Guidelines: Performance Review Template
Supervisor Guidelines for Professional & Scientific Staff
Process
- Ask the employee to share accomplishments and/or do a self-assessment one month prior to meeting using the Performance Review (Optional Template) (docx) form. The employee should draft out Section A, Section B1 and B2 (if appropriate) and Section 2. Have employee return to you one week prior to review meeting.
- If the employee has an individual job description and it’s appropriate, have employee review and update their job description. It will be helpful for future reference to begin to think of their major roles and responsibilities in terms of Key Areas of Responsibilities (KARs), whether in the current classification or other related classifications.
- Review employee accomplishments/self-assessment and fill in all of Sections 1 and 2.
- Print out the checklist (pdf) to help guide the conversation.
- Schedule a meeting to review accomplishments, competencies and, if appropriate, areas for improvement, and overall performance descriptor that you assigned. Then, mutually set goals and a plan for meeting the goals.
To locate your employees Key Areas of Responsibilities (KARs) use the job classification tool located in Employee Self-Service - Administration tab - ePersonnel File (Supervisors) - locate the employee and select their Title. To view or compare levels within the employee's current job family, select Comparison View.
Additional Information/Help: Review the employees ideas and think about the conversation, what feedback you will give where you agree/disagree with their self-assessment and any additional accomplishments, constructive suggestions and additional goals you see for them and/or your unit as a whole. Best practices indicate that goals should be collaboratively developed, the first draft of this form is a conversation starter, and the final draft should come after the conversation and agreement. Provide a final completed copy to the employee for comment (if employee desires) and signature; place in personnel file.
Template
This template includes key components of a performance review developed by a UI Performance Management Workgroup of managers, HR Reps and employees. It is only a best practice guide and can be modified to unit needs.
Section 1: Performance
Section A - Job Goals and Accomplishments
- Goals and accomplishments might come from last year’s goals; additional work the employee took on during the last year, new programs or process improvements they suggested and implemented, as well as your expectations for completing regular work and responsibilities.
- It will be helpful for future reference to review the KARs and demonstrate how these accomplishments fulfill the KARs of the job family.
To locate your employees Key Areas of Responsibilities (KARs) use the job classification tool located in Employee Self-Service - Administration tab - ePersonnel File (Supervisors) - locate the employee and select their Title.
Additional Information/Help: There are many things to consider in listing the year’s accomplishments. Start with last year’s goals, which were met, which changed and why, or which were not met and why. Those that were not met may be added to Section 2, next year’s goals if they are still relevant. If goals have changed, were they unplanned accomplishments? Another place to consider is new projects or initiatives that come up during the year or were transferred from another employee. What were the outcomes? What are we proud of? Did the employee become more proficient in a certain area of their job, e.g., went from doing a particular process to teaching others how to do it?
Section B1 and B2, Competencies
- In the comment box under each, describe the competencies (knowledge skills, and abilities) that meet the expectations for the position.
- In job specific competencies, list any specific knowledge skills and abilities that you have previously discussed with the employee which are needed from the employee to do his or her job well.
Additional Information/Help: Competencies are the knowledge, skills and abilities needed to do the work, how the person gets it done. Universal competencies are those behaviors that support our core values and are similar for every employee. To date, universal competencies have been communicated through position expectations. Review details on behaviors that describe these at various levels in the organization. In 2012, a new set of universal competencies will be released and supervisors will replace them for position expectations moving forward.
Job specific competencies and/or technical competencies describe the unique skills and abilities needed to do the job.
Section C, Overall Performance Descriptor
- Consider job goals, expectations and accomplishments and competencies using the performance descriptors to give the employee an overall description of performance.
- Use the comment box to describe your reasons in observable; behavioral terms. (Review the Typical Employee Profiles for descriptors).
- Descriptors must be consistent with the feedback provided on the form.
Section 2: Goals and Development Plan
- List individual, unit or career goals and in comment section, outline how to get there. This might be classes, taking on additional responsibilities, or sitting on a committee, etc. This also might be a description of the tasks, components or steps involved in the goal.
- Consider the KARs and competencies of the current classification and of other classifications in the next classification up or another classification that may be relevant to the employee’s career goals.
To locate your employees Key Areas of Responsibilities (KARs) and competencies use the job classification tool located in Employee Self-Service - Administration tab - ePersonnel File (Supervisors) - locate the employee and select their Title. To view or compare levels within the employee's current job family, select Comparison View. To view KARS and competencies in a different job family, select the Return to Search Page link.
Additional Information/Help: Again, there are many things to take into consideration, unit needs and goals, employee talent, potential and career goals. It would be helpful to review the KARs and competencies of the job family and, where appropriate, other related job families in which the employee has interest and talent. Understanding accomplishments in terms of KARS and competencies is key to development and may be an opportunity for future advancement.
