FAQ'S
1. Why does the University
have a performance review
program?
2. As a Staff Member, how
does the Performance
Communication & Development
Program affect me?
3. As a Supervisor, how does
the Performance
Communication & Development
Program affect me?
4. Does everyone have to
complete the same form?
5. Why are there form
options?
6. How do I
know which form is best for
me?
7. When do forms have to be
completed?
8. Why have we changed the
ratings?
9. Is there any way to
automate the process?
10. Who completes the
performance communication
paperwork?
11. Who sees the completed
performance communication
documentation and where does
it end up?
12. Is this going to be the
new process from now on?
13. What if I don’t agree
with my supervisor about my
performance?
14. What role does the job
description play in the
review process?
15. Where and when can I get
training on this new
Program?
16. Who do I contact for
assistance?
17. How can I learn about
the University’s strategic
initiatives?
18. How can I learn about my
department’s goals?
1. Why does the University
have a performance review
program?
Most organizations have some
form of performance
management program that
allows staff and leadership
the opportunity to identify,
measure and manage
performance. The
University’s approach to
performance management
focuses the Staff Member and
Supervisor on having regular
dialogue linking performance
expectations, feedback and
coaching. Recognition and
development of performance
are important ingredients in
engaging staff and their
contributions to the
mission, vision and
strategic initiatives of the
University.
2. As a Staff Member, how
does the Performance
Communication & Development
Program affect me?
You have the opportunity to
participate with your
Supervisor in determining
the best approach to engage
in performance related
dialogues throughout the
review period and into the
future. Offering performance
communication options is a
better way to set the stage
for these conversations. In
addition, your active
participation will make a
difference in the program’s
value to you.
3. As a Supervisor, how does
the Performance
Communication & Development
Program affect me?
Training will be a key
ingredient for your success
in:
• Understanding and best
utilizing the new method,
process(es) and form(s).
• Working in partnership
with your staff in
determining the best
performance communication
approach that adds value.
• Actively engaging staff
and improving performance
using coaching and feedback.
• Having tools to summarize
meetings and create
development plans.
• Preparing staff for change
typically required when an
organization is actively
involved in its own growth
and development.
4. Does everyone have to
complete the same form?
The performance
communication form(s) and
process(es) will be
determined in partnership
with your supervisor.
Typically if there are a
number of staff in the same
classification, the same or
similar process can be used.
More importantly, we built
in elements that recognize
each of us as unique, with
individual performance
communication needs and
requirements. Various tools,
strategies and processes
will be available to better
serve the performance
communication needs of the
staff person, supervisor,
and ultimately, the
University.
5. Why are there different
form options?
Different kinds of work,
differing staff needs, and a
variety of supervisory
strengths led to a multiple
form options approach. The
first consideration was to
engage in effective
performance communication.
Multiple form options also
provide for a combination of
forms that might be used.
That’s the benefit of having
options that focus us on the
importance of performance
communication.
6. How do I know which form
is best for me?
An important component of
the Performance
Communication & Development
Program is training and
education. There are
training programs for
supervisors and for staff
members designed to orient
and answer all of your
questions. Once training is
complete, we believe you and
your supervisor will be able
to determine how to design
value-added performance
communication over the
following year.
7. When do forms have to be
completed?
The communication forms
should be completed
throughout the year and
summarized by the PCD
checklist at the end of the
review period. This year’s
PCD checklists should be
submitted to Human Resources
by June 1, 2008.
8. Why are we changing the
ratings?
As the University moves
forward in its own
development and growth, we
look at how well our current
staff-related programs are
progressing. Often, we
discover new and better ways
to develop and improve the
way we do things. As part of
this ongoing process we
reviewed feedback, and
concerns expressed by
employees, leaders and staff
council and have redefined
the ratings used on the PCD
Checklist. We believe these
updates should better define
performance ratings.
9. Is there any way to
automate the process?
We continually look for more
efficient and effective ways
of delivering and
coordinating the exchange of
information. To that end, we
are committed to developing
an automated, user friendly
approach to accessing and
completing forms. Online
reviews are part of our
future plans.
10. Who completes the
performance communication
paperwork?
The staff member’s and
supervisor’s initials
indicate that the chosen
format option documents an
accurate summary of the
performance communication.
During training, we will
explore a variety of
value-added approaches that
can be selected by the
supervisor and staff member.
11. Who sees the completed
performance communication
documentation and where does
it end up?
Each department determines
the review process within
their organizational
“ranks”. The Program is
designed to include, in
addition to the staff member
and supervisor, a ‘Senior
Reviewer.” The Performance
Communication Checklist is
the only required
documentation to be
forwarded to UH Human
Resources, although
additional documentation
must be included for certain
ratings.
12. Is this going to be the
process from now on?
Although we anticipate
additional refinements in
the coming year, changes
will be designed to
complement elements of this
year’s program. Fundamental
to all effective performance
management programs are:
• Quality performance
communication, coaching and
feedback.
• The partnership between
staff and supervision.
• Work planning and
alignment of staff
contribution to
organizational strategic
initiatives.
• Staff and leadership
development.
These important factors will
remain in future performance
programs at the University.
13. What if I don’t agree
with my supervisor about my
performance?
In every instance,
communication is the best
tool to achieve
understanding and to
agreement. Ultimately your
supervisor’s performance is
also reviewed, in part to
include his or her providing
accurate and clear
performance coaching and
feedback to assigned staff.
A staff member’s performance
review is a measure of how
well they are meeting the
needs of the organization.
In rare instances when a
staff member does not agree
with their supervisor’s
assessment, the option to
talk with the Senior
Reviewer is recommended.
14. What role does the job
description play in the
review process?
The purpose of a job
description is to outline
the responsibilities, scope,
and requirements of the job.
For a staff member, this
information contributes to
building understanding of
what is expected to be
achieved. How effective and
by what methods the staff
member achieves these
outcomes is what we call
performance.
15. Where and when can I get
training on the PCD Program?
PCD leadership training
workshops are available by
contacting your Human
Resources
Generalist.
16. Who do I contact for
assistance?
Your supervisor would be you
first stop, as would be your
department. If additional
help is needed, you can
contact your Human Resources
Generalist.
17. How can I learn about
the University’s strategic
initiatives?
You can review the approved
University of Houston’s
Strategic Plan and
Initiatives
on the web.
18. How can I learn about my
department’s goals?
Talk with your supervisor.
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