Conducting Annual Performance Reviews of Academic Professional and Administrative Employees

Setting the Stage

Performance Review Practices and Procedures

Each unit is to conduct performance reviews that reflect the University’s performance management practices and procedures. In the absence of University-wide criteria, the responsible authority determines the appropriate practices and procedures.

Where no University-wide criteria exists, the responsible authority also determines the period of time for which performance is being reviewed, goal and evaluation due dates as well as when to incorporate new hires into the unit annual processes.

Performance Standards/Competencies

Performance standards, including competencies and goals, are determined at the University level where University-wide criteria exist. For roles within job families for which the University has established a behavioral competency framework, the framework defines the behavioral performance standards and competencies for these positions.

In the absence of University-wide criteria, the responsible authority may establish performance standards and goals tailored to unit-specific priorities and the unique needs of different types of positions.

Communications

The responsible authority communicates expectations, including practices, procedures and performance standards for performance reviews of P&A employees. This information should include a schedule and timeframe for all aspects of the review process and local training offerings.

Delivery Formats and Tools

The University’s platform for conducting performance evaluations should be used. The responsible authority may develop customized performance review delivery systems and tools. However, any customized formats or tools must be approved by the policy owner and fully align with and support the University-wide performance management practices, procedures and performance standards. These systems and tools should ensure that all required elements – such as established competencies, goal-setting ongoing feedback, and evaluation criteria – are consistently addressed and upheld in accordance with University policy. Additionally, in situations where the University’s platform is not used, the completion of all performance evaluations must be tracked in accordance with HRMS business processes.

Recommended Support from Local Human Resource Partners

Local Human Resources teams are encouraged to offer annual skill development workshops on performance management best practices (including bias mitigation), utilizing the tools, resources, and guidance provided by the Talent Strategy Center of Expertise. Additionally, new supervisors should receive targeted support to effectively implement University performance management practices, such as through participation in the New Supervisor Orientation offered by Talent Strategy.

Employee Participation in Performance Review

Providing Input for the Annual Performance Review

P&A employees prepare an annual performance summary and provide it to their supervisor as input for their performance review. This should include achievements made toward goals established for the preceding 12 months, key accomplishments and behavioral competencies. It may also include a statement of proposed goals/objectives for the coming year.

Written Response

P&A employees may prepare, if desired, a written response to the performance review to supplement or refute the evaluation of the supervisor. This response is to be retained with the official copy of the review.

Steps in Conducting the Annual Performance Review

1. The supervisor, or an interim in instances of supervisory absence, conducting the annual performance review is to review the annual performance summary prepared by the P&A employee being reviewed.
2. As a measure of mitigating biases, by closing gaps in information and obtaining different perspectives where they exist, the supervisor should seek feedback regarding the employee’s performance from others who have worked with or received support from the employee. In doing so, ensure that procedures are consistent for all P&A employees in the unit unless special circumstances exist (e.g. employee is on a performance improvement plan, different types of roles, etc.). When soliciting input from others on employee performance for purposes of performance evaluations, the feedback is to be confined to the evaluation period and relevant to the expectations of the employee’s role or general expectations of all employees.
3. Having given consideration to input from the employee and others as appropriate, the supervisor is to prepare a written evaluation regarding the performance of the P&A employee being reviewed. An annual performance review is not intended to replace critical feedback that should be provided throughout the year.
4. The supervisor is to meet with the P&A employee, provide a copy of the review, and discuss its contents.
5. The supervisor is to engage the employee in a discussion of expectations and goals for the coming year and areas for professional growth.
6. The employee is to sign in acknowledgement the evaluation has been discussed with them. Employee signature does not indicate agreement with the supervisor’s evaluation.
7. Local human resources is to ensure that the completed review is included in the employee’s personnel file. Note: This is done automatically once completed in the Performance Appraisal Tool. If the employee wants to provide a written response to refute theevaluation, local human resources should ensure this is added to the personnel file.