Manager Newsletter / March 2026
Performance Reviews That Move People Forward
Performance review conversations are more than a required annual task; they are one of the most important leadership moments you have as a manager. They shape clarity, reinforce expectations, and influence how employees see their growth and contribution. A well-prepared conversation builds trust. A rushed or unclear one can erode it.
Without preparation, performance discussions can feel tense or transactional - focused on forms, ratings, or isolated feedback. But when managers approach them intentionally, they become forward-looking and developmental. Preparation allows you to ground feedback in specific examples, connect performance to impact, and balance accountability with encouragement.
That’s where managerial influence matters most: not just in completing evaluations, but in creating meaningful dialogue. Great managers don’t “get through” performance reviews - they use them to align expectations, strengthen relationships, and support growth. This month’s newsletter focuses on preparing for performance review conversations - why preparation matters, what to consider in advance, and how to lead discussions with clarity and care.
Onward and upward,
Jesse Heath / Employee Relations Coordinator
Turning Performance Reviews into Real Development
Performance reviews should differentiate performance, reinforce standards, and drive growth. But when nearly everyone is rated at the top of the scale, the process loses its developmental value. In 2025, performance ratings at UNI showed that across all 932 employees, 56.6% were rated Exceeds Expectations and 14.5% were rated Exceptional.
This means more than 71% of employees received one of the top two ratings.
This is not about arguing whether our employees are high performing. Many are. 
The issue is differentiation. When most employees are rated Exceeds Expectations and Exceptional, three things happen:
- It becomes difficult to distinguish true top performers.
- Development opportunities are obscured.
- The scale itself loses meaning.
“Successful Performance” is not a mediocre rating. It means expectations are met,
consistently and reliably. That is the standard.
Just as Syndrome, the antagonist from Pixar's 2004 animated film The Incredibles said,
"And when everyone's super, no one will be." Comparably, when a majority of employees
are rated above the standard, it diminishes the higher ratings.
“Exceeds Expectations” and “Exceptional” should reflect performance that clearly goes
beyond that standard in measurable, sustained ways.
Why This Matters
When only six employees across Merit and P&S were rated Needs Improvement or Unsatisfactory, yet HRS addressed significantly more performance concerns throughout the year, it suggests a disconnect. For context, HRS assisted with approximately 100 employee-related issues in 2025 alone. While not all of those situations would warrant an overall rating of Needs Improvement or Unsatisfactory, the gap indicates that performance ratings may not be fully reflecting documented concerns.
Avoiding lower ratings may feel easier in the moment. But inflated ratings:
- Limit honest coaching
- Delay necessary development
- Undermine accountability
- Devalue high performance
Performance reviews should not be about comfort. They should be about clarity.
Actionable Steps for Managers
Anchor Yourself to the Definition of “Successful Performance”
Before rating anyone, re-ground yourself:
- Does this employee consistently meet the defined expectations of the role?
- Are they reliable, competent, and performing the duties as described?
If yes, that is Successful Performance.
To justify Exceeds Expectations, ask:
- What measurable contributions went beyond the role?
- What sustained impact did they create?
- How did they advance the department or university beyond baseline expectations?
If you cannot articulate specific examples, reconsider the rating.
Check for Rating Bias
Before finalizing ratings, pause and self-audit for common biases:
Halo/Horn Effect
Are you rating based on overall impression rather than documented performance?
Cite objective examples tied to job responsibilities.
Recency Effect
Are the last two months outweighing the first ten?
Review documentation from the entire evaluation period.
Spillover Effect
Are you carrying forward last year’s perception rather than assessing this year independently?
Central Tendency or Compression
Are you avoiding lower ratings entirely?
If no one ever falls into Needs Improvement, ask why.
Structure and documentation reduce subjectivity.
Separate Discomfort from Accuracy
Common pushback:
- “I don’t want to rock the boat.”
- “They’ll think getting rated successful performance is negative.”
If asked, be clear:
Successful Performance means expectations are met. That is positive and valued.
