Performance reviews are a collaborative conversation between a supervisor and an employee to reflect on accomplishments, discuss performance, and set goals for the future.
At the University of Iowa, staff participate in one annual performance review cycle, which begins in mid-April and ends on March 31 of the following year. Departments may set earlier internal deadlines to meet their operational needs.
Supervisor Performance Review Process
Step 1: Prepare for the Review
- Review the employee’s job description, goals, and any previous performance notes.
- Reflect on the employee’s accomplishments, challenges, and feedback from the past year.
- Identify key themes or examples you want to discuss—both strengths and areas for growth.
- Check whether the employee has started their self-review in the performance tool.
For P&S Employees:
Decide with the employee who will initiate the review. Typically, employees begin by completing the self-assessment, but you may start the review early to collect notes. If you initiate it, notify the employee to avoid duplicate reviews.
For Merit Employees:
Provide the employee with the Self-Assessment Template and upload the completed form to the performance tool once received.
Tip: Keep a management log for each employee to record accomplishments, challenges, recognition, and performance discussions throughout the year. This makes review preparation easier and ensures you capture performance patterns over time.
Step 2: Employee Self-Review
- Once the employee submits their self-review, read their comments carefully to understand their perspective and achievements.
- Note any differences between your observations and the employee’s self-assessment that you’d like to discuss during the meeting.
Step 3: Requesting Feedback
- Use the Request Feedback feature in the Performance Review Tool to collect this input. Only supervisors can send feedback requests.
- Discuss the process with the employee before sending requests so they know who will be contacted and why.
- Example request:
“Please describe your observations of [employee]’s strengths and areas for development, particularly related to their ability to meet deadlines.”
- Example request:
- Feedback gathered is intended to help you support your employee’s development. If someone providing feedback isn’t comfortable having their comments shared directly, you can summarize their input when discussing it with the employee.
Step 4: Complete the Supervisor Evaluation
- Provide written comments that highlight accomplishments, areas for development, and overall performance relative to expectations.
- Use specific examples wherever possible.
- Familiarize yourself with the performance descriptors and their definitions.
- Ensure your feedback is balanced, constructive, and forward-looking.
- If applicable, suggest development activities or resources that could support growth.
Step 5: Schedule and Conduct the Review Meeting
- Schedule a dedicated meeting with the employee to discuss the review.
- Create a comfortable environment for open, two-way dialogue.
- Focus on:
- Reviewing achievements and challenges
- Clarifying performance expectations
- Setting or refining goals for the next review period
- Discussing professional development plans
- Encourage the employee to share their own thoughts and ask questions.
- Emphasize partnership and ongoing communication.
Step 6: Finalize and Submit the Review
- After the meeting, make any final edits based on the discussion.
- Route the completed review for the employee’s acknowledgment in the performance tool.
- Remind the employee to electronically acknowledge the review in the system.
- Signing confirms that the meeting occurred—it doesn’t mean the employee agrees with everything written.
- Once both parties have signed, the review is complete. NOTE: If the employee doesn’t sign within 60 days after the review period ends, the review will still be uploaded to their ePersonnel file.
Step 7: Continue the Conversation
- Use insights from the review to guide regular check-ins throughout the year.
- Monitor progress on goals and provide real-time feedback and recognition.
- Connect employees to learning and development opportunities as needed.
- If performance concerns arise or additional support is needed, work with your HR representative. Learn more at Addressing Performance Concerns.
Important: Meet with employees regularly to discuss performance. Meeting only once a year doesn’t give employees enough opportunity to show growth, receive ongoing support, or get timely feedback.
Performance Review Supervisor Checklist
Get a detailed checklist of each step supervisors should take during this process
Performance Descriptors
Outstanding
This rating is typically reserved for an extraordinary year and is seldom achieved year after year.
- Considerably and consistently surpassed performance expectations and goals in all areas.
- Made a significant contribution to the department's and/or University's success through unique and exceptional accomplishments.
- Excelled significantly beyond their performance expectations and goals.
Exceeds Expectations
- Surpassed performance expectations and goals.
- Demonstrated unique understanding of work well beyond job requirements.
Successfully Meets Expectations
- Met job performance standards.
- Was reliable in attaining expected results, and the employee is capable and knowledgeable of their work.
- Work was completed on schedule with a high-degree of accuracy.
Needs Improvement
- Has not satisfactorily completed the assigned duties in some areas and needs to demonstrate improvement toward meeting performance standards.
- Work results were inconsistent.
Unsatisfactory
Must show immediate and significant improvement toward satisfactory achievement of performance standards in order to continue University employment.
- Has not met expected standards or goals set for the position.
- Does not demonstrate knowledge or ability to perform the majority of assigned duties.
No Rating
This is only visible in Merit reviews, and should only be used in special circumstances and with approval from your supervisor and HR Representative.
Performance Review Business Rules and Policies
Performance Review Cycle Dates
There is one annual performance review cycle for staff, which begins in mid-April and ends on March 31 of the following calendar year. Departments may establish internal deadlines within the performance review period to facilitate the needs and plans of the departments.
When a Review is Required (Trigger Dates)
A performance review is required, within the established cycle, for any staff member with continuous regular employment 3 months prior to the cycle end date. Continuous employment is defined as no break in service more than 10 days.
Departments have discretion to require performance appraisals be conducted on a more frequent basis to meet departmental needs or regulatory compliance.
Multiple Job Situations
Employees who hold multiple jobs, whether within the same department or in more than one department, are only required to have one review completed each cycle.
Multiple reviews may be completed in a performance review period if desired or warranted.
Compliance Requirements
- For a review to count as completed in a specific cycle, the review date on the form must be on or prior to the cycle end date.
- Ratings are required for all Merit and P&S employees.
- Ratings are optional for SEIU employees.
Employee Status Exceptions
UI requires reviews for all regular P&S/SEIU/Merit staff who are active, on paid leave, or on unpaid leave. Employees on complimentary appointments and Howard Hughes Medical Institute (HHMI) employees are excluded. Staff on leave who are not available to have a review may be identified as such in Self Service. Requests for this should be sent to the department HR Rep.
Official University Policy
The Policy Manual provides more details about performance review philosophy and policy in the Performance Review for University Staff section.