Performance Management @Tech

Leverage your performance in an impactful way!

The Georgia Tech performance management cycle consists of four phases: plan, manage, review and reward.

Performance Management Banner

Digitizing the Annual Evaluation Period (Feb. 6 - Apr. 5)

Georgia Tech Human Resources (GTHR) continues to transform the performance management process by adding to the digitized system the last phase in our Performance Management process – the Annual Evaluation.

Through the Performance Management @Tech module, supervisors will have a streamlined and user-friendly interface to conduct these evaluations, fostering a more efficient and transparent performance assessment process. Once supervisors complete the annual evaluation for their direct reports, employees will review and provide feedback within the module and submit it for final approval.

We have resources available to guide you through the process and some are outlined below.

Annual Evaluation Process Demo

This video demo showcases how a People Leader will complete an Annual Evaluation for direct reports.

Phases of the Performance Cycle @Tech

Tools & Resources

Goal Setting

Goals are objectives to be accomplished by the end of the annual review period. Seeing how your goals fit with broader departmental goals or strategic priorities, as well as the Institute’s values and current leadership, makes your work more meaningful.

To assist you in setting and assessing your team’s SMART Goals, we have compiled tools and resources you can refer to.

Digitizing the Self-Assessment Period (Dec. 1 – Jan. 30)

Georgia Tech Human Resources (GTHR) continues to transform the performance management process by adding the Self-Assessment period to Performance Management @Tech. The live module will streamline the Self-Assessment process for staff, allowing supervisors and employees to document and track progress of job responsibilities and set goals.

Below you can learn more about the purpose of conducting your Self-assessment and access resources available to help you navigate this phase of the process. 

Probationary Period Evaluation

Institute and Board of Regents policy requires that all classified employees serve the first six months of employment on a provisional basis. If the employee completes this period, the supervisor should review the employee’s performance for that period and advise the employee of their progress in meeting assigned job duties and responsibilities, as well as core competencies. Additionally, it provides an opportunity for the supervisor to review the employee’s developmental needs and formulate and communicate a development plan to improve performance.

Self-Assessments & Annual Evaluations Course

This course is designed to assist Staff and People Leaders with the processes for submitting and acknowledging Self-Assessments and Annual Evaluations.

Self-Assessments Video Demo

This video demo showcases the step-by-step process for Staff and People Leaders to submit and acknowledge Self-Assessments.
 

Performance Management Cycle

Planning

The planning phase is the foundation of the entire process. In this phase, SMART goals and objectives are set for the performance period.

Goals that are SMART (Specific, Measurable, Achievable, Relevant, and Time Based) increase employee motivation and commitment to goal attainment, leading to greater success.

Managing

Regular communication is critical during the managing phase of the cycle. Through formal and informal conversations, both parties are kept abreast of progress toward the successful completion of goals and expectations. These discussions are also good opportunities to provide timely feedback and coaching.

Since the performance cycle spans several months, it is important to keep track of key performance highlights and challenges. These notes will help immensely when it’s time to discuss performance for the year.

Review

At the conclusion of the cycle, both parties have a discussion to review performance for the year. If SMART goals have been set (planning phase) and ongoing communication and feedback has taken place (managing phase), both parties should have a productive performance review discussion.

The Annual Evaluation Form is available on the Forms page, under “Performance”.

Reward

When merit increases are available, employees may receive an increase to their annual base pay in accordance with their overall performance rating.

It is important to remember that performance increases should be based upon merit.

Rewards should be differentiated based upon overall performance ratings.

Forms
  • Annual Evaluation Form (Performance Appraisal Record)
  • Goal Setting Form (Values-Based Goal Setting)
  • Performance Improvement Plan and Guidelines – This guide provides managers and their direct reports examples of discussion questions for better understanding around job performance and employee performance concerns.
  • Self-Assessment Form – Use this form to provide to your manager to facilitate more constructive feedback and discussion around individual performance and departmental goals as well as next steps in career development.
Training

Georgia Tech has curated a recommended learning path on LinkedIn Learning, complete with assets to assist you in all phases of the Performance Management cycle.

