UVA Health Team Members

Staff Types Included

The following employees can expect to receive a review in Workday:

• Medical Center Regular and Wage team members
• SOM & CMHSL Regular University Staff (UStaff), Classified Staff, and A&P Faculty members
• UPG Regular and Wage team members unless otherwise listed as excluded

Staff Types Excluded

Employees that do not complete a review in Workday:

• Anyone hired after March 31 of the active performance cycle
• Internal Travelers
• Earn While You Learn (EWYL) positions (except MRI Techs, Surgical Techs, Polysomnographic, and Sonographer Trainnees; those positions receive a review)
• Faculty (non-A&P)
• Physicians
• Housestaff
• Professional Research Staff
• Temps and Contingent Workers
• SOM Wage staff
• SOM & CMHSL with a New Hire Probation end date after March 31 of the active performance cycle
• Identified UPG Advanced Practice Providers (contact your HR Business Partner for more information)

Note: School of Nursing employees follow the academic calendar review process.

Medical Center & UPG Timeline

• May 1, 2026: Self-evaluations launch
• May 31, 2026: Self-evaluations due
• May 31, 2026: MC Cabinet member self-evaluations & 1:1 with CEO completed
• June 1, 2026: Outstanding MC & UPG self-evaluations mass advanced to managers
• July 31, 2026: All manager evaluations, 1:1s, & acknowledgments due
• Employee Acknowledgments due immediately upon receipt and review

SOM & CMHSL Timeline

• May 1, 2026: Self-evaluations launch 
• May 15, 2026: Self-evaluations due 
• May 31, 2026: Manager evaluations, Classified Staff secondary review approvals, manager 1:1s, & acknowledgments due 
• Employee acknowledgments due upon receipt and review 

Employee Acknowledgments

You should acknowledge your review immediately after receiving and reviewing. If you wish to appeal, you must submit a written request to your primary reviewer within 10 workdays of receiving your review. For more information, visit the Appeals of Annual Performance Evaluations webpage.

Ongoing Performance Conversations

It is strongly recommended managers discuss performance regularly throughout the year following our our Guide to Regular Performance Check-Ins (PDF).

Below are the general definitions of each rating. Leaders should discuss performance expectations with their teams and calibrate ratings as appropriate. Ratings reflect both goal achievement and demonstration of desired behaviors:

1. Does not fully meet expectations (1.00-1.70): Inconsistent results and/or behaviors; Minimum expectations not met; Needs immediate and sustained improvement.
2. Fully meets expectations (1.71-2.60): Dependable results and/or behaviors; Produces outcomes that meet all qualitative and quantitative measures; Occasionally exceeds expectations.
3. Consistently exceeds expectations (2.61-3.00): Goals exceeded frequently; Top performer who proactively seeks additional responsibility; Serves as role model to others.

(Score ranges for CCL Nurse reviews only)

ASPIRE & CCL Resources

• ASPIRE Behaviors Performance Guide PDF
• CCL Behaviors Rubric PDF

SOM Classified Staff Rating Conversion

New for 2026: DHRM updated their policy in August of 2025 that included moving to a 5-point rating scale. SOM Classified Staff ratings are converted to the DHRM scale as follows when submitted to the State for merit processing:

1. (UVA Rating) Does not fully meet expectations = (DHRM Rating) 1. Unsuccessful
2. Fully meets expectations = 2. Partially Successful, 3. Successful, & 4. Highly successful
3. Consistently exceeds expectations = 5. Extraordinary

Additionally, the Extraordinary Contribution and Notice of Improvement/Substandard Performance forms are no longer required.

For information and resources specific to nurses (guidelines, due dates, tools), visit the Nursing Center for Excellence website.

Peer Review

Visit our Feedback Resources webpage for resources on how to give feedback and submit peer review/feedback in Workday, including resources for managers.

RN Professional Development Goals

For nurse goal examples, review the RN Professional Development Goal Repository webpage.

Clinical Career Ladder (CCL) 

CCL Behaviors Rubric PDF

 

Completing a Self-Evaluation or Manager Evaluation

To complete your self-evaluation or manager evaluation, navigate to your Workday inbox and open the task. If you need to reference goals from a previous review, follow the steps in the next section: "Viewing a Completed Performance Review."

Managers: You can search and run the "Performance Completion Report" or "PM Dashboard" to check the status and details of reviews. Manager evaluations are completed by opening the task in your Workday inbox (their self-eval must have been submitted or push forward to appear in your inbox).

Viewing a Completed Performance Review

Through Your Workday Profile:

1. Click your profile picture in the top-right corner
2. Select "View Profile" from the drop-down menu
3. Click "Performance" in the left-hand menu
4. Select the "Performance Review" tab at the top of the page
5. Click "View" next to your previous performance review

Managers: Open an employee's profile by selecting them from your Team Org Chart or searching their name, then follow steps 3–5.

Resources:

• Goal Setting Resources Webpage
• Feedback Resources Webpage
• Guide to Writing & Conducting a Performance Review PDF
• Guide to Regular Performance Conversations PDF

PM Services

We offer in-person training, lunch-and-learns, 1:1 consulting, and coaching for managers, teams, and individuals upon request. Email AskHR@virginia.edu with "Performance Management" in the subject line, and a member of the performance team will reach out to you.

Required

Use only UVA-approved AI tools.

Do not upload university work information to unapproved AI platforms. UVA-approved, enterprise-protected tools for Generative AI have the added privilege of enterprise security, meaning what you tell it and upload stays within UVA.

Appropriate vs. Inappropriate AI Use in Performance Management

Appropriate AI Uses:

• Refining goals and vision: Sharing your organization, department, or team vision along with your initial goals, then asking AI to suggest edits or brainstorm refinements.
• Improving feedback delivery: Drafting feedback you plan to give someone, then asking how it may be received or for tips on delivery.
• Enhancing clarity: Creating bullet points of accomplishments and development areas, then asking AI to improve clarity, conciseness, or flag subjective language.
• Checking alignment: Providing rating criteria alongside your written summary, then asking where the language appears to align.
• Getting permission: Asking your employee or colleague if they are OK with you uploading their created work to AI (self-evaluation, goals, feedback), or transcribing a conversation with AI.
• Transcribing 1:1 notes: Using MS Teams Transcription and Recap features to automatically generate meeting notes.
• Verifying accuracy: Asking AI to provide sources and verify the accuracy of its responses.

Inappropriate AI Uses:

• Copy-pasting generic content: Asking AI to write your vision, purpose, or goals, then copying and pasting them as your own.
• Sending unreviewed feedback: Asking AI to draft feedback and sending it directly to an employee or colleague.
• Generating generic reviews: Asking AI to generate a generic performance review about someone.
• Gaming the rating system: Uploading a rating rubric and asking AI to produce a review that matches a specific rating.
• Violating privacy: Uploading someone's self-evaluation or other created work, or transcribing a conversation, without their permission or knowledge.
• Trusting without verification: Assuming AI output is accurate and appropriate.

AI is a tool to enhance clarity and efficiency but should complement authentic, thoughtful input. For questions regarding AI use specific to performance management (reviews, goals, feedback), contact the PM team at AskHR@virginia.edu.