Performance Development

Accountability is a shared responsibility.

Accountability is not something that managers do to employees. It is a process that helps employees understand expectations, take ownership of their work, and make progress toward successful performance.

Effective feedback should focus on outcomes. This means recognizing wins, large and small, to help employees identify positive patterns within themselves they can recreate and refine. Critical feedback rarely improves performance; therefore, focus should be on highlighting people’s strengths and efforts to empower them to do their best work. If critical feedback must be given, we recommend asking open-ended questions and using the Situation-Behavior-Impact (SBI) model to guide those conversations:

Avoid making feedback about personality, character, or assumed intent. Focus on observable actions, results, and expectations.

Performance concerns should be addressed when they occur. Employees should not first learn about a significant performance concern during their annual review.

Finally, managers must be open to receiving feedback. We cannot expect employees to receive feedback if managers are not open to do so as well.

Managers should maintain accurate documentation of performance throughout the review period.

Avoid relying solely on memory when completing a performance review. Maintaining documentation throughout the year helps managers evaluate the full review period and reduces the risk of recency bias.

Employees should also maintain their own records of accomplishments, goals, projects, and development activities. This information can help employees actively participate in performance conversations.

Performance documentation should support ongoing communication - not replace it.

When a performance review is initiated in UNI Works by HRS, there are several steps that need to be completed before the review is finalized:

1 - Employee Self-Review. The employee completes the self-review to share their perspective on their performance during the review period. It's useful for the employee to acknowledge their accomplishments and identify how they have sought methods of improvement.

2 - Manager Review of Employee. Managers should consider whether the employee met their goals and expectations for the review period. Were there any external circumstances, like new objectives, staff vacancies, or technical difficulties, that limited the employee’s ability to meet those goals? How did the manager provide the employee with feedback and coaching throughout the year? Do you have records of specific examples of successes, improvements, or weaknesses? All  of this information should be included in the performance review. 

Avoid making generalized statements, focus on facts not feelings, and address the established performance expectations. Additionally, raters should avoid relying on memory as this can allow rater errors and biases to invade the process. All comments made should be meaningful and consistent with performance ratings. Examples of observed behaviors, positive and negative, should be given to support all ratings. Share examples to demonstrate how expectations were not met if a rating of "Below Expectations" is assigned. Managers should include what actions the employee can take to increase their performance for the upcoming review period.

3 - Acknowledgements. After the manager writes and submits the review, it will go back to the employee for acknowledgement. This provides the employee an opportunity to respond or share additional information from their perspective. After this the review will go to the manager and the next-level manager for additional acknowledgements.

4 - HRS Finalization. HRS will review the performance review for content prior to finalization.

Managers should provide employees adequate time to review the performance review before meeting to discuss it. To learn more about how to prepare and become an active participant in your performance review, employees can read the How to Prepare for and Participate in Your Performance Review supporting webpage. Employees and managers may also reach out to HRS to request guidance.

The meeting should be:

• Scheduled at a mutually convenient time
• Held in a private setting
• Long enough to allow for meaningful discussion
• Focused on both the employee's performance and future development

The goal is to establish a shared understanding of the review, discuss questions or concerns, and identify priorities moving forward.

Employees may agree or disagree with portions of a performance review. Employees should be able to provide examples to support why they may agree or disagree with any portion of the review. While managers are instructed to take the information an employee provides into consideration, this may not always result in changes to the final ratings. Employees have the opportunity to provide final comments and elaborate as to why they may or may not agree with any portion of the review.

An employee's signature acknowledges receipt and discussion of the review; it does not necessarily indicate agreement with the ratings or comments. 

A Performance Improvement Plan (PIP) is a supportive measure (not a punitive measure) designed to assist an underperforming employee achieve successful performance. A PIP can be implemented any time and may sometimes follow the yearly performance review process. On average, the duration of a PIP ranges anywhere between 30 to 90 days; however, this can vary and is assessed on a case-by-case basis. There may also be times when PIP extensions are necessary. A successfully implemented PIP will have the following components:

1. A thorough summary of any/all performance deviations and/or deficiencies.
2. A detailed plan outlining the specific requirements and steps the employee will need to take in order to achieve success.
3. A plan for check-ins, additional training requirements and/or any assistance that may be needed to ensure the employee can be successful.

While PIPs are designed to assist employees be successful, we understand some may be apprehensive about the process. To reduce this fear, we encourage managers to include employees in the process, maintain open channels of communication, and follow-up frequently.