Support with the Performance Management @Tech New Module

For questions or issues about using the Performance Management Module:

  • Call the Administrative Services Center (ASC) at 404-385-1111
  • Email support@asc.gatech.edu
  • Submit a general HR inquiry through the ASC portal (asc.gatech.edu) and indicate that your issue is related to Annual Performance Management & Goal Setting from the drop-down menu
Additional Resources:

Performance Management FAQs

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Performance Management

What is performance management?
Performance management is the process of managing, coaching, developing, and evaluating employees in order to cultivate relationships and create plans for future success.

What are the components of performance management?
Goal setting, continuous coaching and feedback, and a formal review are all components of the performance management cycle. At the beginning of the cycle, employees and managers meet to set goals for the coming year. Throughout the year, dialogue should occur between managers and employees to determine progress. At the end of the year, managers and employees meet to have a formal review of achievements and areas of opportunity based on the goals set at the beginning of the year.

What is the purpose of conducting a performance review?
The performance review provides a formal documented account of each Georgia Tech employee’s performance during the review cycle. It is an essential component of the performance management process.

How does performance management link to career planning?
Performance management is the foundation of career planning. Through this process, employees work towards goals that support the needs of the business and their professional development. The purpose is to build relationships and facilitate conversations between employees and managers throughout the year with regards to performance goals, career goals, and career planning.

What are the dates of the Performance Cycle?

2023 Performance Cycle

Jan. 1 — Dec. 31, 2023

Evaluation Reporting due to GTHR Employee Relations

Apr. 30, 2023

2023 Self-Assessment Period

Dec. 1, 2023 — January 31, 2024

2024 Performance Evaluation Period

Feb. 1 – Mar.31, 2024

2024 Goal Setting Period

Mar. 1 – Apr. 30, 2024

Signed performance appraisal records due to department HR Business Partner/Representative

 April 2024

Evaluation Reporting due to GTHR Employee Relations

 April 2024

Are staff employees required to receive a performance review?    
Yes. Every non-probationary Georgia Tech classified employee should receive a performance review.

How do I know if I am considered a professional, administrative, or classified employee?
Classified employees shall consist of professional and administrative personnel who are not identified as Academic Faculty, Research Faculty, Academic Professionals, or Post Doc Fellows.

Do probationary employees receive a performance review?
Probationary employees are reviewed after successful completion of their probationary period using the designated probationary review form. For guidance on evaluating probationary employees, please refer to OHR Policy 4.6, Performance Review Following Probationary Period. The policy can be found online at: policylibrary.gatech.edu/performance-review-following-probationary-period.

Do Academic Faculty, Research Faculty, Academic Professionals and Post Doc Fellows have a performance management process?
Academic Faculty, Research Faculty, Academic Professionals, or Post Doc Fellows are annually reviewed by the appropriate designee. They are not required to use the forms or processes that are designated for classified employees.

Help

Who do I contact for help?
Questions concerning the process should first be directed to your unit/department’s HR Representative or HR Contact. You may also contact Georgia Tech Human Resources, Employee Relations unit at: employee-relations@ohr.gatech.edu.

Goal Setting

What are goals?
They are assignments, projects, and/or responsibilities for a particular year. They could be routine job responsibilities as well as special projects and/or assignments.

What is the difference between Performance and Career Development goals?
Performance goals help to define what is expected of you in your current position in relation to the department and/or unit’s overall goals. Career development goals outline opportunities for professional development and/or career growth. Together these goals help us manage and assess the work to be done as well as identify opportunities for ongoing professional growth and development at Georgia Tech.

Are Career Development goals required?
In the new Performance Management system, all active regular staff are required to enter at least one career development goal.

What is the deadline for entering goals?
Goals should be discussed and documented by June 30, 2023.

Are goals required for all classified employees?
In the new Performance Management system, goals are required for all active regular staff as part of the performance review process.

