Managing Performance for Success
To prepare for a transition to the new Workday system later in 2018, some changes have been made to the 2018 performance templates in an effort to simplify the form and focus attention on performance goals for the coming year. The Development Plan and Competency sections have been removed. You may still use Competency information to inform writing of goals.
Receive help with writing your SMART Goals, review the process for your interim / annual performance evaluation, and explore helpful resources.
Create Your SMART Goals
The University uses the SMART Goal criteria for shaping Specific, Measurable, Actionable, Relevant, and Timebound goals.
Specific goals are simplistic and clearly define the result or desired outcome to solve a problem, take advantage of an opportunity, or meet a challenge.
Specific (i.e., What will you do?) Administer Evaluate Support Build Manage Generate Coordinate Oversee Maintain Create Plan Transition Develop Produce Update Direct Provide Implement Establish Supervise Write
Measurable goals demonstrate tangible progress towards your desired outcome. There are usually several short-term or benchmark measurements built into a long-term goal.
Measurable (i.e., How will you measure your goal?) Amounts produced Other documentation Audits, tests, inspections Productivity rates Automated reports Quality/accuracy rates Costs reduced Revenue generated Customer satisfaction Surveys Feedback logs Time saved Observation Turnaround time “Stakeholder” feedback Work products
Actionable goals are challenging, yet feasible and well defined. You must possess the appropriate knowledge, skills, and abilities. (Remember your interim / annual review centers around your SMART Goals).
Relevant goals measure outcomes within the scope of the University's mission and values.
Time Bound goals specify when you want to achieve your goal.
Examples of SMART Goals
Patient Customer Service
Support the Health System's mission to provide exceptional patient care by returning all patient-related phone calls within 24 business hours. When speaking to patients, clearly state name and document conversation in Epic immediately following the phone call using the appropriate color codes: white – left message, red – unable to reach, black – phone disconnected, green – confirmed appointment.
Enhance the University's brand through strategic storytelling, placing four faculty op-eds by December 1, 2018, and publishing six original content pieces that emphasize ground-breaking research by January 26, 2019.
Support Your SMART Goals
Each SMART Goal includes supporting strategies and tactics. Strategies define your long-term goals and how you plan to contribute to the University's mission. Tactics are much more concrete and oriented towards smaller steps and shorter timeframes throughout a project / initiative. Tip: Your strategies contribute to an institutional objective while your tactics support each strategy.
UVA Key Competencies
Become familiar with UVA Key Competencies to understand how your SMART goals will be evaluated.UVA Key Competencies
Interim / Annual Performance Evaluation
Learn how to conduct your self-evaluation, use the rating scale, and submit an appeal.
Conduct A Self-Evaluation
A self‐evaluation is a great opportunity for employees to honestly and objectively consider and document their performance.
Note: To prepare for a transition to the new Workday system later in 2018, some changes have been made to the performance templates in an effort to simplify the form and focus attention on performance goals for the coming year. The Development Plan and Competency sections have been removed. You may still use Competency information to inform writing of goals.Read the Self-Evaluation Tip Sheet
Overall Rating Scale
5 = Exceptional significantly and consistently exceeds expected performance level 4 = Highly Effective consistently achieves and often exceeds expected performance level 3 = Effective consistently achieves expected performance level 2 = Inconsistent inconsistently achieves expected performance level; needs improvement 1 = Unsatisfactory rarely achieves expected performance level; requires significant and immediate corrective action
Annual Evaluation Appeals Process
Employees who disagree with an evaluation required by Section 3 of the “Performance Management for University Staff Employees” policy and cannot resolve the disagreement with their manager may appeal to the reviewer for another review of the evaluation. Such appeal must be made in writing to the reviewer within 10 work days of the performance meeting between employee and manager (commencing on the day of the meeting).Read more about your right of appeal.
Visit the Talent Development website for performance management-related course offerings, including “Giving and Receiving Feedback."