Performance Resources for Managers

  1. Performance reviews for 2022-2023 will be delivered to Managers’ Workday inbox on March 16, 2023. Please complete the evaluation and submit it to your Performance Partner for review and/or approval by May 5, 2023.
  2. Once approved by the Performance Partner, evaluations route to Employee and Labor Relations for final review and then to employees.
  3. Managers will receive a notification of employees’ receipt of the evaluation. 

Your assigned Assistant Director of Employee and Labor Relations is also available to assist you to prepare your conversations with staff about performance.

What is required as a Manager?
  • Have regular conversations throughout the year to review how well the employee is meeting performance expectations, or not, and review ways the outcome might have been enhanced.
  • Complete an Annual Staff Performance Evaluation form for employees, including an assessment of the staff member’s accomplishment of goals and key responsibilities, new skills demonstrated during the year, and your assessment of the staff member’s mastery of the University’s core competencies.
  • The core competencies are generally required of all Brown staff. When reviewing the core competencies as you prepare the evaluation, it’s helpful to include examples to support your assessment. Talk with your Human Resources Employee Relations representative if you plan to assess an overall rating of “requires improvement” for any staff member. Evaluations with this rating require approval from University Human Resources in advance of submitting the evaluation to the employee, as well as a discussion with your Employee Relations representative to plan next steps to address performance issues.
Annual evaluation Forms

Two versions of the Annual Staff Performance Evaluation form are available. Each form addresses all aspects of an employee’s performance, and should guide an open and honest conversation with your staff members about performance. You are required to use the same form for all ’similarly situated’ employees in you department, i.e., all staff at the same job grade, or all staff performing similar work, having the same job title or reporting to the same supervisor.

Competency Form

The Competency-Based form provides the opportunity to evaluate individual job skills and approaches to work, and comment on each. This approach to discussing performance may help clarify for staff members how their work compares to department standards, and identify specific areas where their contributions have met, exceeded, or not met standards. 

Access sample Competency Based Performance Review Form

Narrative Form

The Narrative form provides the opportunity to review an individual’s performance more comprehensively, giving managers an opportunity to discuss performance on work projects and outcomes and referencing individual competencies without focusing on them individually.

Access sample Narrative Performance Review Form

Tips for Writing a Performance evaluation
  • Encourage and/or remind your employees to submit a self-appraisal. They should document positive occurrences such as completed projects, and developmental opportunities so that along with your observations, you will have a comprehensive look at the employee’s performance during the time period that your discussion covers.
  • The employee should never hear about positive performance or performance in need of improvement for the first time at your formal performance discussion meeting, unless it is new information or insight. Effective managers discuss both positive performance and areas for improvement regularly, even daily or weekly. Aim to make the contents of the performance review discussion a re-emphasis of critical points.
  • Avoid focusing on the most recent or memorable activities as the sole basis for the review. Recent events color your judgment of the employee’s performance. Instead, you are responsible to document positive occurrences such as completed projects, and negative occurrences such as a missed deadline, during the entire period of time that the performance review covers.
  • Where appropriate, solicit feedback from colleagues who have worked closely with the employee. Start with informal discussions to obtain feedback information.
Tips for Performance evaluation Discussion

Never go into a performance review without preparation. If you wing it, performance reviews fail. You will miss key opportunities for feedback and improvement and the employee will not feel encouraged about their successes.

When you meet with the employee, spend time on the positive aspects of their performance.
In most cases, the discussion of the positive components of the employee’s performance should take up more time than that of the negative components. For your above average performing employees and your performing employees, positive feedback and discussion about how the employee can continue to grow their performance should comprise the majority of the discussion. The employee will find this rewarding and motivating.

Address areas of performance that need improvement.
Don’t neglect the areas that need improvement. Especially for an underperforming employee, speak directly and don’t mince words. If you are not direct, the employee will not understand the seriousness of the performance situation. Use examples from the whole time period covered by the performance review.

The spirit in which you approach this conversation will make a difference in whether it is effective.
If your intention is genuinely to help the employee improve, and you have a positive relationship with the employee, the conversation is easier and more effective. The employee has to trust that you want to help them improve their performance. They need to hear you say that you have confidence in their ability to improve. This helps them believe that they have the ability and the support necessary to improve.

Conversation is the keyword that should define a performance review meeting.

If you are doing all of the talking or the meeting becomes a lecture, the performance review is less effective. The employee will feel as if they were yelled at and treated unjustly. This is not how you want employees to feel as they leave their performance reviews. 

You want an employee who is motivated and excited about his ability to continue to grow, develop, and contribute. Aim for performance review meetings in which the employee talks more than half of the time. You can encourage this conversation by asking questions such as these:

  • What three things are you most proud of in your work?
  • What are your three most challenging opportunities in your work?
  • What do you need to overcome these opportunities from me or the department?
  • What are you going to do to overcome these opportunities? (you should get a time commitment )

Performance Management Toolkit for Managers

  • This self-directed module provides tools, resources, tips, and best practices for preparing and communicating an effective performance evaluation with your team members.

Comprehensive Performance Management Guide

Full Submission and Review Process

Office Hours

  • If you are interested in scheduling a one-on-one consulting session with a member of the UHR Employee and Labor Relations office to ask questions about the performance appraisal process, including the training materials and resources, please email [email protected]. A reply will be delivered within 24 hours of receipt.