3.2 PERFORMANCE REVIEW FOR UNIVERSITY
(Enacted 6/22/92; amended 1/02; 6/05; 8/05)
a. Purpose: To establish a method
for providing each University employee with expectations for performance and
periodic evaluation of performance; to facilitate direct communication between
supervisors and employees on performance expectations and achievements and goal-setting;
to recognize the accomplishments and define the educational needs of employees;
and to provide for a reliable method of acquiring feedback on departmental
operations. to review the job description duties and assure the necessary
resources are available to effectively perform the job duties; to identify
potential career growth opportunities or expanded roles within departmental
operations; and to serve as one criteria for determining salary increases (for
non-bargaining professional and scientific employees) in accordance with
collegiate and departmental salary policy.
Performance management is an
important component of the supervisor/staff member relationship. It facilitates
the growth and development of individuals and achievement of institutional
goals. The performance review system facilitates the growth and development
of employees and achievement of institutional goals. It is a continuous process
that begins during the initial hiring process orientation and continues
throughout the year employment. The actual performance review is a
formal opportunity to review the progress made during the year and set goals.
This process is in alignment with should address the University's five
seven core values: Learning, Community, Responsibility, Integrity, and
Quality Excellence, Learning, Community, Diversity, Integrity, Respect, and
Responsibility. All University staff members should be aware of the
expectations of their position as well as how they will be evaluated. It
should stimulate both oral and written two-way communication, including
opportunity for self-appraisal.
(1) Evaluations will be based on observable and measurable outcomes.
Reviews should occur no less than annually.
(2) The Performance Review System will serve to aid managers in decision-making with respect to (but not limited to)
(a) achievement of organizational goals and individual goal-setting
(b) performance improvement
(c) training & counseling
(e) promotion, transfer, and reclassification
(f) nomination for University and departmental awards
(g) probationary period
(h) disciplinary action
(3) All University employees should be aware of the expectations of
his or her position as well as how they will be evaluated.
(4) The Performance Review System will serve to aid employees in the
(a) mechanism to express opinion about his/her
(b) opportunity to list accomplishments for evaluation period
(d) provide clear understanding of management’s goals for the following year
(e) request for training, or referral to, learning and development opportunities to enhance skills or develop new skills
(f) discussion regarding career goals, including referrals to University programs that support staff to achieve career goals
(g) opportunity to provide feedback on process improvement
(5) Performance appraisal training, with opportunities for providing both
qualitative and quantitative feedback will be available through Learning &
Development and Hospital Human Resources.
c. Policy. Each administrative unit within the
University shall demonstrate that it has in place a formal performance
management system consistent with the philosophy statement above.
program shall incorporate the following key components:
Deans and Vice Presidents will be responsible for ensuring that each administrative unit for which they are responsible meets the requirements of this policy and shall report annually to the Associate Vice President for Human Resources on the operation of the policy in the college or division. Reporting occurs utilizing HR web applications (www.uiowa.edu/hr/webinfo.html).
Each department or college will be responsible for development of a system for the evaluation of employees in accordance with departmental and collegiate guidelines. It is the responsibility of each supervisor to understand his or her departmental/collegiate performance appraisal practices and what latitude there may be for creating their own best practices. Tools are available at the performance management website (http://www.uiowa.edu/learn/perfmgt/index.html).
Each supervisor should be consistent in the performance review practices with all employees they supervise. Furthermore, the performance management system shall be consistent with the philosophy, principles, and characteristics outlined in the University Policy on Performance Appraisal.
Each supervisor shall be
responsible for development of a system for the evaluation of staff. The
performance management system shall be consistent with the philosophy,
principles, and characteristics outlined in the University Policy on Performance Appraisal.
The following steps are a guideline for the performance management process.
(1) The supervisor communicates
clear expectations (with measurable outcomes) to the employee. This
occurs at the beginning of an employee’s employment or may occur any time
new expectations are made. and throughout the year. Job descriptions should
be regularly updated and reviewed in concert with the evaluation process.
(2) The supervisor collects supportive
documentation (both quantitative and qualitative) that provides information
about the employee’s performance. All Professional and Scientific employees are
also held accountable to meeting
the four position expectations:
(a) Civil and respectful
(b) Diversity and inclusion,
(c) Leadership accountability, and
(d) Learning and professional development.
(3) The supervisor provides
feedback to employees on an ongoing basis regarding their performance. This
would include both strengths and areas
to improve for improvement. Feedback
is a crucial part of building the relationship between supervisor and employee
and also provides the opportunity for questions and clarification.
(4) The supervisor sets the stage for an annual
performance review by communicating to the employee
about which performance review form will be used and how the review will be
conducted. All supervisors should utilize a review process that is fair,
confidential, and consistent within a defined working group.
professional and scientific staff members also must be reviewed on the four
position expectations listed in paragraph c(2) above, utilizing the e-forms at
the generalist, managerial,
or executive level. If these statements do not
adequately describe the supervisor's expectations for the respective position,
he or she may use any combination of these three levels to create position
expectations that more accurately reflect the nature of the job.
(5) The supervisor and employee both prepare for
the appraisal by organizing information and identifying accomplishments, reviewing
past and future performance goals for the evaluation period,
deciding what issues need to be discussed,
and considering what resources or
development need to occur in the future identifying whether new or
additional resources are needed to do the job, and determining future
(6) The review session occurs with the supervisor and employee
meeting face to face and together, review goals from the previous year and
create a future action plan. The supervisor concludes the review process by
documenting the session
recording both goals met and those not completed, and identifying future
performance goals and resources available to support change. If an employee disagrees with their supervisor’s review, the process for recourse should be clear. Regardless of the form used, each party needs to sign and date the form and have opportunity to include comments.
Deans and Vice Presidents will
be responsible for ensuring that each administrative unit for which they are
responsible meets the requirements of this policy and shall report annually to
the Senior Vice President for Finance and Operations on the operation of the
policy in the college or division. Reporting occurs utilizing HR web
The Performance Management website at
details the components of preparing and conducting an effective performance
review. For clarification regarding guidelines for the performance review
process in a specific unit, please contact that unit’s Human Resources
s. To identify your Human Resources representative, access
the “My Information” tab of self-service “My HR Unit Representative”.