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.

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.

If, as a result of the performance review process, you have a disagreement with your supervisor about the quality or quantity of your work, you should document your observations and ask that they be filed with your annual review.

A performance review encourages information sharing. It should help the department set realistic and achievable goals while clarifying expectations and standards, and establish direction and foster progress. It also serves as an opportunity to affirm your needs as an employee and share your insights.

Many people have negative expectations for performance reviews. Ideally, performance reviews will increase everyone's effectiveness by helping the supervisor identify unanswered needs in the unit and by helping solidify the employee's goals and projects.

You have a right to receive written feedback on your performance. If your supervisor does not approach you about conducting a review, you should initiate the process.

Your supervisor will maintain a copy in your personnel file, to which you have access. Co-workers should not have access to your individual performance review. Your supervisor may be asked to send copies of individual reviews to their supervisor/department head. Other departments may only require that the supervisor supply the date that the performance review occurred. This record should be kept as a part of your personnel record maintained on HR web applications.

Your first contact is your unit Human Resources representative. Staff members seeking more information about the performance management process and how reviews are conducted may contact UI Learning and Development at 319-335-2687.