Performance Management

The performance assessment and management process is an on-going process of five elements: planning, monitoring, developing, assessing, and rewarding.  Both the manager and the employee are involved in this process.

Performance assessment begins in July with the planning element.  Planning allows the manager and employee to establish performance standards and goals for the upcoming year. 

Once the performance standards and goals have been established, the manager and employee together monitor the status of the employee’s performance goals and accomplishments through communication and feedback.   

Development is also an on-going element of the performance assessment process involving both the manager and the employee to seek opportunities for professional development.  Professional development opportunities may assist in addressing either poor performance or allowing successful employees to grow further. 

The assessment element of the process happens in June.  During this process both the employee and the manager review the employee’s progress towards completion of performance goals for the year.  The employee completes the self-assessment form, while the manager completes the performance assessment review form.  Both the employee and the manager are reflecting on the employee’s achievements and performance throughout the year.  The last step in the assessment process is the performance assessment meeting between the manager and the employee, during which time the manager reviews the employee’s overall performance. 

Assessment Resources

The final element of the performance assessment process is the element of reward.  This process starts in mid-July, and requires managers to determine whether an increase should be given to the employee.  The employee will see any applicable increase on his/her September pay check. 

 Equity and Market Adjustments

The University, from time to time, budgets additional funds to address equity and market adjustments.  Equity and market adjustments can be used for addressing pay inequities caused by the competitive labor market forces, hiring decisions, or the reclassification of an employee’s job due to substantial changes in job responsibilities.  When there isn’t a University-wide budget available, equity and market adjustments will need to be funded by the requesting department’s budget.