The document provides an overview of the University's performance management program and process options. It discusses the evolution of the program to include online forms through Workday, outlines a three-phase process of goal setting, mid-year calibration, and year-end review, and describes two process options - a manual performance evaluation framework or an automated Workday execution. Resources like checklists, the competency model, and quick reference guides are available to support the performance management cycle.

1. Performance Management
Program Overview & Process Options
October, 2017

2. Agenda
2
• Introductions
• Part 1: Performance Management: Program Overview
– Program Evolution
– Three Phases
– Goal Setting
• Part 2: Performance Management: Process Options
– Option 1: Performance Evaluation Framework
– Option 2: Workday Execution
• Example Timeline
• Resources

3. Introductions
3
• Name
• Unit or division
• Tenure at University
• How you or team currently use Performance Management

4. Part 1: Performance Management: Program Overview
4

5. HR Partner Feedback
• Need for additional resources,
especially surrounding people
manager and employee roles
• Need for universal University
competencies
• Need for greater levels of
transparency
• Need for online vs. paper forms
5
3
Talent & Rewards
• Created checklists for HR Partner,
People Manager and Employee
• Aligned staff competencies with
officer competencies
• Continue outreach efforts via lunch &
learns and unit specific training
sessions
• Pilot program in Workday last year;
this year expanded invitation
throughout campus
Program Evolution: We Listened

6. 6
Goal Setting
&
Development
Planning
Mid-Year
Calibration
Year-End
Review
• Performance Management is an
ongoing process involving
feedback, coaching and
recognition.
• Effectively manage performance
by acting with purpose to
enhance competence,
confidence and capability.
• Three key phases throughout
the year help maintain a focus
on building talent and driving
results through employee
contributions.
Overview

7. 7
Purpose: Clarify and align goals for the year
• Set clear and measurable goals; define expectations
• Discuss University wide competencies; identify development opportunities and
interests in both the short (current role) and longer term (career goals)
Goal Setting
&
Development
Planning
Mid-Year
Calibration
Year-End
Review
Phase 1: Goal Setting & Development Planning

8. 8
Purpose: Informal discussion to solicit and provide feedback, coaching, guidance
and recognition for contributions
• Discuss progress on performance, goals, and competencies; recognize
accomplishments and identify challenges
• Calibrate on goals for the remainder of the year and adjust plans as needed to
accurately reflect changes to expectations and priorities
Goal Setting
&
Development
Planning
Mid-Year
Calibration
Year-End
Review
Phase 2: Mid-Year Calibration

9. 9
Purpose: Discuss annual performance in relation to goals, competencies,
and development plans
• Identify and celebrate achievements (inclusive of goal delivery and competency
demonstration)
• Assess performance of goals and competencies and determine performance
ratings
Goal Setting
&
Development
Planning
Mid-Year
Calibration
Year-End
Review
Phase 3: Year-End Review

10. Goal Setting: A Balance
10
Results
Achieved
Competency
Demonstration

11. Goal Setting: University Competency Model
11
Strategic Vision
Diversity &
Inclusion
University
Stewardship
Discovery & Innovation
Courage & Conviction
Partnership & Collaboration
Strategic Agility
Performance &
Execution
Business
Acumen
Communications
Resilience
Decision Quality &
Accountability
Emotional Intelligence
Top Talent
Institutional Capacity
Employee
Engagement
High Performing
Team
Manage
Performance
University Competency Model
Value
Creation
(Strategic
Leadership)
Execution
Excellence
(Operations)
Talent
Investment
(People)
The University of Chicago
competencies are focused
upon:
• Value Creation (Strategic
Leadership)
• Execution Excellence
(Operations)
• Talent Investment
(People)

12. 12
Types of Goals
Quantifiable Job
Responsibility
Review job
responsibilities and
create
measureable
components
Stretch
Opportunity
Showcase growth
in current role
while gaining
imperative skillsets
New Initiative
Introduce a new
program, project or
process
Team Based
Contribution to a
team project or
process
Specific
Answers the
questions who and
want
Measureable
Answers the
question how
Attainable
Answers the
question of
reasonable
Relevant
Answers the
question of
expected results
Time Bound
Answers the
question when
Leverage SMART Model
Goal Setting: Types of Goals

13. 13
• Establish clear expectations. Discuss expectations with people manager or
gather input from team members to ensure desired state is defined.
• Set goals in a way that success can be measured. This will provide ability to
check assumptions and celebrate accomplishments.
• Review goals on a quarterly basis and make adjustments, as needed.
• Solicit ongoing feedback and make course corrections, when appropriate.
• Track achievements throughout the year. Provide specific examples of goal
achievement or competency demonstration.
Goal Setting: Best Practices

