Performance Management

Georgia Tech strives to provide an environment where all employees understand the impact their contributions have on the achievement of Institute goals and are provided the opportunity for ongoing professional growth.

We reinforce this belief through strong performance management that culminates in a review of annual performance. The Georgia Tech Performance Management Cycle consists of four phases: Plan, Manage, Review, and Reward. Support tools are available for each phase of the cycle.

Self-Assessments

Ensure your voice is heard!
Assessments are due by January 10, 2020.

This is your chance to assess big projects, discuss accomplishments and highlight your value. They are due to your manager or Employee Records by Jan. 10, 2020.

Self-Assessment Form

Use this form to provide to your manager to facilitate more constructive feedback and discussion around individual performance and departmental goals as well as next steps in career development

Timeline

The Georgia Tech performance cycle is aligned with the calendar year. All classified staff employees should have a recent review reflecting the prior year's performance before April.

2019 Performance Cycle

Jan. 1 — Dec. 31, 2019

2019 Self Assessments

Dec. 3, 2019 – Jan. 10, 2020

2019 Performance Evaluation & Goal Setting Period

Jan. 13 – Feb. 28, 2020

Original, signed performance evaluations due to department HR Business Partner/Representative

February 28, 2020

Submit evaluation ratings spreadsheet to GTHR Employee Relations. Submit original signed forms to GTHR-Records.

March 31, 2020

Planning

The planning phase is the foundation of the entire process. In this phase, S.M.A.R.T goals and objectives are set for the performance period. Goals that are S.M.A.R.T (Specific, Measurable, Achievable, Relevant, and Time Based) increase employee motivation and commitment to goal attainment, leading to greater success.

Quick Reference Guide

Goal Setting Form

Managing

Regular communication is critical during the managing phase of the cycle. Through formal and informal conversations, both parties are kept abreast of progress toward the successful completion of goals and expectations. These discussions are also good opportunities to provide timely feedback and coaching.

Since the performance cycle spans several months, it is important to keep track of key performance highlights and challenges. These notes will help immensely when it’s time to discuss performance for the year.

Review

At the conclusion of the cycle, both parties have a discussion to review performance for the year. If S.M.A.R.T goals have been set (planning phase) and ongoing communication/feedback has taken place (managing phase), both parties should have a productive performance review discussion.

The Annual Evaluation Form is available on the Forms page, under "Performance".

Go to Annual Evaluation Form

Reward

When merit increases are available, employees may receive an increase to their annual base pay in accordance with their overall performance rating.

It is important to remember that performance increases should be based upon merit. Rewards should be differentiated based upon overall performance ratings.

Forms

  • Annual Evaluation Form
    Complete this form and then submit a printed copy with signatures to your HR Representative.
  • Goal Setting Form
    Complete this form and submit a printed copy with signatures to your HR Representative.
  • Review for Probationary Period Form
    Use this form to evaluate employees at the conclusion of their first six months of employment.
  • Self-Assessment Form
    Use this form to provide to your manager to facilitate more constructive feedback and discussion around individual performance and departmental goals as well as next steps in career development

Tools

Training

Please click on an item below for more information and to sign up for training.

Management Best Practices

  • Keep notes in a journal or other system (e.g., tickler file) to record significant performance occurrences during the year
  • Let employees know that you wish to regularly communicate throughout the year (both formally and informally) and demonstrate that commitment by being proactive and engaged when interacting
  • Monitor progress on goals and be open to adjusting goals if circumstances warrant
  • Schedule one-on-one meetings with employees at least monthly to formally discuss performance
  • Conduct a mid-year performance evaluation

Performance Evaluation Best Practices

  • Schedule a dedicated time for each employee to be evaluated
  • Review notes and other documentation you have compiled throughout the year concerning the employee’s performance
  • Have the employee complete a self-evaluation and review it prior to preparing the final review
  • Provide the employee with a draft copy of the completed performance review prior to the actual meeting to administer the review
  • Ensure constructive two-way communication during the review meeting (listening attentively and encouraging dialogue)
  • Schedule a performance planning meeting within 30 days after the evaluation to collectively establish key performance measures and goals for the upcoming performance review cycle