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Administrative Services Human Resource Service Center Employee and Management Services Staffing and Career Management Services Organization Development Work/Life Services
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Performance Management
Set ExpectationsAs a best practice, we encourage supervisors to define expectations for every position. These expectations and performance measurement standards should be communicated to new employees, and reviewed at least once a year with all employees. Expectations for each position can include: purpose of the position, key responsibilities - both tasks and duties, conduct expectations, and performance standards, as well as, measures such as quality, quantity, timeliness, initiative, and teamwork for each key responsibility. See also: Position Description Gather DataPerformance evaluations should not be a one time event. Supervisors are encouraged to gather data regarding employee performance in a systematic manner throughout the year. The Performance Record and the Coaching Log are guides that can be used by supervisors, in addition to their own best practices, to gather data throughout the year and provide ongoing feedback to employees regarding performance. This information will then be available to supervisors when drafting the Annual Performance Evaluation. See also: Sample Performance Record [PDF; 24K] | Performance Record Form [PDF; 30K] | Coaching Log [PDF; 11K] Performance EvaluationsAs a supervisor, your role is to set expectations, gather data, and provide on going feedback to your employees to assist them in utilizing their skills, expertise and ideas to produce results. To provide this direction, you should communicate to employees what is expected of them, define satisfactory performance for those expectations, and then monitor and evaluate the performance on an on going basis. The Annual Performance Evaluation should provide a comparison of actual on-the-job performance to established performance measurement standards. The Annual Performance Evaluation encourages periodic and structured communication between supervisors and employees about the job, and should take place continuously. While day-to-day evaluation is usually informal, Section 9.95 of The University of Texas at Austin Handbook of Operating Procedures - Performance Evaluation Policy for Classified Personnel and Non-Faculty Professional Staff establishes guidelines for annual performance evaluations for regular employees (appointed one-half time or more for at least four and one-half months). It is expected that every regular employee be evaluated annually prior to reappointment for the succeeding year. Annual performance evaluations are the final phase of an effective performance management system. As a best practice, we recommend that the process start with performance planning between the supervisor and the employee in which they discuss expectations, performance standards, and objectives for the next year. The performance management process both ends and begins anew with the Annual Performance Evaluation. See also: Performance Evaluation Instructions | Sample Completed Evaluation Form | Downloadable Performance Evaluation Form FeedbackFeedback is a process by which effective performance is reinforced and less-than-desirable performance is corrected. Feedback should be information that highlights the relationship between what is expected and what has been accomplished after the work is performed or the action is taken. Feedback can take many forms; it can be informal or formal. It can be given as praise in the form of reward and recognition, or it can be corrective in the form of disciplinary or corrective action. See also: Exemplary Service Award | President's Excellence Awards | Staff Service Awards | Discipline and Dismissal Policy Development PlanningDevelopment planning is the process of creating experiences for your employees that promote skills and knowledge related to the position, as well as to professional growth. Development plans draw from the Performance Evaluation:
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Performance Management is an ongoing dialogue between manager and employee that links expectations, ongoing feedback and coaching, performance evaluations, development planning, and follow-up.| Updated |
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