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We are pleased to announce the kickoff of our FY21 Performance Review Process which presents a great opportunity to reflect upon all that has been accomplished, both individually and collectively, throughout the academic year.

While performance reviews are meant to capture a year in review, the habit of discussing goals, accomplishments, and opportunities for development should happen throughout the entire year.  Meaningful manager and employee check-ins are critical drivers for employee engagement and can provide a sense of continuity, forward progress, and support of both organizational and team morale.

We encourage each of you to schedule times with your managers and employees, at least quarterly, to discuss these important items throughout the year.

Who should complete the annual performance review?

All staff members (union and non-union) hired before April 1, 2021. Any staff member hired on or after April 1, 2021 will not complete the annual review process. Instead, managers will provide formal performance feedback at the conclusion of the 90-day Orientation and Review period. Temporary staff, student hires, LHTs (less than half time employees), and fellows do not participate in the annual review process.

When is the deadline to complete annual performance reviews?

Friday, July 30, 2021

Will there be performance ratings this year?

As in FY20, there will be no formal ratings on performance reviews. Instead, we will be using the “Not Applicable – No Rating” option. We anticipate that the university will return to the 4-point rating model for FY22 (Exceptional Impact, Full/Consistent Impact, Learning/Building, Needs Improvement).

What is the timeline for performance reviews?

  • Now through June 30: Employee completes self-evaluation under the ‘Annual Tab’, and submits the form to their manager by clicking “Start Sharing”
  • July 1 – July 30: Managers complete performance review for direct reports
  • July 30: Deadline to complete all performance reviews in PeopleSoft

Download our guide for instructions on how to complete the performance review process in PeopleSoft.

Download Guide

Check out these recorded trainings to help Employees navigate the Performance Review Process

Check out these recorded trainings to help Manager navigate the Performance Review Process

As always, contact your HR Business Partner (HRBP) if you have any questions or need assistance. We appreciate your efforts and look forward to a year of continued partnership, achievement, and success!

Resources for You

Resources for You

We are here to help you along the way so please feel free to reach out to your HR Business Partner for assistance at any time.

Check in here to find important information and tools to help. Additional tools and training materials can be found on the Harvard Training Portal.

Annual Performance Review: Tips and Tools

Annual Performance Review: Tips and Tools

  • Prepare for the conversation

    • Self-evaluation
      • Honestly evaluate your own performance
        • Be objective so as to not appear biased or self serving
        • Prepare a list of your accomplishments throughout the year, and be ready to talk about them
    • Show growth
      • Be prepared to show that you have improved in areas that were critiqued in previous year
      • Or, prepare to talk about your initiative in your own self development that shows growth in the things you are already doing well
    • Plans for the future
      • Be prepared to talk about ways in which your manager can support you achieve your goals.  This may mean skills you’d like to develop
    • Share with your manager
      • Encouraging a two way dialogue can be best done by giving your manager a chance to prepare for the conversation by reviewing what you’ve put together
    • Be open minded
      • Ask open ended questions to seek clarity
      • Catch your own emotions
      • If we become defensive, we stop listening
  • Receiving Feedback

    • Mindset – constructive and positive
    • Recognize your own emotions and the potential impact of your response
    • Asking open ended questions
    • Listening skills
  • Listening Skills

    • Create the Right Environment: Set aside physical distractions to focus completely on the other person
      • Speaker: “Can we talk about a challenging situation that I am having?”
        Listener: “This is a good time. I will silence my phone and close the door to give you 100% of my attention.”
    • Seek to Understand: Focus on the speaker’s message, rather than your response
      • Bracketing: Imagine putting aside your nagging thoughts or the debate
      • Body Language: Lean forward, establish and maintain eye contact, comfortable posture
    • Paraphrase: Validate the speaker’s message by rephrasing, using your own words to confirm their meanings. Use reflective language
      • “As I hear it, you…” “I’m picking up that you…” “It sounds like you…”
    • Perception Check: Check your belief(s) about what the speaker feels or thinks – unspoken assumptions, conclusions, feelings
      • “It appears that you place a high value on…” “So, your feeling now is that…” “You seem to have a sense of…”
  • Nonverbal Communication

    During active listening, the nonverbal cues you use are equally important as your choice of words and language in reinforcing to the employee that they are being heard, and that you, as the manager/supervisor are fully engaged with what is being shared.

    Techniques

    • Comfortable eye contact
    • Listen nonjudgmentally, listen for understanding
    • Use affirming voice sounds to encourage conversations
    • Open hands, “open” arms – not crossed
    • Engaging posture, whether standing or sitting
  • Open-Ended Questions

    Open-ended questions help manager and staff to more clearly understand what is happening, what is needed, and to discover different ways of thinking and acting to be more satisfied and fully contributing in our roles.

    Open-ended questions start with: What, How, When, Where, Who, and sometimes Why.

    Examples:

    • What priorities do you think I should focus on this year?
    • What impact do you want me to have this year?
    • What is your (our) understanding about the project?
    • What might I (we) do differently?
    • Who else might be a resource to me (or us)?
    • How can I (we) mitigate the risk?
    • What do you need from me?
  • Best Practices for Meeting/Conversation

    • Treat the conversation with the importance it deserves
    • Schedule in advance
    • Reserve adequate time
    • Prepare for the meeting
    • No interruptions; stay present
    • Create an open, comfortable environment
    • Your aim is a two-way conversation
    • Be curious, ask questions, and listen to understand