Performance Management

All staff performance is documented in SpriggHR. The convenience of an on-line tool allows easy access and tips for use in assessing and developing individual performance. The tool may be used as frequently as every day to document ongoing employee performance.

The Basics

 

Why Review?

  • Formal acknowledgement of ongoing process of performance management
  • Documentation for mutual understanding of results, goals and expectations
  • Support of retention requests, career paths, promotions, improvement plans, and discipline situations

The Minimums

The following will be evaluated using the 1-5 rating scale along with comments and examples of actual performance:

  • Goals (1 minimum)
  • Competencies (core behavioral and 3 assigned by job family)
  • Discussion points

Ratings

5 – Distinguished contributor
Employee consistently exceeds expectations in all aspects of responsibilities at all times. Possesses the skills, ability, and initiative to achieve and continually produce above expected standards. Is self-directed/motivated to accomplish own expectations and contributes to the overall mission through accomplishments in areas outside of direct responsibility.

4 – Exceptional contributor
Employee exceeds expectations in some areas some of the time. Work is of good quality, efficient and exceeds standards in most areas of responsibility. Employee has initiative, ability and skills possessed to exceed a majority of expectations.

3 – Fully contributing
Employee meets all performance expectations of position. Results of work efforts are quality work, achieved efficiently, skills are maintained or continually updated. No areas of performance are less than the standard or planned goals.

2 – Needs Development/Progressing
New in position and unable to fully evaluate. Learning scope of job expectations and developing skills to meet expectations and standards of position.

1 – Needs Development/Not Progressing
On performance improvement plan (does not meet one or more expected standard of work performance for position)


Competencies

Competencies are measurable knowledge, skills, abilities and behaviors that demonstrate the “how” as opposed to the “what” of performing job tasks.

Behavioral Competencies – What we all do

  • Accountability – Demonstrates a high level of dependability responsible for keeping one’s promise to the mission of UT through ownership and quality of personal work.
  • Adaptability – With a positive attitude, respond to change with willingness to learn new ways to accomplish objectives.
  • Collaboration – Actively engage with others to value alternative perspectives and talents. Promote inclusivity and foster communication.
  • Integrity – Represents the UT community in a positive and respectful light while exhibiting moral character.
  • Professionalism – Constantly projects a positive image of self and the organization through courteous interactions, strong work ethic and sound judgement.
  • Valuing Diversity/Inclusiveness – Recognizing, respecting and including the value of individual differences at all levels of the organization in support of a diverse workforce.

Functional Competencies – by Job Family

  • Administrative – Communication, Dependability and Teamwork
  • Alumni Affairs/Relations – Communication, Creativity/Innovation and Teamwork
  • Communications – Attention to Detail, Communication and Creativity/Innovation
  • Development – Communication, Creativity/Innovation and Teamwork
  • Finance/Operations – Attention to Detail, Customer Service and Teamwork
  • Executive/Leadership – Communication, Decision making/Judgment and Leadership

Definitions of Competencies (pdf)


Timeline of Reviews

Introductory reviews are due at the conclusion of the initial six months of employment. The leader will get a reminder from UTFI human resources at the conclusion of month 5.

The formal annual performance review is based on a fiscal year and completed for the year ending June 30.

Documentation in SpriggHR should be completed no later than August 31.
Want to attach supporting documents? Email hr@utfi.org.

 

Log Into Sprigg

 

Introductory Review

 

Introductory Review: For Leader

Planning

Initial Meeting
Within the first two weeks of hire meet to discuss the job responsibilities and expectations of performance. All staff are measured on the minimums. Review the following before developing goals: overall unit goals and objectives, individual need this positon will fulfill.

Assign goals
Using SMART goals, assign the goals to accomplish in the first six months of employment. Some suggested goals:

  • Goal 1 – Understand the core expectations of job functions
  • Goal 2 – Training -complete all necessary training as required by job (ANDI, Prospect Management, IRIS, Time Entry, SpriggHR, Travel, etc.)
  • Goal 3 – Understand the organization structure of the Foundation, unit, college, etc.
  • Goal 4 – Meet the team – meet critical players for the role – coworkers the staff will interact with, leadership, deans, college personnel, board members, etc.
  • Goal 5 – Metrics – If metrics are expectations of a position, they should be included when reviewing responsibilities with staff from the first day on the team.

Weights
Goals and competencies will be weighted. The assigned number (1-10) calculates how heavily each will be considered towards the final score.

Expectations
Discuss your expectations of check-in meetings and goal progress updates. (i.e. Will you meet weekly, monthly? Do you want progress updates on goals 2 or 3 times over the introductory six month period?)

Competencies
Review with the new staff assigned core behavioral and job family competencies. Discuss how performance will demonstrate competency expectations. Want more than assigned competencies? See competencies for others you may choose. Request assignment of addition competencies via email to hr@utfi.org.

