Performance management
A page within Human Resources
The core of performance management is made up of meaningful conversations between supervisors and their employees. These conversations are meant to drive employee performance and development. The performance management process includes setting goals, check-in meetings with supervisors, coaching, and completing the performance review.
Performance Management is more than an annual review. Impactful performance management is possible using a more fluid process involving many discussions and interactions throughout the year.
The UW-La Crosse Workday Performance Review is designed to help guide you through these interactions and ultimately, the final evaluation.
Managing employees
Assessments
We have a variety of tools and assessments; The Human Resources contact will guide you to the best option. This service includes a one-on-one meeting to help you put the feedback into action. Assessments are commonly used for professional development.
Coaching
Effective supervisors play a crucial role in employee development by adopting a coaching mindset that emphasizes guidance, support, and growth. Rather than simply directing or correcting, supervisors should engage employees in meaningful conversations that encourage self-reflection, problem-solving, and skill-building. This involves active listening, asking open-ended questions, providing constructive feedback, and setting clear, achievable goals. A good coach fosters a trusting environment where employees feel safe to take risks, learn from mistakes, and continuously improve. By focusing on individual strengths and aligning development with organizational goals, supervisors can inspire motivation, boost performance, and cultivate a culture of continuous learning. Explore our professional development to find courses and training on being a supervisor and coaching.
Engagement
The UWL Engagement Survey is a system-wide survey that allows our organization to establish data benchmarks and compare team members' responses with those from comparable, highly-esteemed organizations. The results and data gathered from the survey help inform decisions and influence change in the work lives of our team members.
Organizational development
Organization Development enhances your team’s efficiency and effectiveness through events such as organizational structural changes, change management implementation, leadership development, and team building.
Our consultation process
Intake
Requests for services are collected by our Employee Relations team. Anyone can contact HR to discuss the "presenting problem" and assess the "true" nature of the request and determine the next steps.
The contract and contracting conversation
"Contracting" is a conversation with the client to reach an agreement on the scope of work, roles and responsibilities, and important components of the process. In most cases, we also have a contracting conversation with the client's "sponsor," generally their immediate supervisor. We use a standard template to guide conversations with clients, which we're happy to share upon request.
Upon completion of the conversations, the Consultant will send an email to the client and sponsor, with a cc: to the TCHRO. The email will summarize the agreement(s), provide an initial timeline, clarify roles, and state costs for any materials if applicable. This email constitutes the "contract."
Data collection & discovery
Discovering the root causes of the problem can be done in a variety of ways — structured interviews, focus groups, observation, assessments, reviewing scorecards, benchmarks, financial information, etc.
Our team uses a variety of models as a template for determining which areas to explore. Each discovery process is customized as needed.
Diagnosis/analysis
Once enough data is collected (when it starts to get redundant) we review it all, do a comparative analysis of quantitative data and determine key themes in qualitative data. Those themes are shared during the next phase.
Feedback
Feedback is done face-to-face and is available for the sponsor, client, and the group if applicable. A written summary of the findings may be provided. Specific interventions and/or next steps are typically agreed to during the feedback meeting(s).
Evaluation
Evaluation of the process can be done via survey, anecdotal evidence, changes in scorecards and data points, or some combination thereof. The work cycle may begin again depending on the findings of the evaluation.
If it is completely new work in scope or nature a new Intake Form should be completed by the requesting client.
Performance documentation cycle
The performance review cycle begins when a worker joins the Universities of Wisconsin in a performance-eligible position and gathers performance evaluations throughout probation and annually thereafter. The cycle restarts if a worker transfers to a new performance-eligible position.
- New Employee Goals and Expectations
- Probation Midpoint Evaluation (per campus practices)
- Probation Final Evaluation (per campus practices)
- Midpoint Evaluation (per campus practices)
- Annual Evaluation
- Continues with Midpoint (per campus practices) and Annual thereafter
Performance appraisals by classification
Faculty Retention, Merit Review, and Post-Tenure Review
For Faculty, please consult your department by-laws for specific information relating to retention of probationary faculty, merit review, and post-tenure review.
Instructional Academic Staff (IAS)
Instructional Academic Staff are considered part of the Academic Staff Classification and are required to receive a performance appraisal annually. The process may vary depending on the IAS member's department by-laws.
Please note that Human Resources requires that the official performance appraisal as provided by the department be retained in the Workday Performance Review, of which the Department Chair is granted access.
Performance Improvement Plan (PIP)
Limited and Non-Instructional Academic Staff
All Limited and Non-Instructional Academic Staff are required to have a Workday Performance Review completed annually (at least once in a calendar year).
Performance Improvement Plan (PIP)
University Staff
Ongoing, University Staff are required to have on file a performance appraisal, annually. The university has adopted the Workday Performance Review which maintains the records for all aspects of the annual performance appraisal process.
Probationary Performance Appraisals
New University Staff members or University Staff members that are appointed to a new position are required to undergo a probationary review in Workday. This appraisal is conducted every three months, for 6-12 months, following the job security policy.
Additional Resources
Performance review in Workday
Performance Reviews Overview Tipsheet
This tipsheet covers the performance review process in Workday.
Employee Tasks in Performance Reviews
This job aid explains how to complete the tasks assigned to an employee as part of a performance review.
Performance Improvement Plan (PIP) – Manager & Employee Tasks
This document reviews the steps in the business process and the tasks for the manager and employee.
Performance Improvement Plan (PIP) – Manager & Employee Tasks
Probationary Period Review
This tipsheet covers the performance review process in Workday.