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Performance Management




Performance management is a combination of employee development and performance management based on the UTSA Competency Model. It encourages communication between the manager and employee by providing coaching, development and effective feedback throughout the fiscal year. This communication process includes clarifying expectations, setting goals and reviewing results. Goals and objectives are discussed throughout the year, during check-in meetings. This provides a framework to ensure employees achieve results through coaching and mutual feedback. For questions or additional assistance, email Talent Management.


Our performance management process is based on continuous dialogue and feedback and the shared responsibility between managers and employees for planning, delivery and evaluation of work results. To accomplish this, we use PeopleSoft ePerfomance, a self-service evaluation platform for managers, employees and People Excellence administrators.

We use ePerformance to support the entire planning and evaluation process. This includes planning and aligning employee performance or development goals with university objectives. We accomplish this through assessing and rewarding employee performance results within the right behaviors.




Performance Rating Scales

Rating scales used are used to evaluate employees on core values and the competencies.

The rating scale for the core values and competencies is as follows:

  • 1 - Does Not Meet Expectations: No behavioral indicators listed were met.
  • 2 - Somewhat Meets Expectations: Some of the behavioral indicators listed were met.
  • 3 - Meets Expectations: Most of the behavioral indicators listed were met.
  • 4 - Exceeds Expectations: Most/all of the behavioral indicators listed were met.
  • 5 - Role Model: All of the behavioral indicators listed were met/exceeded.

Our six core values are rated on scale of 1-5. When we think about our strategic vision and destination to be an exemplar for strategic growth and innovative excellence, we think about our established six core values. These core values are the foundations of everything that we do. 

  • Integrity
  • Excellence
  • Inclusiveness
  • Respect
  • Collaboration
  • Innovation

Core Values

 

Competency-Based Ratings

  • Competencies are demonstrable characteristics and skills that enable people to deliver superior performance in a given job, role, or situation. 
  • A person gains competency through education, training, experience, and natural abilities.

Adding SMART Goals

All employees will have to enter SMART goals at the beginning of the performance year. A SMART goal incorporates all these criteria to help focus your efforts and increase the chances of achieving your goal.

SMART Goals




The annual cycle begins on Sept. 1, and goes through the following phases:

Aug. 31

Sept. 1-30

Oct. 31

Feb-Mar

Aug 1-31

Performance Deadline Review Performance Employee Goals Due
Deadline extended to Nov. 7
Mid-Year Check-In Complete Self/Manager Evaluation

When?

What Happens?

Who does it?

September – October timeframe

Define and write GOALS

Employee and Manager together

Mid- to Late-October (at the latest)

Enter GOALS into ePerformance in  PeopleSoft

Employee

By October 31
(this year only, Nov. 7)

Approve GOALS

Manager

Throughout the year

Monitor, evaluate, communicate, enter  information, upload documents

Both Employee and Manager

February – March timeframe

Mid-Year Check-in

Both Employee and Manager

By August 31st

Complete a SELF-EVALUATION

Employee

Early September

Complete performance evaluation on the  employee

Manager

Early- to Mid-September

One-on-one meeting to discuss

Employee and Manager together

Late September

Acknowledge receipt of the evaluation;  employee may include comments

Employee

September 30th deadline

Complete performance evaluation

Manager with Next Level Manager




It is the policy of UTSA to evaluate the job performance of all faculty, classified staff, and administrative and professional staff on an annual basis. The performance evaluation is an opportunity for supervisors to develop, encourage and recognize positive performance and workplace behaviors.

Supervisors should also identify and apply appropriate corrective measures to address any concerns about the employee's ability to meet the mutually agreed upon established performance expectations.

The Handbook of Operating Procedures (HOP) 3.03 outlines the policy in detail.




We provide a series of training resources for employees and supervisors throughout the year. Live (via Zoom), facilitator-led training is available periodically throughout the year. Visit MyTraining to find the next session. You can download the course presentation for future reference.

Videos

If you were unable to attend the training, you can view the recorded session here:

We break down the Performance Management overview into three video excerpts from the training course:

Learning Guides and Job Aids

Supplemental guides and job aids are available for employees and supervisors.



For questions or additional assistance, email Talent Management.

Q:  What if I need to edit goals after my manager has approved them?
A:  Due to system limitations, once the goals are approved by the manager, only the manager can make edits to the goals. The manager has the ability to notify the employee of any changes through the system's notification email.

Q:  Why are the goals rated as achieved or not achieved and not on the 5-point rating scale?
A:  Unlike core values or competencies where you are rated on your performance or behaviors, a goal is an idea of the future or desired result that a person plans and commits to achieve. Essentially, since goals are a desired outcome; either they are achieved or not achieved.

Q:  How many goals are we expected to have?
A:  Since goals are desired outcomes and can be broad in scope, the expectation is to have no more than 3-5 goals per person.

Q:  I would like to know more about the differences in the ratings of the competencies.  How can I find more information?
A:  Additional information and a breakdown of the competencies is found in the UTSA Performance Management Training Guide.

Q:  If individuals have the same title and same job, should they have some of the same goals?
A:  Yes, employees in similar (or the same) roles with similar (or the same) job functions could  have similar goals.  However, they could also have different individual development goals, based on their individual needs.

Q:  Is there a difference in the reward system for exceeds expectations and role model categories?
A:  At this time, performance management is not tied to the rewards system.  However, that is subject to change and review in the future.






November 2020