– Students, affiliates, and faculty, GTRI and EI2 staff are not required to use this module.

– RWB (Retired But Working) staff are not required to set goals and participate in the Performance Management Process. 

Are goals required for new hires?
All regular classified employees who begin employment during the goal setting cycle should have goals for the year. Probationary employees would still receive the usual six month evaluation, but would also get the standard evaluation at the completion of the performance review cycle. Employees who are hired after the goal setting period would only receive the probationary evaluation at the end of six months.

What is the recommended number of goals for an employee in 2024?
In the new Performance Management system, all active regular staff are required to:

  • Create a minimum of 2 values-based goals for the year 

  • Create a minimum of 1 career goal for the year 

  • Create 1 –2 leader competency goals (Supervisors Only)

What if one employee is being rated on 2 goals and another employee is being rated on 4 goals?
The number of goals may vary based on the position. However, we encourage consistency in the type and number of goals for those employees whose job is similar in nature within that department/unit. Additionally, an individual’s day to day job responsibilities and duties may be addressed in other sections of the review.

What if I disagree with a goal my manager set for me?
We encourage both parties to collaborate with one another to determine agreed upon goals that are aligned with achieving the department or unit objectives. Conversations between the manager and employee should occur to determine the reasons for the gaps in communication and edits can be made to the goal, if appropriate. If there continues to be a high level of disagreement, please consult your unit’s HR Representative, HR Contact, HR Business Partner, or Employee Relations Consultant.

Can employees have the same or similar goals?
Yes. There may be situations where a group of employees with the same job title, responsibilities, duties, etc. have the same or similar goals.

How do I set goals for someone on a Performance Improvement Plan?
Yearly goals should still be discussed for this employee. Although the employee is on a Performance Improvement Plan and expected to achieve results within a specified timeline, new goals should still be implemented for the upcoming performance cycle.

What if I have more than one supervisor?
Supervisors should collaborate with one another to set goals with the employee and to provide feedback.

Competencies

What are the competencies?

All classified staff will be rated on the following competencies:

Decision Making Able to analyze situations fully and accurately and reach productive decisions. Consults appropriate parties when necessary and identifies the key concerns and/or issues that need to be addressed in order to make the best decision possible.
Effective Communications Able to express ideas in a clear, concise, and effective manner, whether speaking or in writing. Uses correct grammar and sentence structure in communications. Is a good listener, even when differing viewpoints are expressed. Openly shares information and keeps all relevant parties updated.
Honesty & Integrity Adheres to the highest ethical and professional standards of conduct. Exemplifies commitment to the USG core values of integrity, excellence, and accountability.
Interpersonal Relationships Builds and maintains effective working relationships with others- both internal and outside the organization. Takes a positive and productive approach to resolving any conflicts which may arise. Exemplifies commitment to the USG core value of respect- treating everyone with fairness, compassion, and dignity.
Job Knowledge Demonstrates the professional, administrative, supervisory, and/or technical knowledge required to perform the job successfully. Continuously strives to further improve job knowledge. Serves as a reliable resource for other employees regarding areas of expertise.
Producing Results Assignments/projects are consistently completed in a timely manner with the desired level of quality and quantity. Follows up on the outcome of work efforts to ensure desired results.
Service Excellence Makes excellent customer service a top priority and constantly seeks to improve customer service. Is responsive to changes in what customers want and need. Delivers on promises made to customers and follows up appropriately.

All classified staff managers/supervisors will also be rated on the following four Leadership Competencies:

Acts Strategically  A leader who acts strategically will thoughtfully align work to the Institute’s Strategic Plan, set priorities, make data-informed decisions, and take action to deliver results.
Demonstrates Inclusivity

A leader who demonstrates inclusivity will show awareness of their own biases and actively seek different perspectives and opportunities to collaborate with others.

Exhibits Social Intelligence A leader who exhibits social intelligence possesses the ability to understand, manage, and get along well with others. 
Develops Self and Others A leader who develops self and others invests resources into professional development opportunities, creates a culture of feedback, and manages team dynamics.

