Performance Management Program for Staff Employees Not Covered by a Union
About This Policy
- Date of Last Review/Update:
- Responsible University Office:
- Human Resources
- Responsible University Administrator:
- Vice President for Human Resources
- The University recognizes that effective two-way communication between managers and staff is necessary to create and maintain a productive work environment. Timely and meaningful feedback helps to ensure mutual understanding of work responsibilities and performance expectations and to foster employee development.
- To best achieve this environment, all operating units are to develop and implement a participative performance management program that will provide each employee with the feedback, planning, and development objectives described below.
- A performance management program developed pursuant to this policy is dimensionally different from performance appraisal, which focuses primarily on an annual evaluation form. Performance management, in contrast, emphasizes a continuous process of planning, communication, evaluation, and development.
- A performance management program should meet the following objectives:
- Timely and effective feedback—to enhance two-way communication regarding all aspects of job performance.
- Goal and objective setting/future planning—to clarify job expectations and performance standards.
- Development—to plan, discuss, and implement professional development.
- Activities undertaken as part of a performance management program should focus on the following:
- Defining and discussing the major duties of the position
- Establishing work priorities
- Developing/discussing performance standards and reviewing performance in relation to these standards
- Sharing ideas on better ways to do the job
- Addressing development needs
- Performance management must be based on criteria and standards that reflect the unique requirements of each position. The focus must be on behaviors and outcomes rather than on personality characteristics.
- A performance management program should provide for a feedback process and specific feedback procedures that are consistent with departmental needs. Employees will receive a copy of any document that is completed as part of this process. If the process includes written supervisory comments, employees will have the opportunity to include their own written comments.
- Performance feedback sessions should occur on an as-needed basis, with a minimum of one session annually and may be initiated by either the supervisor or the employee.
- University Human Resources is available to assist campuses and departments in the development and implementation of a performance management program through consultation and training.
- A performance management program is not corrective action as defined in the Corrective Action policy nor does the absence of a program affect the ability to take corrective action. Performance problems identified in a performance management program that are not corrected may be considered in determining whether to take corrective action.
- Disagreements about a performance management program, including the degree of formality or informality in which a program may be applied, are not subject to the Problem or Grievance Resolution. Any such disagreements should be addressed in consultation between the employee and the management of the department.