Connect to Perform Process

Start here: Review this 1-Page Overview of how the performance management process is recorded in the PeopleSoft Performance Document

PeopleSoft Help: Learn how use online performance documents. Access the training 

Learn about performance conversations: Access short online courses on setting goals, holding one-on-one meetings, giving and receiving feedback, holding career discussions, creating development plans, and holding an annual review meeting. Get Started 

Dealing with performance concerns: If you have concerns about employee performance, consult with your HR Partner or Advisor and consider using this diagnostic tool for determining the root cause.

When to Set goals: At the beginning of the performance year, starting in July, managers meet with their direct reports to confirm job expectations and set goals for the coming year (new hires should establish expectations and goals within two months of hire). Goals and expectations are recorded in the PeopleSoft performance document.

Types of Goals: Performance goals/expectations can be divided into two categories: Commit Goals, and Stretch Goals. Learn more 

Best practices: When discussing goals, try to connect them to goals of your team, faculty, or unit. Setting goals is an ongoing process; as part of your regular one-on-one meetings, plan to revisit goals to make adjustments as needed.

One-on-one meetings are the cornerstone of successful teams, a management best-practice, and are encouraged for teams of all sizes.

What are one-on-one's? On a regular basis throughout the year, managers meet with their direct reports one-on-one to to have informal 'check in' discussions. The main purpose of holding regular check-in meetings is to mutually “take stock” of how things are going, constructively share feedback and observations, and get re-aligned (if necessary) on goals and priorities.

What should we talk about? The focus of this meeting should be on progress towards current work and projects, goal completion and successes to date, any challenges encountered and support needed to overcome them, as well as any necessary revisions to goals. Because this is a two-way dialogue, at least 50% of the meeting time should be allocated to the questions or concerns of your direct report.

How often? How long? We recommend 30-60 minutes per meeting, occurring every two weeks, every month, or (at minimum) every two months. Plan to hold a minimum of six one-on-one conversations per year.

In the late spring, typically in May or June, managers meet with their direct reports for a formal meeting to consider the past year and assess overall performance.

Prepare for the review meeting:

• Managers schedule the review meeting with their direct reports, selecting a date/time that is unlikely to be moved or cancelled.
• Both the employee and their manager should review the job profile, goals, and expectations that were set at the outset of the year, and any notable accomplishments. If necessary, the manager can collaborate with their HR Advisor to update the job profile.
• As needed, managers should review the assessment guidelines for special review circumstances (ie: in the case of new hires, leaves, and secondments).
• The manager launches the annual assessment in PeopleSoft, allowing the employee to complete the self-assessment. The manager may choose to begin recording their own ratings and comments in advance of the meeting.
• Managers should confirm that their recommended rating is appropriate by speaking to their senior leader.

During the review meeting

• The review meeting is a collaborative discussion regarding performance in relation to the expectations and goals that were established at the outset of the year, accomplishments, and development activities that were completed. 
• If the overall performance rating has been approved by the senior leader, the manager is encouraged to share this rating with their direct report during the meeting.

After the review meeting

• The manager completes their assessment in PeopleSoft and clicks 'share with employee'.
• The employee will then review and 'acknowledge' the document by clicking the 'acknowledge' button.
• Note that acknowledgement indicates that the employee has had the opportunity to review and discuss their performance review with their manager; it does not necessarily imply agreement with the contents of the review.
• Once acknowledged, the document is saved to history for future viewing.

An important part of managing performance is for managers to regularly recognize their direct reports for their contributions, efforts, and impact. Employees are also encouraged to recognize their peers and manager, as part of fostering a strong team environment.

Recognition comes in many forms, big and small! The U Matter website provides information and tools to help you get started and maintain a practice of employee recognition, including a manager's recognition toolkit.