How do we rate competencies?
Like performance goals, competencies are rated on a five point scale (Exceptional, Strong, Satisfactory, Needs Development, and Unsatisfactory) with the exception of Honesty/Integrity which will be rated as Meets or Fails to Meet. Supervisors/Managers determine whether or not employees demonstrate competencies through the review of overall performance, performance goals, customer/client feedback, and employee input. SMART performance and career development goals are excellent examples of how you demonstrate particular competencies.

Managing Performance

As a manager, how do I manage performance throughout the year?
Performance goals are discussed during the goal setting phase of the process. At the end of the review period, results will be compared to the expected outcome for each goal, project, and/or responsibility. Therefore, during the year, it’s important to capture specific information and examples of how the employee met or did not meet each expected goal, project, and/or responsibility. Feedback sessions throughout the year are necessary to ensure that expectations are being managed appropriately, that any opportunities can be addressed, and that there are no surprises at the end of the year.

As an employee, how do I keep track of my performance throughout the year?
Performance goals are discussed during the goal setting phase of the process. At the end of the review period, results will be compared to the expected outcome for each goal, project, and/or responsibility. During the year, it’s important to keep track of accomplishments and progress towards goal completion. Meet with your manager regularly to ensure you are meeting expectations and that you are addressing any obstacles along the way. Think about the core competencies and specific examples of how you displayed them throughout the year. You’ll be ready for your performance review meeting if you prepare this information in advance.

Why is ongoing feedback important?
Managers and employees should engage in ongoing dialogue throughout the year to ensure expectations are being managed appropriately and that there are no surprises at the end of the year. Goals can also be modified or updated during the year. Discussing progress and providing feedback is critical as it helps to reduce confusion and missed goals. It’s a great time to discuss any obstacles that may arise and what guidance or resources may be needed.

Reviewing Performance

How will goals and competencies be rated?
A five-point scale (Exceptional, Strong, Satisfactory, Needs Development, and Unsatisfactory) will be used to evaluate goals and competencies.

What if there’s been a supervisor or manager change during the performance period?
To complete the review, it is a best practice to consult the previous supervisor or manager. If that’s not possible, then you should consult the supervisor or manager’s manager to get his/her view and input.

What if an employee’s performance rating is “Needs Development” or “Unsatisfactory”?
It’s important to consult your HR Representative, HR Contact, HR Business Partner, or Employee Relations Consultant for guidance. A Performance Improvement Plan (PIP) may be necessary. A PIP is used to help supervisors and employees address and resolve performance issues. The PIP communicates the performance discrepancies, when an improved level of performance needs to be achieved, and specific action steps that will help the employee meet performance expectations.

What are some best practices for completing reviews?

Schedule a dedicated time for the performance review conversation, allowing ample time for the appraisal to be completed. If meeting in person or virtually, choose a location and/or time that is free from interruptions and distractions. Review notes and other documentation you have compiled throughout the year concerning the employee’s performance. Have the employee complete a self-evaluation and review it prior to preparing the final review. 

What if I don’t agree with my review?
It’s important to first meet with your manager and ask for clarification. You should be provided with examples of the differences between expected and actual performance. It’s important to work with your manager on a development plan to improve your performance. You may also talk to your HR Representative, HR Contact, HR Business Partner, or Employee Relations Consultant if you need additional support.

If after discussing your performance review, you still do not agree with your review, you may write a rebuttal in the Employee Comments section of the review and/or attach additional pages.

Do I have to sign my review? 
While you are not required to sign your review, signing it acknowledges that you and your manager met and discussed your performance for the year. You may not agree with all of the content, but your signature acknowledges that you met with your manager and discussed your review. However, not signing the review will not negate the ratings.

  • Provide the employee with a draft copy of the completed performance review prior to the actual review conversation.
  • Ensure constructive two-way communication during the review conversation (listening attentively and encouraging dialogue). Also, be prepared to present specific examples for the ratings.