Performance development conversations help managers and employees communicate with one another, providing an opportunity for discussion, exchanging ideas, assisting with individual growth and development aligned with the organizational goals, and ensuring that both the employee and the manager have a common understanding regarding performance expectations for the role.
True performance development comes in a number of forms. The quality of the conversation is more important than the specific tool used. Feel free to review the performance development tools below and pick one that suits you and your employees and allows you to engage in a fruitful discussion.
In UBC’s vision document, Place and a Promise, UBC commits to the value of “creating an exceptional work environment.” To enact this value, the University provides a fulfilling environment in which to work, learn, and live; maintains our values of academic freedom, mutual respect, integrity, dignity, and inclusivity; and encourages the open exchange of ideas and opinions.
At UBC, we encourage managers and department heads to hold performance conversations rather than doing a one-way evaluation. Performance development is about helping an employee to grow in his or her career, and taking a look ahead, tapping into the employee’s strengths and adding new skills. The underlying purpose of the development is to enrich the existing job, expand an employee’s capabilities within the organization, help foster the working relationship between supervisors and employees, provides an opportunity to clearly identify performance expectations, as well as improve job satisfaction. The supervisor and the employee can both identify areas or goals to attain growth, to prepare for a new position or role or assignment that will require additional or expanded skills and or competencies. Associated action plans should have set goals, defined outcomes and time lines. The performance development process is ongoing and largely driven by the employee, with the supervisor as coach and partner.
We appreciate that, based on your department’s goals and objectives, you may wish to use a different performance development tool than the ones we recommend. If you chose to use a tool that is different than the ones shared on this page, please ensure that it allows for the following:
The following performance development tools are very different in style. Review the various options that are provided and determine which model makes most sense for you and your team members.
The Model for Performance Development and Review at UBC (PDF) reflects a strength-based approach, designed on the principles that engaged employees have a direct impact on the level of client / customer engagement, on the nature of peer/staff relationships, and finally, on the degree to which bottom line business results of the organization are achieved. The tools includes both a self-assessment and section for the managers feedback.
Competencies are the knowledge, skills and behaviours required to perform a job. UBC does not have a university-wide competency based program but you will find parts of the university that have adopted a competency base approach.
The Performance Plan and Review is designed to assess, evaluate and document the performance of your employee; provide an opportunity for the employee and supervisor to discuss progress; align employee and organizational goals; assist with employee growth and development and clearly articulate performance expectations to the employee.
The Self-Assessment document provides an opportunity for the employee to self-reflect and respond to a few questions to provide you some further insight into your staff members’ preferred work style and environment. In addition, the self-assessment questions allow the employee to consider their competencies that focus on their strengths as well as developmental areas. Goals and objectives are also included to determine some specific work / career goals and / or training objectives with timelines for achievement.
We hope you find these tools of assistance when holding performance conversations. You may wish to revise these tools to suit the needs of your operations.
The following documents provide some practical tips, guidelines and considerations regarding holding performance conversations
If you require further assistance with performance review process, please contact your Human Resources Advisor or Associate.
The following tool has been developed for BCGEU staff and Executive Administrative staff at our Okanagan Campus.