Performance Management

Performance Management

The Performance Cycle

Please note the changes to the upcoming 2025–2026 Performance Cycle. Beginning in July, the performance management process for university staff will take place in Workday. You can learn more about the upcoming Performance Cycle and how to use Workday to complete the performance management process by checking out our Performance Management Resources below.

Establish Goals

JULY

Mid-Year Review

DECEMBER

End-of-Year Review

APRIL

Performance Management Resources

Resources for Check-Ins:

Job Aids for Competencies & Goals:

Performance Ratings

Performance ratings will appear in both the mid-year and end-of-year reviews within Workday and will be visible to both employees and managers. We believe this change will bring greater transparency to the process and help all employees better understand how their contributions are recognized and evaluated.

These performance ratings are designed to:

  • Continue to support meaningful and balanced conversations between employees and managers.
  • Provide clarity around performance expectations and outcomes.
  • Serve as one of several data points considered in merit decisions.
  • Extraordinary Contribution

    Extraordinary Contribution

    Definition: Performance that far exceeds job expectations and has a significant, positive impact on the team or organization. The employee proactively identifies opportunities, takes initiative, and contributes meaningfully to team and organizational success, elevating standards, mentoring others, and driving measurable improvements or breakthroughs. The employee demonstrates exceptional skill, leadership, and innovation.

    Behavioral examples:

    • Consistently delivers results that surpass goals or expectations
    • Creates or implements innovative solutions that improve operations or outcomes
    • Takes on additional responsibilities and actively develops others
    • Demonstrates thought leadership or influence beyond their immediate role
    • Recognized by colleagues and leadership for outstanding contributions
    • Operates autonomously and inspires excellence in others
  • Successful Contribution

    Successful Contribution

    Definition: Performance that consistently meets and sometimes exceeds job expectations. The employee demonstrates competence in their role, contributes positively to team goals, and shows initiative in their work.

    Behavioral examples:

    • Consistently meets deadlines and produces quality work
    • Follows established procedures and policies effectively
    • Actively seeks and applies feedback to improve performance
    • Communicates clearly and collaborates well with team members
    • Requires minimal supervision and often works independently
  • Growing Contribution

    Growing Contribution

    Definition: Performance that partially meets job expectations or meets them inconsistently and requires improvement in several areas. The employee may show potential and a willingness to learn, but needs additional support, training, effort, or experience to fully and consistently meet the requirements of their position. This rating can apply to both newer employees still developing in their role and employees with performance gaps. 

    Behavioral examples:

    • Meets some deadlines but struggles with time management
    • Completes assigned tasks with varying levels of quality
    • Shows interest in learning and improving skills
    • Requires regular guidance to understand or complete tasks
    • Demonstrates inconsistent communication or collaboration skills
  • Unsatisfactory Contribution

    Unsatisfactory Contribution

    Definition: Performance that consistently falls below expectations and requirements of the position. The employee demonstrates a lack of willingness or ability to improve despite feedback and support. Their work negatively impacts team or organizational goals. Corrective action is needed or already in place.

    Behavioral examples:

    • Frequently misses deadlines and produces poor quality work
    • Fails to follow established procedures and policies
    • Shows resistance to feedback and does not attempt to improve
    • Demonstrates poor communication and collaboration skills
    • Requires constant supervision and direction to complete basic tasks
  • Too New to Rate

    Too New to Rate

    Definition: This rating is intended for employees within their first 90 days of employment with the University, who are ineligible for merit, and for whom their manager does not have enough information to provide a performance rating. Managers should still provide feedback on the employee’s performance to date directly to the employee and document it using the Workday review.