Skip to main content

For the current FY22, at least one performance and development check-in is required for benefited staff by June 30, 2022.

USU's Performance Development Program

Recognize. Engage. Develop. Empower.

Performance and development check-ins are a forward-focused
performance management process that helps employees to
thrive.

The practice involves ongoing check-ins between the employee
and their supervisor to manage performance and coach
career development. These ongoing conversations establish
expectations, feedback, and any training needed to help them
meet their goals.

Employees and supervisors complete a brief conversation and
an online summary form each check-in. These conversations
focus on the employee’s current job priorities and continued
learning. Research shows these ongoing check-ins lead to
strengthened work relationships and increased employee
engagement.

Performance and Development System Link

Supervisor Support

Communication Toolkit

Training

Employee Support

  • Employee System Guide (PDF) - Coming soon
  • Self Evaluation Guide (PDF) - Coming soon
  • Goal Writing Guide (PDF) - Coming soon
  • FAQs (PDF) - Coming soon

How often do we need to do performance and development check-ins?

Each department may select a recurring check-in cycle that works best for their team (e.g. quarterly, semesterly, semi-annually, or annually).

Performance Management Check-in Timeline (Quarterly)


What are the performance and development steps?

Performance and development steps flowchart.


Video Guides

1. Overview

4. Performance Management System - Employee Starts Check-in

7. Employee and Supervisor Sign-off

2. Logging into PMP

5. Supervisor Adds Comments and Requests Feedback

3. Setting Performance Management Notifications

6. Supervisor Prepares for Check-in and Check-in Conversation


What does the performance and development form cover?

Performance and development form coverage.


Will the performance and development program affect compensation?

Salary increases will continue to be based on employee performance or contribution, internal equity, and external market factors. These are
the same factors that leaders in previous merit programs have used. While the new process does not include employee ratings, leaders will
continue to align compensation decisions with employee work results, observable behaviors documented, and budget allowances. The new
process elevates the frequency of manager and employee performance conversations in addition to conversations that focus on goals, growth
and development.