Performance Reviews: Mid-Year and Year End
The University of Pennsylvania is committed to staff development and believes that the performance appraisal and planning process is an integral part of that development. This process is designed to improve job understanding, promote more effective job performance, and establish future goals for career growth.
The goal of the performance appraisal process is to provide staff members with feedback on their performance and accomplishments for the year. This program should also assist staff members in understanding their job responsibilities and supervisors’ performance expectations. Performance goals and specific plans to help staff members meet those goals should also be established through this process.
Visibility of Performance Reviews: The performance review activity of an individual staff employee is visible in Workday to managers in the management chain above the staff employee’s manager.
The performance review activity stays with the staff employee Workday record. If a staff member moves organizations within the University, the new manager, management chain, and HR partners would be able to see the employee’s completed talent and performance activity. The former manager and management chain would no longer have permission to view the record.
Timing: Mid-Year Reviews launch on November 1 and are due mid-January. Year-End Reviews launch on April 1 and are due mid-June. These dates, however, are subject to possible change so please pay attention to the Review Announcement emails you will receive each review season.
Completing the Reviews: Performance Reviews are now completed and acknowledged in Workday, our system of record. Before the process is completed, however, staff should meet with their manager to discuss the review. All staff will be required to complete their Self-Evaluation which will then be submitted to the staff’s direct supervisor who will include their own review of the staff member’s performance throughout the review period. For more details on completing the review, please visit Penn’s Performance Management Guide.
For addional support completing the performance review, please contact SASHumanResources@sas.upenn.edu.
Performance Ratings Breakdown
Does not meet expectations — Did not meet most goals and/or often fell short of standards for timeless, quality, and/or resource utilization.
- For example, failed to meet most goals; was consistently late on meeting them; provided low-quality work product or results; and/or exceeded budgets/allocations for expenditures, time, effort, or people resources.
Meets some but not all expectations — Acceptable performance overall, though did not meet some goals or sometimes fell short of standards for timeliness, quality, and/or resource utilization.
- For example, met most but not all goals; was occasionally late on meeting them; provided inconsistent quality work product or results; and/or exceeded budgets/allocations for expenditures, time, effort, or people resources in a number of instances.
Fulfills expectations — Successfully met all goals, consistently meeting standards for timeliness, quality, and/or resource utilization.
- For example, met all goals; consistently on time with meeting them; provided quality work product or results; worked within budgets/allocations for expenditures, time, effort, or people resources.
Exceeds expectations — Successfully met all goals and regularly surpassed standards for timeliness, quality, and/or resource utilization.
- For example, met all goals; was on time meeting each of them; consistently exceeded quality expectations or notably enhanced quality of work product or results; saved notable expenditures, time, effort, or people resources.
Goal Categories
Performance/Operational Goal
Outline needed performance and/or operational objectives. These may include ongoing, routine, observable requirements such as timeliness, quality, resources applied, and milestones for completion.
Examples: Maintain a high level of accuracy and attention to detail in data management systems, ensuring that student records, financial transactions, and institutional reports are error-free and comply with relevant regulations and standards.
Project/Initiative Goal
List projects or initiatives that are sub-sets of performance/operational goals. These are a temporary endeavor with a defined beginning and end. They may cover a span of performance cycles, but are separate from routine work.
Examples: Create a faculty development program focused on integrating experiential learning into the curriculum, with the objective of enhancing students’ practical skills and industry readiness, to be launched by the next academic year.
Competency/Interpersonal Development Goal
Describe desired/needed behavioral, qualitative examples of workplace opportunities, activities, or successes. (E.g., collaboration, initiative, receiving feedback, etc.).
Examples: For leadership development, actively seek leadership opportunities, such as organizing a professional development workshop, or mentoring junior staff, to develop leadership skills; take courses and training on management/leadership skills and theories.
Professional Development Goal
Describe desired/needed professional development opportunities, relevant certifications, trainings, conferences and continuing professional education within or outside of the department or University.
Examples: To enhance educational technology skills, participate in training programs or workshops focused on leveraging technology tools and systems relevant to program management, such as learning management systems, data analytics software, or project management software, to enhance efficiency and effectiveness in program delivery.
Competencies as Goals
Everyone has the same five core Penn competencies：
Each staff member also has five competencies, specific to the job family/job classification.
Competency descriptions will vary by the level of the position:
- Entry/Support
- Individual Contributor
- Supervisor/Manager
- Director/Executive
Each competency is rated at the year-end review:
- Needs Improvement
- Meets Expectations
- Exceeds Expectations
Helpful Resources
For further information about setting goals on Workday, please refer to Effective Performance Management