Avoiding differentiation to preserve comfort diminishes the credibility of the process and the meaning of higher ratings.
Match Ratings to Coaching
If an employee has ongoing behavioral or performance concerns, the rating should reflect that reality.
If someone is rated Exceeds Expectations but has documented issues, that inconsistency weakens your credibility and limits your ability to coach.
Your rating should align with:
- Performance discussions held throughout the year
- Documented expectations
- Actual contribution level
Normalize Development
Some employees have never been coached directly. Some have never been told “no.” That does not mean they are high performers - it may mean they have not been developed.
Use reviews to:
- Identify one to two specific growth areas
- Set measurable expectations for the next cycle
- Clarify what “above and beyond” actually looks like
A review without developmental direction is a missed opportunity.
Calibrate Before You Finalize
Do not rate in isolation. Before submitting reviews, compare your ratings across your own team and, when possible, engage in peer calibration conversations with other managers.
Ask yourself:
- If 70% of my team is rated Exceeds Expectations or higher, what differentiates the top performers from the rest?
- Would I defend each top rating in front of other leaders using documented evidence?
- Am I applying the same standard to all employees, or adjusting expectations based on tenure or personality?
Calibration conversations help:
- Normalize what “Exceeds Expectations” actually looks like.
- Reduce inflation caused by inconsistent standards.
- Increase fairness across departments.
A Realistic Distribution Mindset
While we do not require a forced distribution, consider this as a mental model:
- Exceptional: > ~5%
- Exceeds Expectations: ~30%
- Successful Performance: ~60%
- Needs Improvement: ~5%
- Unsatisfactory: > ~1%
While not every department will reflect this, it's reasonable to believe this is where reviews would typically fall when looking at the employee population as a whole.
This preserves the integrity of the scale and ensures top ratings truly represent top performance.
A Call to Action for Managers
As you complete reviews:
- Treat “Successful Performance” as the standard.
- Reserve “Exceeds Expectations” and “Exceptional” for clearly demonstrated, sustained impact.
- Align ratings with documented performance.
- Use feedback as a development tool, not a reward system.
Performance reviews are not just administrative requirements. They are leadership moments.
Clarity is care. Differentiation is fairness. And honest feedback is how we turn performance reviews into real development.
Withholding feedback is choosing comfort over growth. Staying silent deprives people of the opportunity to learn.
If you're worried about hurting their feelings, it's a sign that you haven't earned their trust. In healthy relationships, honesty is an expression of care.
If you're worried about hurting their feelings, it's a sign that you haven't earned their trust. In healthy relationships, honesty is an expression of care.
Additional Resources
Conduct Much Better Performance Reviews Forbes
"I strongly believe that the ability to foster dialogue is one of the most important executive competencies, and reviews and feedback are a critical form of dialogue for execution and performance improvement."
20 Areas of Improvement for Employees Indeed
"Whether you’re providing a performance review or offering feedback to your team, it can be helpful to understand general areas of improvement that make for a highly effective contributor and, as a result, a successful career."
Be Conscious of Proximity Bias SHRM
"In a survey of 10,000 white-collar workers conducted by Future Forum, more than 4 in 10 executives ranked the potential inequities between remote and in-office employees as their No. 1 concern."
10 Better Questions for Performance Reviews as a Manager or to Prep as a Team Member (4:33)
70% of people feel like their performance reviews miss the mark. These questions are designed to help you get a deeper understanding of where your team stands and how you can be an even more supportive manager.
The Secret to Giving Great Feedback (5:01)
Humans have been coming up with ways to give constructive criticism for centuries, but somehow we're still pretty terrible at it. Cognitive psychologist LeeAnn Renniger shares a proven method for giving effective feedback.
How to Give & Get Constructive Feedback (10:54)
Dr. Adam Grant and Dr. Andrew Huberman discuss the importance of constructive feedback, diving into the psychological and practical nuances of receiving, processing, and acting on feedback in order to perform better and grow.
