Frequently Asked Questions – Performance Management

Frequently Asked Questions

  • Are performance appraisals happening this year?
    • Yes, performance should be reviewed regularly with your employee(s) and that includes the annual performance review.  In light of the uncertainty and evolving nature of work priorities and goals associated with COVID-19, performance appraisals should be viewed as an opportunity to provide clarity, guidance, and support.
  • If we are not giving annual increases, why should we complete the annual performance appraisal?
    • Performance appraisals are to address the employee’s performance over a period of time. While some departments tie the annual increase to the performance appraisal rating, the delivery of a performance appraisal is not the reason for giving an increase.   You should still address performance with your employee(s) to reinforce effective performance and redirect ineffective performance.
  • If we complete a performance appraisal form this year, are we just checking the box or is it a true performance discussion?
    • The performance appraisal form is a key part of the performance process, however the performance discussion is an important component. When having a performance discussion, the goal should be to help employees succeed by reinforcing effective performance and redirecting ineffective performance.
  • My employee is not meeting their goals, through no fault of their own, so how do we address this in the review?
    • Goals can be modified throughout the year to meet the changing demands and situations. You can first address deliverables against goals based on the months/quarters that have already been completed.  Then adjust the goals based on the department direction in the current situation and address deliverables based on the adjusted goals.  Remember to have empathy for the employee’s adjustment to their new normal.
  • Can we require a video call with the employee instead of a phone call since we can’t meet in person?
    • It is recommended that you have a video discussion with your employee while delivering the performance review as well as ongoing coaching and feedback. This can be done through the various resources our IS Department has available. In the event the employee has limited access to technology, having a conversation by phone is acceptable.
  • How do I shift the performance evaluation process from face-to-face to remote?
    • Utilizing multiple platforms can help you share documents and communicate effectively while working remotely. Our IS Department has information on tools and technology to help you and your employee(s) keep in touch while working remotely.
    • In addition, you can utilize portions of the Performance Management process within Workday which will allow online collaboration of the form and online signatures.
  • Are there any resources for managers that can help me with the remote process?
  • How do I evaluate the work of a remote employee?
    • Focus on the deliverables and not the hours worked. Set clear goals from the start.  Communicate frequently.  Ask the employee to provide a self-evaluation of what they have accomplished toward meeting the goals.  Be flexible and creative with the yearly form but continue to have ongoing conversations about performance with your employee(s).
  • How do I evaluate the goals we set at the beginning of the year which cannot be attained now?
    • When situations dictate a change in direction, it is important to adjust our goals accordingly. Evaluate the employee’s performance based on previous goals over the completed months/quarters.  Then adjust the goals based on the department direction in the current situation and address deliverables based on the adjusted goals.
  • What are best practices in delivering unsatisfactory performance feedback to a remote employee?
    • All feedback is best delivered to remote employees face-to-face via a video conferencing platform. Always have an open, honest dialogue with the employee.  Pay close attention to your body language and non-verbal cues.  Focus on facts and the performance versus the individual’s characteristics.  Frame the conversation around what the expectations are, what performance was received, the gap between the two, what actions need to happen to close the gap, and then develop an action plan together.  Remember to have empathy for the employee’s adjustment to their new normal.