Performance management is an ongoing dialogue between managers and employees. It connects clear expectations, regular feedback, performance documentation, employee development, formal appraisals and follow-up.
Effective performance management happens throughout the year—not only during the annual appraisal.
Performance Management - All Employees
Define clear expectations for every position you supervise. Communicate them when an employee begins a role and review them at least annually.
Expectations should include:
- The purpose of the position;
- Key duties and responsibilities;
- Technical, interpersonal and conduct expectations;
- Performance standards, such as quality, quantity, timeliness, initiative and teamwork; and
- Relevant information from the employee’s position description.
Employees should understand what success looks like and how their performance will be measured.
Document employee performance consistently throughout the year. Record accomplishments, feedback, concerns and other significant work situations.
Ongoing documentation helps managers provide specific feedback and complete fair, accurate performance appraisals.
Tools
- Performance Discussion Worksheet
- Performance Meeting Outline
Give timely feedback that helps employees understand the difference between expected and actual performance.
Feedback may be:
- Informal or formal;
- Positive, such as praise and recognition; or
- Corrective, when performance or conduct does not meet expectations.
Feedback should be specific, connected to established expectations and followed by clear next steps when improvement is needed.
Work with employees to identify experiences, training and resources that strengthen job-related skills and support professional growth.
Development planning should consider:
- Performance goals;
- Skills or knowledge the employee needs to build;
- Performance concerns that need to be addressed;
- The employee’s interests and feedback; and
- Available learning, coaching or stretch opportunities.
Use performance appraisals and ongoing conversations to guide each employee’s development plan.
Performance appraisals compare an employee’s work with established expectations and performance standards.
Managers should:
- Evaluate new employees throughout the probationary period;
- Complete formal reviews as required;
- Evaluate eligible employees at least annually; and
- Use the appraisal conversation to recognize achievements, discuss concerns and plan for the next year.
Annual appraisals should conclude with a discussion of future expectations, performance standards, objectives and development goals.
The annual appraisal closes one performance cycle and begins the next.
Performance Management - Probationary Employees
At the beginning of employment:
- Review the university’s probationary employment policy.
- Provide the university and departmental position descriptions.
- Explain job duties, performance standards and how success will be measured.
- Discuss departmental expectations for attendance, breaks, leave requests, dress, conduct, safety and workplace procedures.
- Explain that failure to meet expectations during probation may result in termination.
Clarify whether the employee may use vacation during the probationary period.
Employees who have not previously completed 180 consecutive days of State of Texas service generally cannot use vacation during probation and will not receive payment for unused vacation if they separate during that period.
Employees who have already completed 180 consecutive days of state service may use vacation during probation and may be eligible for payment of unused vacation if they separate.
Observe performance closely and provide the training, resources and guidance the employee needs to succeed. Make yourself available for questions and communicate promptly when duties or priorities change.
Give regular, specific feedback so the employee understands what is going well and where improvement is needed. Do not wait until the end of the probationary period to address concerns.
Complete scheduled probationary performance reviews and document expectations, feedback and agreed-upon next steps.
Use the probationary period to determine whether the employee is meeting the requirements of the position and should continue university employment.
If an employee is not meeting expectations or may not be qualified for the position, contact your HR Business Partner promptly to discuss the appropriate next steps.
Clarification of Expectations and Corrective Action for Classified Employees
The Clarification of Expectations and Corrective Action process provides a structured, fair, and improvement-focused approach for addressing workplace performance or conduct concerns involving classified employees.
For employees:
- It helps clarify expectations.
- Provides timely feedback.
- Creates an opportunity to improve.
For supervisors, it provides a consistent framework for:
- Communicating concerns.
- Documenting important conversations.
- Supporting improvement.
- Determining next steps in alignment with applicable policy.
An early, supportive step used when expectations need to be reinforced, a concern is emerging, or early intervention may help resolve the issue.
During this step, the supervisor provides specific feedback, reviews the expected standard, and gives the employee a clear opportunity to improve before formal corrective action is considered.
For classified employees, formal corrective action may begin when a clarification of expectations has not resulted in sufficient improvement, when concerns continue, or when the seriousness of the issue requires formal documentation.
It includes three steps:
Step 1: Written Warning
Step 2: Final Warning
Step 3: Notice of Dismissal
Supervisors need to consult their Human Resources Business Partner before taking formal corrective action or moving forward with dismissal.
Contact HR Business Partnerships
The HR Business Partnerships team can help with:
Supporting leaders with employee and workplace matters.
Helping address performance and employee relations issues.
Assisting with hiring, staffing, and organizational changes.
Providing guidance on pay, positions, and HR policies.
Coaching managers and support employee development.
Connecting colleges, schools, and units with HR resources and expertise.
Performance Management Resources
Performance Appraisals
- Staff Performance Appraisal Guide
- University Performance Appraisal Instructions (PDF)
- Workday Process Overview for Employee Performance Appraisals
- University Performance Appraisal Form (PDF) (DOC)
- Employee Self-Appraisal Form (PDF) (DOC)
- Abbreviated Appraisal: Summary Version (Fillable MS Word Form)
- Abbreviated Appraisal: Questions & Summary Version (Fillable MS Word Form)