1.  Revisions and General Guidelines

2.  Productive performance management is key to employee engagement.  You spoke. We listened.  Here are a few items from the Great Colleges To Work For survey (which measures employee engagement). Most are better than last year, but there’s more we can do… I understand how my job contributes to this institution's mission. (90% - equal to 2011) My supervisor/ department chair makes his/her expectations clear. (78% - up 6%) I receive feedback from my supervisor/ department chair that helps me. (73% - up 4%) I am given the opportunity to develop my skills at this institution. (78% - up 2%) Our review process accurately measures my job performance. (58% - up 10%) Issues of low performance are addressed in my department. (61% - up 10%) Promotions in my department are based on a person's ability. (66% - up 12%)

3. Goal Setting Performance Update (at least 1/year) Annual Performance Evaluation (at least 1/year)

4.  This cycle can start whenever is most appropriate for the role or the best timing for the manager/employee  Managers can decide to spread out the reviews for their different employees or do them all at once  Merit will not be directly tied to the performance review though it is still the most important part Goal Setting Performance Update (at least 1/year) Annual Performance Evaluation (at least 1/year)

5.  Derive departmental strategy and goals from those set for the institution. Employees need to understand how they are part of the bigger picture.  Enter into ePerformance (this is now essential)

6.  Employees and their managers can update goals throughout the year via the Goals section of ePerformance o Revise expectations, due dates, etc. o Remove past goals o Maintain progress notes visible to both employee and manager

8.  Completed by Manager o Summary of Goal Progression o Continuous Learning Opportunities Taken o Development Needed (if applicable)  Completed by Employee* o Agree/disagree o Comments * There is no longer a self-assessment

9.  Puts ownership on managers who are the ones who should be responsible for evaluating their employees  Reduces steps and time to complete reviews  Employees can still provide informal input if the manager prefers in person, via email, etc.  Employees always have the opportunity to read and comment on a review

11.  Completed by Manager o Review of Each Goal (pull from ePerformance otherwise Manager must enter them manually) No overall summary, but you a goal entitled “overall” and comment there o Competency Assessment 6 competencies Definitions vary by role: Individual or Manager 5-point quality based scale: Low, Fair, Good, Excellent, Superb o Development Needed (if applicable)  Completed by Employee* o Agree/disagree o Comments * There is no longer a self-assessment

12. Credibility Building TrustIntegrityFollow-through Collaboration Interpersonal Skills Negotiation Skills Networking Entrepreneurial Thought & Action InitiativeAdaptability Continuous Learning Excellence Seeking Feedback Professional Skills Diversity & Inclusion Valuing Diversity Communication Giving Feedback

13. Ideally, meet with employees to discuss ongoing projects, challenges, needed resources, etc. on a weekly or bi-weekly basis Use competency language when giving feedback Utilize resources in HR if employees need development or consistently aren’t performing, and ensure follow-up on previously identified development items Managers Use one-on-one meetings to discuss more than just a status update. Talk to your manager about your career/growth goals, desired learning opportunities, challenges/obstacles, suggestions/ideas, etc. Keep your goals up-to-date weekly or monthly so your manager has easy access to current status information Ask for feedback Employees