14. 14
Action Questions /
Needs /
Concerns
Planning
 Review job description with your people manager, and update as appropriate
 Review overall function and team goals
 Reflect on both achievements and opportunities from prior performance year
Assessment
 Identify individual goals which align with team and functional goals
 Review University competencies, select 3-5, and define how competency specifically relates to
your role. (i.e., how will you demonstrate a competency?)
 Reflect on short-term interests and longer-term career aspirations; think through potential
challenges and resources needed to mitigate
Calibration
 Be prepared to discuss your (draft) goals, competencies and development opportunities with your
people manager
 Share your future career goals; define the support needed to be successful; create a
development plan
 Summarize discussion and define next steps and timeline
Next Steps
 Send completed performance evaluation to people manager, inclusive of the following -
o Section 1, Job Profile Summary. This is your job description; highlight your key
responsibilities
o Section 2, Goal Setting- Identify 3-5 Annual Goals along with a brief Description &
Expected results
o Section 3, Competencies- Identify 3-5 Competencies from University Competency Model
along with Relation to Role (i.e., a brief description of how you will demonstrate this)
 Share development plan with people manager
Checklists were created for
employees, people managers and
HR Partners to help prepare for
meaningful discussions.
Goal Setting: Employee Checklist

15. Part 2: Performance Management: Process Options
15

16. 16
• Job Profile Summary
• Goal Setting & Results Achievement
• Performance Ratings
• Competencies
• Performance Evaluation
Option 1: Performance Evaluation Framework (Manual Forms)

17. 17
Action
• Describe the primary goals, functional oversight and contribution of role to unit
and University mission.
• Is the employee’s job profile accurate?
— Confirm employee is in the correct job profile assignment based upon
current duties and responsibilities
Job Profile Summary
Section I: Job Profile Summary
Describe the primary goals, functional oversight and contribution of this role to unit/division and University mission; ensure alignment with
employee job profile.
Role Objective
Click here to enter text.

18. 18
Action
• Identify three to five annual goals and provide a brief description of both the
initiative and expected results or outcome.
• Assess achievement and indicate a performance rating (i.e., BE, NI, AE) at both
the mid-year and year-end calibration.
Goal Setting & Results Achievement
Section 2: Goal Setting & Results Achievement
Identify three to five annual goals and provide a brief description of both the initiative and the expected results. Evaluate performance at mid-
year and year-end timeframes, integrating both employee self-assessment and manager evaluation
Annual Goal Description & Expected Results Mid-Year Calibration Year-End Review
Click here to enter text. Click here to enter text. Employee Self-Assessment
Click here to enter text.
☐BE ☐NI ☐ME ☐AE ☐EE
Manager Evaluation
Click here to enter text.
☐BE ☐NI ☐ME ☐AE ☐EE
Employee Self-Assessment
Click here to enter text.
Manager Evaluation
Click here to enter text.
☐BE ☐NI ☐ME ☐AE ☐EE

19. 19
Action
• Identify three to five competencies (i.e., behavioral expectations) from the University
of Chicago Competency Model and describe how the this competency will be
demonstrated in current role.
• Assess achievement and indicate a performance rating (i.e., BE, NI, AE) at both the
mid-year and year-end calibration.
Competencies
Section 3: Competencies
Identify three to five competencies from the University of Chicago Competency Model; evaluate demonstration of competencies, according to
role, during both the mid-year and year-end performance evaluation process.
Competency Relation to Role Mid-Year Calibration Year-End Review
Click here to enter text. Click here to enter text. ☐BE ☐NI ☐ME ☐AE ☐EE ☐BE ☐NI ☐ME ☐AE ☐EE

20. 20
Action
• Assess overall performance, reflecting upon results and competencies.
• Sign and date to reflect conversation occurred.
Performance Evaluation
Section 4: Overall Performance Evaluation
Employee can provide supplementary comments (optional).
Mid-Year Calibration Year-End Review
Click here to enter text. Click here to enter text.
Provide an annual performance rating balancing both the achievement of results and demonstration of competencies.
Achievement of Results Demonstration of Competencies Annual Performance Rating
Click here to enter text.
☐BE ☐ NI ☐ME ☐AE ☐EE
Click here to enter text.
☐BE ☐ NI ☐ME ☐AE ☐EE
Click here to enter text.
☐BE ☐ NI ☐ME ☐AE ☐EE
Performance Evaluation – (Mid-Year)
Signatures
Employee Signature:
(Signature indicates Performance Evaluation calibration occurred.)
Date:
Manager Signature: Date:
Performance Evaluation – Overall (Year-End)
Employee Signature:
((Signature indicates Performance Evaluation calibration occurred.)
Date:
Manager Signature: Date:

21. Performance
Rating
Performance Rating Definitions
Exceeds
Expectations (EE)
Consistently exceeds goals and expectations. Demonstrates superior performance and routinely performs at a level
above current responsibilities. Results have a substantial impact beyond individual role and team, impacting the
department, unit and/or University. Performance at this level occurs throughout the year. Consistently demonstrates
behaviors beyond competency expectations.
Above Expectations
(AE)
Consistently meets and frequently exceeds goals and expectations. Delivers results that are beyond the scope of the
current role and responsibilities. Produces results that involve extra, unique or innovative contributions and solutions.
Frequently demonstrates behaviors within and above competency expectations.
Meets Expectations
(ME)
Consistently meets goals and expectations and may exceed one or more expectations. Meets the expectations for the
role and for the team. Delivers important and valuable results throughout the year. Models behaviors within competency
expectations.
Needs Improvement
(NI)
Meets expectations for some objective but has not met all performance objectives and behavioral expectations.
Acceptable performance in some areas but needs improvement in other areas. Performs basic position duties and
responsibilities, needs continued development in order to fully perform to expectations. A performance plan is
recommended.
Below Expectations
(BE)
Does not meet most goals or expectations. Did not achieve expected overall results during the past year. Performance
frequently fails to meet minimum requirements and expectations. Significant improvement required. Immediate action is
required to improve performance and/or behavior.
21
Provide a consistent basis for evaluating staff performance, regardless of level. It also
acts as a guideline to help people managers and employees identify opportunities for
growth and continuously improve performance.
14
Performance Ratings

