees. While performance management principles are the same for all employees, you may have different evaluation tools based on employment program.<\/p>\n We offer some sample evaluation forms on the right side of this page for campus employees, but your department may use an evaluation form tailored to the needs of the department and type of work being evaluated. Check with your department leadership.<\/p>\n The medical centers have a standardized process through Workday.\u00a0 See the link to the Performance Review Resources Portal on the right side of this page.<\/p>\n If you are evaluating a contract classified employee, be sure that your evaluation form covers the items required by the employee\u2019s collective bargaining agreement. If you have questions about the collective bargaining agreement requirements, check with your department leadership or HR consultant.<\/p>\n In order to fully evaluate your employee\u2019s performance, it may be useful to solicit performance feedback from others (such as faculty, students, clients, and peers) who have knowledge of the employee’s performance. Ideally, your employee should participate by suggesting people who can provide such feedback, in addition to others that you choose.<\/p>\n A written evaluation is required in order for your professional staff employees to receive a merit pay increase.<\/p>\n Give the employee a copy of the performance review form you are using and make sure they\u00a0understand how the form is used.<\/p>\n If your department doesn\u2019t already require that staff complete self-evaluations, consider asking your employees to provide written input on how they think they performed over the past 12 months. This input should address achievements and obstacles as well as goals achieved or not achieved. The employee\u2019s input can help you remember specific performance details as well as provide insight on how you can best support them in the coming 12 months.\u00a0<\/strong><\/p>\n Remember that for many employees, the face-to-face performance review is the most stressful work conversation they\u2019ll have all year. For supervisors, the discussion can be just as tense. Let the employee see that you are committed to helping them succeed at their job. If you and your employee have been communicating openly and frequently throughout the review period, nothing in the evaluation should come as a surprise to the employee.<\/p>\n Make sure the employee has the opportunity to provide input before the review is finalized.<\/p>\n After you and the employee have discussed the evaluation, both of you must sign the form. If the employee is hesitant to sign the evaluation because they do not agree with it, inform the employee that their signature simply means that they have read the document. The employee is allowed to write a letter of response, detailing their view of their performance and how it differs from your evaluation.<\/p>\n The evaluation must be stored in the employee\u2019s departmental personnel file for three years.<\/p>\n Return to top<\/a><\/p> Now that you have evaluated and discussed\u00a0the just-completed performance review period, it is time to look forward to the next year.<\/p>\n Designing an employee\u2019s goals should be a joint effort between you and the employee. Allow the employee a voice in their own performance management. Encourage them to advocate for their own professional growth.<\/p>\n Here are some helpful tips for writing goals:<\/p>\n Document the employee\u2019s goals, including any needed training and professional development. Once completed, be sure the employee has a copy. Both you and the employee will want to refer to the document throughout the coming months.<\/p>\n Your department may have a form for documenting the goals — mostly likely within the annual performance review form. If your department does not have a method for documenting goals, we offer sample annual performance review forms on the right side of this page that include goal planning sections.<\/p>\n Return to top<\/a><\/p> A lot can happen in a year — for better or worse — so proactively supporting your employee in their goals can make all the difference in their work performance.<\/p>\n Meet with your employee regularly throughout the year, formally or informally, so that you can provide timely feedback about the employee\u2019s performance. These meetings can also be a great time to discuss any additional support or training the employee may need to accomplish their goals.<\/p>\n Encourage two-way dialogue with your staff. A clearly communicated open-door policy is good. Actively initiating conversations with your staff is even better.<\/p>\n Create a supervisorial relationship where employees feel safe to discuss work challenges and mistakes freely. You can\u2019t help if you don\u2019t know a problem exists. And your employees won\u2019t speak openly if they fear they will get in trouble for their honesty and openness.<\/p>\n Don\u2019t let performance issues linger. Addressing them immediately is the best way to prevent challenges from snowballing into problems then into formal corrective action. Focus on being an effective coach so that you spend less time \u2014 or maybe no time at all \u2014 as a disciplinarian.<\/p>\n If an individual\u2019s goals change, be sure to document the changes and give the employee a copy of the revised goals.<\/p>\n Throughout the year, keep notes on your employees\u2019 achievements and performance. This information will come in handy when it is time again for annual performance reviews.<\/p>\n Return to top<\/a><\/p> At any time, you can boost employee engagement by recognizing the good work of your staff. Recognition can be awarded individually or collectively, formally or informally, publicly or privately.<\/p>\n Employee satisfaction and commitment increases when employees:<\/p>\n Recognition is most effective when it takes place on a regular basis and in a variety of different ways. It is also important that recognition activities be aligned with the culture of your unit or department. The Employee Recognition<\/a> webpages offer many ideas for acknowledging your staff\u2019s hard work.<\/p>\n Return to top<\/a><\/p> UW policies<\/strong><\/p>\n Civil service rules<\/strong> (classified non-union staff)<\/p>\nHire for success<\/h4>\n
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New employees<\/h4>\n
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Probationary or trial service period<\/h5>\n
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\nReviewing the previous year<\/h4>\n
The written evaluation<\/h5>\n
Evaluation forms<\/h6>\n
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\nEmployee input<\/h6>\n
The conversation<\/h5>\n
Planning for the upcoming year<\/h4>\n
Set goals<\/h5>\n
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\nSpecific, Measurable, Achievable, Relevant, Time-bound.<\/li>\nDocument<\/h5>\n
Supporting\u00a0throughout the year<\/h4>\n
Stay connected<\/h5>\n
Collaborate<\/h5>\n
Address performance issues early<\/h5>\n
Revise goals, if needed<\/h5>\n
Recognition<\/h4>\n
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Additional resources<\/h4>\n
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