Performance Management at UTC

A summary of the UTC Staff Performance and Development Review policy and procedure can be viewed HERE.

What is Performance Management?

Performance management is the systematic process by which an organization involves its employees in improving organizational efficiency and effectiveness in the accomplishment of the organization's mission and goals through ongoing communication.

According to best practice, employee performance management includes a cyclical process of:

UTC Performance Management Cycle

1. Planning work through setting goals and expectations

  • Define job criteria by which performance will be measured based on job description/position description questionnaire (PDQ)
  • Establish performance standards and goals/objectives

Setting performance standards and goals/objectives that are directly linked to the employee's job responsibilities assists the employee in understanding what needs to be accomplished to be successful in the job. Communicating specific standards/goals and desired results for the employee to work towards during the annual review period is an essential step to successful performance management. You may choose to use the supplemental Goals and Objectives Form to assist in identifying such goals and objectives.

When setting individual employee performance standards and/or goals/objectives, it is important to ensure that each is aligned with the departmental, division, and university mission, performance standards, and goals/objectives.

  • Communicate expectations to employees
  • Rework objectives of performance standards if necessary

Interim performance reviews (quarterly, bi-annually, etc.) can be useful to determine if any of the originally established performance standards and/or goals/objectives need to be revised based upon changes in job responsibilities. Interim performance discussions can also assist in providing opportunities for ongoing feedback.

2. Performance Coaching

  • Continually monitoring performance
  • Giving effective feedback to promote growth and development
  • Developing the capacity to perform

The Individual Development Plan (IDP) form can be used as a resource for developing employee-specific plans to obtain necessary knowledge, skills, abilities, or experiences needed to enhance job performance and goal attainment.

  • Document discussions and progress

The Individual Development Plan (IDP) and Goals and Objectives Forms may be useful resources for documenting the ongoing performance coaching discussions and agreed upon action plans between supervisor and employee. These supplemental forms should be maintained and updated throughout the year to provide a record of performance and progress towards goals at the end of the annual review period. Information from these forms may be used to support the final Performance Review Summary Form that is submitted to Human Resources for retention in the permanent personnel file. All supplemental forms utilized throughout the year may be attached to the Performance Review Summary Form and submitted for retention in the employee's personnel file.

3. Annual Performance Reviews

  • Annually assessing performance, following UT performance review process

The recommended UTC Performance Review Procedure is:

  • First

Supervisors should ask employees to complete a self-evaluation of the employee's performance. The Staff Self Evaluation Form may be used for this purpose. In addition to this supplemental form option, the Peer 360-Degree Review Form may be used to obtain the perspective of the employee’s performance from a supervisor, peer, or subordinate (or all three!).

The Staff Performance Report and Development Proposal Form may also be used in lieu of or in addition to the Staff Self Evaluation Form at the supervisor's discretion. This form allows the employee to provide a self-report of performance accomplishments during the review period and propose professional development opportunities they would like to pursue during the next review period.

  • Second

The supervisor completes the Performance Review Summary Form to provide an evaluation of the employee's performance during the review period with respect to five key performance elements. For employees with supervisory responsibilities the supplemental Supervisory Addendum Form may be used to evaluate key supervisory performance elements (Planning & Organization, Performance Management, and Control) in addition to the five general performance elements evaluated for all employees.

To ensure consistency and accuracy, the supervisor should discuss the employee's performance review with his/her immediate supervisor. (This provision does not apply to executive-level supervisors who report directly to the Chancellor and Vice Chancellors.)

  • Third

The supervisor schedules a meeting with the employee to discuss the written performance review and provides the employee with a copy of the performance review prior to the meeting.

  • Fourth

The supervisor and employee meet to discuss the employee's performance during the previous calendar year. Such discussion may include job duties, performance standards/expectations, goals/objectives, and professional development plan for the employee.

The Performance Improvement Plan (PIP) Form must be completed for any employee receiving a summary performance rating of 9 or below and is strongly recommended for an employee receiving a 14 or below. The Individual Development Plan (IDP) may be used for any staff member with rating of 10 or above to assist in planning for ongoing professional development opportunities. The IDP document may be used as a developmental goal setting tool during each annual performance review meeting or as Performance Coaching tool as developmental needs arise throughout the review period.

  • Finally

Following the formal annual performance review meeting, the supervisor makes any necessary adjustments to the written Performance Review Summary Form, signs the performance review and presents it to the employee for signature. After the employee has signed the performance review, the supervisor submits it to the supervisor's immediate supervisor for review and signature. After obtaining all required signatures, the supervisor submits the Performance Review Summary Form with any attachments or supplemental forms that were utilized to Human Resources for review and entry in IRIS and for retention in the employee's personnel file. Human Resources will return to the department any Performance Review Summary Form without all required signatures.

*Note: The Performance Review Summary Form is the only document required by UT Performance Review policy to be completed and submitted to Human Resources for retention and record keeping. However, any supplemental performance management document listed above that is utilized to formally review employee performance and establish performance standards/expectations and goals/objectives, may also be submitted for retention in the employee's personnel file at the supervisor's discretion.

  • Rewarding good performance

Employee recognition is not just a nice thing to do. Employee recognition is a communication tool that reinforces and rewards the performance standards and behaviors that drive organizational performance and effectiveness. A helpful tip for successful reward/recognition of good performance is to recognize and praise the performance close in time to when the behavior was displayed or the performance occurred. In order to provide such immediate feedback, supervisors must continuously monitor performance. The annual performance review meeting, interim performance review meetings, and other team/departmental meetings are great opportunities to reinforce good performance through recognition.

Because performance management is viewed as a continuous cyclical process, following the annual performance review meeting and evaluation of performance during the previous review period, the supervisor should repeat the process by revisiting the elements of Step 1 (Planning Work through setting goals and expectations) for the next review period. Referring to the employee's PDQ and completing a revised Goals and Objectives Form may assist in beginning the performance management cycle for the new performance review period.

Each element of the performance management cycle is essential in ensuring ongoing employee and organizational development through effective communication between employees and their supervisors.

**Each Performance Management PDF Form linked among the text above must be saved to your computer in order to open the document and utilize the text-entry data fields.**

To download a Microsoft Word version of a form click the link below:


Heathfield, S. M. (2014). 5 Tips for Effective Employee Recognition. Retrieved from here.

U.S. Office of Personnel Management. Retrieved from here.

UT Compensation Training - Performance Management: Link to Compensation (October, 2013).