Performance Management: Conducting Performance Reviews
Performance reviews can have a huge impact on your employee’s future. Dr. Todd Dewett shows managers how to write and deliver effective performance reviews, explaining how to gather feedback, write the formal review, and conduct effective meetings with employees. He also goes over employee performance improvement plans, explaining why they can be necessary, how they differ from an employee review, and how to administer them effectively. Upon wrapping up this course, you’ll grasp how to make performance reviews more useful and motivating and less stressful for both you and your employees.
Conduct Much Better Performance Reviews Forbes
"I strongly believe that the ability to foster dialogue is one of the most important executive competencies, and reviews and feedback are a critical form of dialogue for execution and performance improvement."
20 Areas of Improvement for Employees Indeed
"Whether you’re providing a performance review or offering feedback to your team, it can be helpful to understand general areas of improvement that make for a highly effective contributor and, as a result, a successful career."
Be Conscious of Proximity Bias SHRM
"In a survey of 10,000 white-collar workers conducted by Future Forum, more than 4 in 10 executives ranked the potential inequities between remote and in-office employees as their No. 1 concern."
10 Better Questions for Performance Reviews as a Manager or to Prep as a Team Member (4:33)
70% of people feel like their performance reviews miss the mark. These questions are designed to help you get a deeper understanding of where your team stands and how you can be an even more supportive manager.
The Secret to Giving Great Feedback (5:01)
Humans have been coming up with ways to give constructive criticism for centuries, but somehow we're still pretty terrible at it. Cognitive psychologist LeeAnn Renniger shares a proven method for giving effective feedback.
How to Give & Get Constructive Feedback (10:54)
Dr. Adam Grant and Dr. Andrew Huberman discuss the importance of constructive feedback, diving into the psychological and practical nuances of receiving, processing, and acting on feedback in order to perform better and grow.
Performance Management: Conducting Performance Reviews
Performance reviews can have a huge impact on your employee’s future. Dr. Todd Dewett shows managers how to write and deliver effective performance reviews, explaining how to gather feedback, write the formal review, and conduct effective meetings with employees. He also goes over employee performance improvement plans, explaining why they can be necessary, how they differ from an employee review, and how to administer them effectively. Upon wrapping up this course, you’ll grasp how to make performance reviews more useful and motivating and less stressful for both you and your employees.
FLSA/Time Reporting
Virtual - March 9 from 1:00-2:30pm on Zoom
Virtual - April 23 from 8:30-10:00am on Zoom
Supervisors of non-exempt (hourly) staff will learn about the requirements of the Fair Labor Standards Act (FLSA) and UNI time reporting. It is a manager's role to ensure compliance with these regulations; this session is being offered to support managers in this area.
Virtual Workshop Registration →
Fundamentals of Management
In Person - March 10 from 8:30am-12:00pm in Gilchrist 009
Managing employees is one of the most impactful responsibilities that you can have and it's important that you are equipped with the skills needed to supervise effectively. In this interactive workshop, participants will reflect on their philosophy of management and leadership, understand the stages of team development, learn how to serve as a conflict mediator, and review the disciplinary action process. This training is recommended for those who supervise Merit and/or P&S staff but ALL managers are welcomed and encouraged to attend. Duration is 3.5 hours with two 5-minute breaks.
In Person Workshop Registration →
Navigating Difficult Conversations
In Person - April 7 from 11:00am-12:00pm in Gilchrist 009
Virtual - April 8 from 2:00-3:00pm on Zoom
In this practical workshop, participants will develop the skills needed to handle challenging conversations with ease and effectiveness. Whether it's addressing performance issues, resolving conflicts, or delivering tough feedback, this session provides tools and techniques to communicate openly and productively. This workshop is ideal for anyone looking to turn difficult conversations into opportunities for understanding and growth.
In Person Workshop Registration →
Virtual Workshop Registration →
Our Vision
All employees will be positively engaged in achieving their greatest potential while contributing to the success of the university.
Our Mission
Human Resource Services fosters and environment of integrity and collaboration through innovative solutions and communications contributing to the successful recruitment, development, and retention of university employees.