Self-evaluation
While not required, would you like the feedback from the staff on how they think they are performing or areas of opportunity or growth they see or desire?

Ongoing

Coaching
Through ongoing discussion and coaching during the year, an employee should not be surprised by something on the review. Refer to performance coaching under leaders corner in SpriggHR. Do not wait until review time to address an area of concern or a discipline situation.

Document
Document meetings and performance in the notes section of SpriggHR for easy reference when completing the overall review. Manage notes for yourself or for those reporting to you in a private space only accessible to you.

Goal progress updates
As agreed upon in the initial meeting, updates should be provided for goals. You may request updates or let the employee be responsible to update goals.

Check-in meetings
Meet with your new employee on a regular basis in the first six months as agreed upon at your initial meeting.

The Actual Review

  • Set the meeting at month 5 to complete by the end of the 6 month introductory period
  • Request the Self-Evaluation (if using for employee input)
  • Rate the goals
  • Rate the competencies
  • Complete the discussion questions
  • Submit the review
  • Meet
  • Summarize the meeting
  • Submit the review for final signatures
  • Sign the form to complete

Sprigg Leader Goals (ppt)
Sprigg Leader Notes (ppt)
Sprigg Leader Conduct a Review (ppt)


Introductory Review: For Employee

Planning

Initial Meeting
Plan to meet with your leader to discuss the job responsibilities and expectations of performance. All staff are measured on the minimums.

Assigned goals
Using SMART goals, you will be assigned goals to accomplish in the first six months of employment. You might expect goals like:

  • Goal 1 – Understand the core expectations of job functions
  • Goal 2 – Training -complete all necessary training as required by job (ANDI, Prospect Management, IRIS, Time Entry, SpriggHR, Travel, etc.)
  • Goal 3 – Understand the organization structure of the Foundation, unit, college, etc.
  • Goal 4 – Meet the team – meet critical players for the role – coworkers the staff will interact with, leadership, deans, college personnel, board members, etc.
  • Goal 5 – Metrics – If metrics are expectations know what those are and plan what steps you need to accomplish those.

Expectations
Understand your leader’s expectations of check-in meetings and goal progress updates. (i.e. Will you meet weekly, monthly? When do you provide goal updates over the introductory six month period? Will you enter updates or will your leader request updates?)

Competencies
Understand your assigned core behavioral and job family competencies and the expectations of your leader. See competencies.

Self-evaluation
While not required, does your leader expect a self-evaluation? If so, you can begin one and document your progress over time. List how you are performing or areas of development opportunity or growth you desire.

NOTE: Do not start a self-evaluation unless you intend to finish it or intend for UTFI HR to delete it. An incomplete self-evaluation hinders the ability for a manager and employee to complete and sign-off on a review.

Ongoing

Coaching
As you receive ongoing coaching during the year, ask questions to understand expectations. Develop and take steps towards areas for improvement. Take initiative.

Document
Manage notes to document meetings and performance highlights in SpriggHR for easy reference when completing your self-evaluation. These are in a private space only accessible to you.

Goal progress updates
As agreed upon in the initial meeting, provide goal updates as expected by your leader.

Check-in meetings
Meet with your leader on a regular basis to seek clarification and seek understanding.

The Actual Review

  • Complete the Self-Evaluation (if requested of your leader)
  • Attend the performance review meeting
  • Sign the form to complete

Sprigg Staff Goals (ppt)
Sprigg Staff Notes (ppt)
Sprigg Staff Complete a Self Evaluation (ppt)

 

 

Year End Review

 

Year End Review: For Leader

Planning

Meeting
At the previous year end meeting you will have set expectations and goals of performance. All staff are measured on the minimums. Review the following before developing goals: overall unit goals and objectives, individual need this position will fulfill.

Assign/request goals
During the previous year end meeting, using SMART goals, assign the goals to accomplish over the next FY. Or, request that the reporting staff input the agreed upon goals for your approval.

Weights
Goals and competencies will be weighted. The assigned number (1-10) calculates how heavily each will be considered towards the final score.

Expectations
Discuss your expectations of check-in meetings and goal progress updates. (i.e. Will you meet weekly, monthly? When do you expect progress updates on goals? You may request updates as you wish.)

Competencies
Review with the staff assigned core behavioral and job family competencies. Discuss how performance will demonstrate competency expectations. Want more than assigned competencies or to change the additional competencies you may have assigned last year? See other competencies you may choose. Request competency changes via email to hr@utfi.org.

Self-evaluation
While not required, would you like the feedback from the staff on how they think they are performing or areas of opportunity or growth they see or desire?

Ongoing

Coaching
Through ongoing discussion and coaching during the year, an employee should not be surprised by something on the review. Refer to performance coaching under leaders corner in SpriggHR. Do not wait until review time to address an area of concern or a discipline situation.

