Performance management includes:

Planning – Supervisors should meet with employees to plan work and set expectations and S.M.A.R.T. goals that align with the department’s mission and the university’s strategic plan. S.M.A.R.T. goals are: Specific, Measurable, Achievable, Relevant and Time-oriented.

Monitoring – The supervisor should monitor the employee’s progress in performing work duties and responsibilities. Providing feedback on the employee’s performance should be done continually and not just at performance evaluation time. If the employee is performing satisfactorily, letting the employee know will engage the employee, which leads to increased productivity. If performance is below standard, the employee will have an opportunity to correct and improve performance.

Developing – The supervisor should develop the employee’s ability to perform. Types of development include:

• Formal training (classroom)
• Informal training (online)
• Coaching or mentoring (formal mentoring program or placement with a peer coach)
• New work assignments (for example, working on special projects)

Rating – The supervisor should conduct formal provisional (new hire) and annual evaluations of the employee’s performance. The annual evaluation should not be the first time the employee receives feedback on his or her performance. The annual evaluation should be used to summarize and rate the consistent performance of the employee from the previous calendar year.

Rewarding – The supervisor (depending on the budget) should make meaningful distinctions when giving merit increases. Merit increases should be granted to distinguish between different performance levels where the employee has consistently performed at a satisfactory level and above. Documentation should support compensation decisions.