Review Committee Recommendations for University Guidelines pertaining to the
Performance Review Process
Victoria Green, College of Dentistry
Hospital Human Resources
Ellen Twinam, College
Debra McFall-Wallerich, College of Nursing
College of Public Health
International Programs and Staff Council Representative
Learning & Development
review committee appointed by Sue Buckley, Associate Vice President of Finance
and Operations and Director of Human Resources was charged with the following
- Review the Operations manual guidelines related
to performance review and suggest changes to ensure alignment with the
University strategic goal of organizational vitality, professional
standards, and campus core values.
- Develop an annual communication plan including
key talking points to be used by University leaders in communicating
expectations related to the performance review process.
- Ensure that performance management tools offered
on the Performance Management website at http://www.uiowa.edu/learn/perfmgt/index.html
are in alignment with guidelines outlined in the Operations manual.
To that end, the
Performance Review committee has submitted recommendations it believes will
lead to improvement in five key areas in the current performance review
process. These five recommendations will serve as key talking points for
University leaders in communicating expectations.
- A well-developed and implemented performance
review process facilitates the growth and development of the employee and
the behavioral change as needed to ensure achievement of institutional
goals. The two-way communication performance review process
documented in written form is beneficial for both parties when done well.
When a need for a behavioral change is identified by the supervisor
or employee, standards are developed, measures are identified, and support
- Every employee has a right to an annual review
process and the responsibility to help ensure that a quality, meaningful exchange
occurs. Each employee should be a part of the process including
discussion regarding the setting of goals, identification of necessary
resources, and career enhancement opportunities. If the employee does not
agree with the review as written by their supervisor, the process allows
for the employee to submit comments as a part of the written review and
for both parties to sign and date the review.
- The annual performance review should be a reflection
of ongoing feedback received throughout the year. It should include
a face-to-face meeting where both the supervisor and employee has an
opportunity to discuss goals, express any concerns, and create an action
plan for the future. In extenuating circumstances other models may be used
as appropriate to provide for this exchange of information.”
- An employee’s performance review is one of a
number of important factors in determining salary increases for
non-bargaining professional and scientific employees in accordance with
University, collegiate, division, and departmental salary policy.
Other factors in determining salary may include retention, market
issues, and salary equity.
- Accountability should exist at every level of
the University system. Strategies the committee suggests that
further this goal
creation of a strong, joint statement from the
President, Provost, and Associate Vice President of Human Resources in support
of providing a quality performance review process,
development of a process to ensure all supervisors
have access to training and are highly encouraged to attend training that
facilitates best University practices for performance review,
development of a system that
makes performance review compliance a part of the evaluation process for every
dean, executive officer, manager, and supervisor on campus.