22. 22
• Navigational Overview
• Goals & Competencies
• Feedback
• Review Process
Option 2: Workday Business Process (Automated)

23. Navigational Overview: Employee Role
23
Performance Worklet on Home Page
• View, add, edit, and delete goals
• Request feedback on self
• View feedback received
• View completed performance reviews

24. Navigational Overview: People Manager Role
24
Team Performance Worklet on Home Page
• View, add, edit, and delete goals
• Request feedback on self
• View feedback received
• View completed performance reviews

25. Goals & Competencies
25
• Functional leader to provide team goals to Workday Solutions Team
• To ensure employee goals are aligned with team goals; employee:
– Authors 3-5 Goals and includes a brief Description
– Selects appropriate team goal from Supports drop down menu
– Has option to add Milestones to goals, which may strengthen project
management and provide greater transparency as to progress
• Fictitious example provided in the below table
Goal Architect and implement Workday Recruitment
Description Manage project and engage stakeholders to ensure
design meets talent acquisition needs of UChicago
Supports Introduce new Workday modules at UChicago
Milestones • Define requirements, Q1
• Complete design, Q2
• Test and update, Q3
• Launch to campus, Q4

26. Goals & Competencies
26
• Employee selects 3-5 Competencies from University Competency Model
• Due to system limitations, competencies are captured as goals
• Fictitious example provided in the below table; important for employees to translate
University Competencies to his or her specific role
• People Managers can view, add, edit, and delete goals for their direct reports
• Additionally, People Managers can view goals for all employees in his or her
supervisory hierarchy (i.e., direct reports of direct reports)
Goal Effectively Manage Performance
Description Act with purpose to enhance competence, confidence and
capability
• Takes consistent action to develop new skills
• Learn new Workday Recruitment business processes
• Finds ways to apply strengths to new issues
• Leverage Workday reporting business process expertise
to identify metrics and reporting options for recruitment
• Seeks assignments that stretch beyond comfort zone
• Volunteer to participate in Annual Recruitment Practices
Audit

27. Goals & Competencies: Navigational Details
27
Enter goal or
competency, along
with a description and
expected outcome
Tie individual goal to
organizational goal
Record milestones to
track progress
towards goal or
competency

28. Feedback
28
• Employees have the ability to request feedback for self and provide feedback to
other employees
• People Managers have the ability to request feedback for one of their direct reports
– There is an option to make the feedback confidential from the employee’s view
• Feedback can be requested from or sent to any active employee within Workday

29. Feedback: Navigational Details
29
Kris Roach
Kiara Harahap
Hi, Kiara- Can you please provide feedback on the business process
redesign project?

30. Employee Review Manager Review
Manager To Do:
Meet with
Employee (to
Discuss
Performance)
Employee
Acknowledgment
Review Process
30
The review process will consist of the following steps:
• Employee reviews include the following:
– Goal Review
– Reflection Questions
– Feedback
– Supporting Documents
• In addition, People Manager reviews include:
– Job Profile Summary
– Overall Rating

31. Example Timeline: Used by Finance & Administration
31
•Employee complete
goal setting in
Workday (October 13)
•Manager approves
(October 27)
Phase 1: Goal Setting
October*
•Employee complete
mid-year self
assessment
(December 15)
•Manager evaluates
performance to date
(January 12)
Mid-Year Calibration
December-January
•Employee completes
year end self
assessment (May 12)
•Manager evaluates
year end
performance;
determine
performance rating
(May 26)
Year-End Review
May-June
•Performance rating
captured in prior
phase
•Annual Compensation
Process (staff merit)
June
*Note: Recognize FY17-18 functional and team goals were established earlier, and employees are working towards goal achievement (outside
Workday). Began Workday automation during October.

32. Resources: Overview
32
• HR Connect, Performance Management tab, security access limited to HR Partners
• HR Website, Performance Management tab
• Workday Quick Reference Guides
Important Note: HR Connect resources support manual Performance Management
Process; Workday QRGs support automated Performance Management Process

33. Resources: HR Connect (exclusive to HR Partners)
33

34. Resources: HR Website (available to Employees & People Managers)
34

35. Resources: Workday Quick Reference Guides
35
Quick Reference Guides are available on Workday website, specific to employee and
people manager roles.
Employee Role
• Feedback
• Performance Review
• View and Edit Goals
People Manager Role
• Get Feedback on Employee
• Performance Review
• View and Edit Goals for Direct Reports

36. Thank you
36