Performance Management >> Guidelines >> FAQs
Frequently Asked Questions
For Supervisors
Q: What is performance management?
Performance management is an on going feedback process designed to help your staff grow and develop.
Q: Why do performance management?
- To acknowledge and affirm appropriate behaviors to support staff in their endeavors; to teach, coach, counsel, when improvement is needed.
- To develop each of your staff member's potential using career and development plans.
Q: What are the characteristics of an effective performance management program?
- Specific performance standards are established and communicated.
- Performance is reviewed on the basis of results/output (quality, quantity, timeliness).
- Communication and feedback are provided on a ongoing basis.
Q: How do you plan the performance management process?
Use a tool such as the performance management roadmap to help you plan and execute each step.
Q: Where do you find more information about performance management?
- There are a variety of books, videos, manuals, etc., available from the UI Learning and Development Resource Center.
- Learning and Development offers a number of courses on related topics such as performance coaching and feedback skills.
- Check with the HR Unit Rep. in your area for additional resources.
- SkillSoft and Books24x7® Referenceware® (located within SkillSoft)
Q: How do you actually get started?
- Create written performance expectations and competencies with the employee.
- Determine if a gap exists between skill level and expectations. If so, provide opportunities and resources to bring skills up to expectations.
- Establish a system of ongoing assistance, collaboration, and review.
Q: How do you begin gathering data?
- Determine what data collection methods to use:
- For example, observe behavior, talk to customers, talk to the employee, talk to co-workers. Be sure to inform the employee about how you will be gathering data and information.
- Communicate regularly with employees about how well they are meeting or not meeting the expectations and give specific examples; don't generalize.
- Collect data in a useable format such as notes from customers, notes to yourself, notes from employees.
Q: What are some examples of direct action that should be taken to communicate performance expectations?
- Give feedback promptly - identifying both strengths and areas for improvement.
- Let employees know if they are not performing up to expectations as it occurs; don't wait several months or until annual review is due.
- Write down performance expectations and review them with employees.
- If the job has changed, make sure that the expectations have been updated and shared with employees.
- Work to develop a trusting relationship by creating an environment of mutual respect.
Q: How do you set the stage for the employee to prepare for the review?
Inform the employee of the process and insure that:
- A time and place convenient to both supervisor and employee has been reserved for the discussion.
- Enough time has been allowed for discussion.
- The employee is provided with a list of performance goals from previous review, if still appropriate, or of expectations if a new hire.
- An opportunity is provided for employee to provide feedback on whether these expectations are still appropriate.
- The employee has reviewed the performance review tool.
- The employee is prepared to discuss future goals.
Q: Have you prepared yourself for the review session?
Did you...?
- Collect data and measurements.
- Compile key performance issues to include in performance review.
- Write a first draft of the document.
- Practice with a trusted colleague if you have difficult information to share.
Q: How do you conduct the review session?
- Use a quiet space, free of interruptions.
- Set the stage for open, comfortable, two-way communication.
- Reinforce positive behaviors.
- Lead the employee through a self-evaluation; refrain from interrupting with judgments.
- Review pre-determined goals and explore whether they have been met.
- If there is a gap between expectations and behavior; be specific and use examples.
- Reach agreement on past performance and plan for the future.
Q: How do you deal with a non-performer?
- Focus on specific behaviors and outcomes, not personality.
- If skills are deficient, provide opportunities and resources to improve them.
- Obtain the employee's commitment to resolve the performance problem.
- Achieve agreement on how the employee will solve the problem(s).
- Agree on a plan to meet in the future to check progress. Document plans and agreements.
- Support constructive efforts: praise improvement and provide constructive feedback.
- Seek help through Workplace Consultation at 335-2085.
Q: What about confidentiality?
- Individual performance reviews are confidential and should be stored on private/not shared computer drives and in personnel folders/file cabinets with limited access.
- Outdated reviews should be shredded.
Q. How often should I complete a performance review?
In an ideal work situation, coaching takes place every day. The performance review form should incorporate steps and goals that have been decided over the last twelve months. A written performance review, with a face-to-face discussion, should take place once a year.
Q. How can I conduct a difficult evaluation?
The performance review document is a visible part of a larger performance management process. If the process is not in place, simply completing a form is unlikely to change behavior or results.
Evaluate your attitude towards your employees.
Effective supervisors:
- Treat employees as a valuable resource with untapped potential;
- Believe that people want to excel;
- Empower people through counseling, guidance and support; and
- See performance review as a means to develop employee potential.
Conflict advice:
- Establish your goals.
- Make clear that your purpose is not to judge or criticize but to improve performance.
- When dealing with substandard performance, be specific regarding changes needed and what will be considered acceptable performance.
- Ask for the employee's help in solving the problem.
- Ask the employee questions to better understand the level of performance.
- Don't assume you have all the answers.
- Encourage the employee to work toward solutions.
- Help build solutions.
- Identify ways to create specific improvement.
- Plan to meet in the future to check progress. Create a plan for follow up and stick to it.
- Document plans and agreements.
Q. How can this review help streamline unit work and make the unit/department more efficient?
Many people have negative expectations of the performance review process. It is the job of the supervisor to make the performance review an effective means of communicating with a valued member of your work team. What is written should not be considered more important than the discussion process. Ideally, performance reviews will increase everyone's effectiveness by helping the supervisor identify unanswered needs in the unit and by helping solidify the employee's goals and projects.
A performance review encourages information sharing. It should help the department set realistic and achievable goals while clarifying expectations and standards, and establish direction and foster progress. It should also help employees stay focused and committed as well as demonstrate to them that supervisors are interested in their concerns and potential.
Q: Who can I contact to have my performance management system reviewed?
Contact UI Learning and Development at 335-2687.
For Staff
Q. Who should conduct my performance review?
Your immediate supervisor or your primary supervisor in a situation where there is more than one supervisor.
Q. How often should I have a performance review?
In an ideal work situation, coaching takes place every day. The performance review form should incorporate steps and goals that have been decided over the last twelve months. A written performance review, with a face-to-face discussion, should take place once a year.
Q. What if I receive a negative review? What should I do in case my supervisor and I don't agree about my performance?
If, as a result of the performance review process, you have a disagreement with your supervisor about the quality or quantity of your work, you should document your observations and ask that they be filed with your annual review.
Q. Doesn't performance review just make more work for my supervisor and me?
A performance review encourages information sharing. It should help the department set realistic and achievable goals while clarifying expectations and standards, and establish direction and foster progress. It also serves as an opportunity to affirm your needs as an employee and share your insights.
Many people have negative expectations for performance review. Ideally, performance reviews will increase everyone's effectiveness by helping the supervisor identify unanswered needs in the unit and by helping solidify the employee's goals and projects.
Q. What if my supervisor doesn't want to conduct my performance review or delays scheduling one?
You have a right to receive written feedback on your performance. If your supervisor does not approach you about conducting a review, you should initiate the process.
Q. Is my review confidential?
Your supervisor will maintain a copy in your personnel file, to which you have access. Co-workers should not have access to your individual performance review. Your supervisor may be asked to send copies of individual reviews to their supervisor/department head. Other departments may only require that the supervisor supply the date that the performance review occurred. This record should be kept as a part of your personnel record maintained on HR web applications.
Q. Who can I contact for further help or guidelines?
Your first contact is your unit Human Resources representative. Staff members seeking more information about the performance management process and how reviews are conducted may contact UI Learning and Development at 319-335-2687.
Updated January 2012