- Unit goals: What are the department or college/division’s strategic plans and how does your unit’s responsibilities contribute to them? How can you align your employee’s effort to those unit responsibilities? What other new initiatives, projects or upcoming changes does your unit face? What does your employee need to know or be able to do to help accomplish those changes? What kinds of competencies are needed and how can they be developed, i.e., classes, training, mentoring, stretch assignments, etc.? What needs to be done is the goal, how to accomplish it is the developmental plan. For example:
Goal: Lead the project to automate our award application process.Plan:
- Develop the business requirement for the new system.
- Review with the team to ensure accuracy.
- Meet with the assigned IMFO developer to discuss the needs and possibilities.
- Oversee the development.
- Educate users about the new system
- Employee talent and potential: Where does your employee show promise that, if developed, would allow him/her to take on a new role in the unit? What could be assigned to help the employee get there? What proficiencies or competencies could be developed to help get there?
- Career goals: What are your employee’s career goals? What are the related KARS and competencies? How might your employee develop these competencies?
Professional & Scientific Employee Self-Assessment Guidelines
Process
About one month prior to your performance review conversation, your supervisor may request a self-assessment. This is an opportunity to begin to outline your accomplishments, skills, abilities and your goals for the next year. Using the Performance Review (Optional Template) (docx), draft out Section A, Section B1 and B2 (if appropriate) and Section 2 and send to your supervisor one week prior to the review meeting.
Template
This template includes key components of a performance review developed by a UI Performance Management Workgroup of managers, HR Reps and employees. It is only a best practice guide and you and your supervisor can decide if it needs to be modified to meet your needs.
Section 1: Performance
Section A - Job Goals and Accomplishments
- Goals and accomplishments might come from last year’s goals; additional work taken on during the last year, new programs or process improvements suggested and implemented, as well as your supervisors expectations for completing regular work and responsibilities.
- It will be helpful for future reference to review the Key Areas of Responsibility (KARs) and demonstrate how these accomplishments fulfill the KARs of the job family.
To locate your Key Areas of Responsibilities (KARs) use the job classification tool located in Employee Self-Service - Personal tab - My ePersonnel File - Title. To view or compare levels within your current job family, select Comparison View. To search other job functions and families, select the Return to Search Page link.
Additional Information/Help: There are many things to consider in listing the year’s accomplishments. Start with last year’s goals, which were met, which changed and why or which were not met and why. Those that were not met may be added to Section 2, next year’s goals if they are still relevant. If goals have changed, were they unplanned accomplishments? Another place to consider is new projects or initiatives that come up during the year or were transferred from another employee. What were the outcomes? What are you proud of? Did you become more proficient in a certain area of your job, e.g. went from doing a particular process to teaching others how to do it?
Section B1 and B2, Competencies
- Universal Competencies: In the comment box under each, describe your behaviors that meet the position expectations.
- In job specific competencies, list any specific knowledge skills or abilities that you and your supervisor have discussed and that you need to do your job well.
Additional Information/Help: Competencies are the knowledge, skills and abilities needed to do the work, how the person gets it done. Universal competencies are those behaviors that support our core values and are similar for every employee. To date, universal competencies have been communicated through position expectations. Review details on behaviors that describe these at various levels in the organization. In. 2012, a new set of universal competencies will be released and supervisors will replace them for position expectations moving forward.
Job specific technical competencies describe the unique skills and abilities needed to do the job.
Section C, Overall Performance Descriptor
Your supervisor will complete this section using the performance descriptors.
Section 2: Goals and Development Plan
- List individual, unit or career goals and in comment section, outline how you will get there. This might be classes, taking on additional responsibilities, or sitting on a committee, etc. This also might be a description of the tasks, components or steps involved in the goal.
- Look at the KARs and competencies of the current classification and of other classifications in the next classification up or another classification that may be relevant to your career goals.
- Ultimately goals are best developed collaboratively with your supervisor. This serves as a springboard for conversation and may be changed based on the review conversation.
To locate your Key Areas of Responsibilities (KARs) use the job classification tool located in Employee Self-Service - Personal tab - My ePersonnel File - Title. To view or compare levels within your current job family, select Comparison View. To search other job functions and families, select the Return to Search Page link.
Additional Information/Help: Again, there are many things to take into consideration, your unit’s needs and strategic goals, your interests and talent, and your career goals. It would be helpful to review the KARs and competencies of the job family and, where appropriate, other related job families in which you have interest and talent. Understanding accomplishments in terms of KARS and competencies is key to development and may be an opportunity for future advancement.
- Unit goals: What are your department’s or college/division’s strategic plans and how does your unit contribute to them? How can you align your effort to those unit responsibilities? What other new initiatives, projects or upcoming changes does your unit face? What does your employee need to know or be able to do to help accomplish those changes? What competencies are needed and how can they be developed, i.e. classes, training, mentoring, stretch assignments etc.? What needs to be done is the goal, how to accomplish it is the developmental plan. For example:
Goal: Lead the project to automate our award application process.Plan:
- Develop the business requirement for the new system.
- Review with the team to ensure accuracy.
- Meet with the assigned IT developer to discuss the needs and possibilities.
- Oversee the development.
- Educate users about the new system
- Career Goals: What are your career goals? What are the related KARS and competencies? How might you develop these competencies?
Last updated March 2012