Performance Review

Overview

Performance reviews are a two-way dialogue between supervisor and employee to discuss performance over the last year and set goals for the coming year.  They are required annually and are designed to improve job quality, work performance and provide an opportunity to discuss possible development options.

Essential Elements of the Performance Review

  • A back-and-forth conversation between employee and supervisor
    • Discuss the longer term, aspirations, development, etc.
    • Discuss resource needs, the support employee would like from supervisor
  • Review last year’s performance
  • Set goals for the upcoming year

Performance Review Period

The UI performance year begins on April 1 and ends on March 31 the following year (e.g. April 1, 2013 to March 31, 2014). Annual performance reviews (or an update to the annual review) must be completed before March 31 of each year.

Recording Annual Performance Review Dates

In Self Service, the date of the last performance review, as well as the name of the reviewer, can be found. A field for the performance descriptor information has been added, required for Professional and Scientific non-bargaining unit staff only. The HR representative is responsible to keep that information current and to ensure that an annual performance review is occurring. Access is limited to only those with appropriate security.

Frequently Asked Questions

In an ideal work situation, coaching takes place every day. The performance review form should incorporate steps and goals that have been decided over the last twelve months. A written performance review, with a face-to-face discussion, should take place once a year.

The performance review document is a visible part of a larger performance management process. If the process is not in place, simply completing a form is unlikely to change behavior or results.

Evaluate your attitude towards your employees.

Effective supervisors:

  • Treat employees as a valuable resource with untapped potential;
  • Believe that people want to excel;
  • Empower people through counseling, guidance and support; and
  • See performance review as a means to develop employee potential.

Conflict advice:

  • Establish your goals.
  • Make clear that your purpose is not to judge or criticize but to improve performance.
  • When dealing with substandard performance, be specific regarding changes needed and what will be considered acceptable performance.
  • Ask for the employee's help in solving the problem.
  • Ask the employee questions to better understand the level of performance.
  • Don't assume you have all the answers.
  • Encourage the employee to work toward solutions.
  • Help build solutions.
  • Identify ways to create specific improvement.
  • Plan to meet in the future to check progress. Create a plan for follow up and stick to it.
  • Document plans and agreements.

Your immediate supervisor or your primary supervisor in a situation where there is more than one supervisor.