Document
Document meetings and performance in the notes section of SpriggHR for easy reference when completing the overall review. Manage notes for yourself or for those reporting to you in a private space only accessible to you.

Goal progress updates
As agreed upon in the previous FY review meeting, updates should be provided for goals. You may request updates or let the employee be responsible to update goals.

Check-in meetings
Meet with your employee on a regular basis throughout the review year.

The Actual Review

  • Set the meeting at conclusion of FY
  • Request the Self-Evaluation (if using for employee input)
  • Rate the goals
  • Rate the competencies
  • Complete the discussion questions
  • Submit the review
  • Meet
  • Summarize the meeting
  • Submit the review for final signatures
  • Sign the form to complete

Sprigg Leader Goals (ppt)
Sprigg Leader Notes (ppt)
Sprigg Leader Conduct a Review (ppt)


Year End Review: For Employee

Planning

Meeting
At the previous year end meeting you set expectations and goals of performance. All staff are measured on the minimums.

Assigned goals
Using SMART goals, you may be assigned goals or requested to submit goals to accomplish over the next performance year.

Weights
Goals and competencies will be weighted. The assigned number (1-10) calculates how heavily each will be considered towards the final score.

Expectations
Understand your leader’s expectations of check-in meetings and goal progress updates. (i.e. Will you meet weekly, monthly? When do you provide goal updates over the current review year?)

Competencies
Understand your assigned core behavioral and job family competencies and the expectations of your leader.

Self-evaluation
While not required, does your leader expect a self-evaluation? If so, you can begin one and document your progress over time. List how you are performing or areas of development opportunity or growth you desire.

NOTE: Do not start a self-evaluation unless you intend to finish it or intend for UTFI HR to delete it. An incomplete self-evaluation hinders the ability for a manager and employee to complete and sign-off on a review.

Ongoing

Coaching
As you receive ongoing discussion and coaching during the year, ask questions to understand expectations. Develop and take steps towards areas for improvement. Take initiative.

Document
Manage notes to document meetings and performance highlights in SpriggHR for easy reference when completing your self-evaluation. These are in a private space only accessible to you.

Goal progress updates
As agreed upon in the initial meeting, provide updates as expected or requested by your leader.

Check-in meetings
Meet with your leader on a regular basis to seek clarification and seek understanding.

The Actual Review

  • Complete the Self-Evaluation (if requested of your leader)
  • Attend the performance review meeting
  • Sign the form to complete

Sprigg Staff Goals (ppt)
Sprigg Staff Notes (ppt)
Sprigg Staff Complete a Self Evaluation (ppt)

 

 

Tips for Reviews

 

Tips for Leaders

Notes
Make notes on information throughout the year based on individual performance. These are private to you. This will assist when preparing for the overall performance review. In SpriggHR you can attach documents (Step 6 on Leader Notes) of support. Include detail that identifies successes and items for improvement or critical incidents. Notes may be used in support of requests for retention, promotion, reassignment, improvement and discipline situations. If you prefer you can initiate a review and keep the document open all year. As you complete information following regular meetings, you will be prepared at review time to finalize the review.

Discussion fields
Use of the comment section is required for support of the ratings assigned. Be honest and list specific examples of performance. Include areas that the employee exceeds and, if needed, areas for improvement. Comments allow mutual understanding and knowledge of performance.

Surprises
Through discussion and coaching during the year, an employee should not be surprised by something on the review. Refer to performance coaching under leaders corner in SpriggHR. Do not wait until review time to address an area of concern or a discipline situation.

Avoid the following approaches

  • Halo/Horn Effect – rate employees the same on every trait
  • Central Tendency – lack of rating differentiation between employees
  • Leniency – avoids honest ratings to avoid conflict
  • Recency – narrow focus on recent events
  • Similarity/Like me – favorable rating to employees who have similar values or interests to the rater
  • Constancy – rate employees via rank order

Saving the file
You can work on the review and save anytime you need to leave the file and complete at a later time.

Skip Evaluating
You can skip evaluating an item however, you will need to complete it to finalize the review.


Tips for Employees

  • Seek regular feedback from your leader.
  • Take initiative to work with your leader to set SMART goals and to understand performance expectations.
  • Set and or respond to target dates for goal progress updates and completion dates.
  • Do not start a self-evaluation unless you intend to finish it or intend for UTFI HR to delete it. An incomplete self-evaluation hinders the ability for a manager and employee to complete and sign-off on a review.

 

 

A Sample Review

 

COMING SOON

 

 

Additional Features

 

  • Development Planning
  • Check-in Meetings
  • Feedback
  • Performance Improvement Plan

Contact UTFI HR for any questions at hr@utfi.org.

 

CONTACT US

General Information
hr@utfi.org

UTFI HR Staff
Direct Contact Info

Questions or Concerns?
Anonymous Feedback Form

QUICK LINKS

NEWS