Beyond the Annual Review
Dear Faculty Relations: I have a pretty good handle on yearly evaluations of staff, but I confess I’m a bit confused about how to talk about performance issues as they come up. Any thoughts? —Confused Supervisor
Dear Confused: You have hit the nail on the head! Performance management shouldn’t be a stressful yearly event; it should be an ongoing process that makes your job easier.
A culture of feedback is built on the simple principle that feedback is part of everyday work life—not an annual surprise. When you approach performance management thoughtfully and consistently, it becomes a powerful tool for growth and success.
Here are three more principles for making feedback continuous and proactively managing performance:
- You’re a Partner in Growth: Your role as a supervisor is to provide ongoing coaching and support for continuous improvement and growth. When feedback, both good and constructive, is part of the everyday, you promote good behavior and prevent issues before they escalate. This is much less stressful than addressing a crisis.
- Set Clear Expectations and Provide Ongoing Coaching: Employees need to know what success looks like. That starts with setting clear expectations. Regular one-on-one meetings are the perfect time to focus on growth and development, answer questions, and share feedback. Giving feedback in real time helps reinforce expectations, strengthen relationships, and build trust. When communication and coaching become part of everyday work life, employees stay engaged and keep improving.
- Document Proactively: If you wait for a performance issue to arise, you are waiting too long. A proactive approach means you are already documenting performance-related conversations. This history is vital for taking appropriate and timely action when concerns do arise. If you encounter a complex or sensitive situation, remember to involve your departmental HR representative to ensure your actions align with university policies.
Curious for more? Check out these courses offered by the Learning and Development team:
- Stay Interviews: The Proactive Strategy for Retaining Employees
- Crucial Influence
- Employee Management and Compliance Essentials
- The 6 Critical Practices for Leading a Team
- Leading at the Speed of Trust
Written by Kylie Southard, Senior Employee Relations Consultant, Office of Employee Relations