Performance Management

All staff members (union and non-union) hired before April 1, 2024 should receive an annual performance review. Any staff member hired on or after April 1, 2024 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.

This year we will return to standard rating scales for performance management. A rating is required in order to complete the document.

There are 4 ratings to choose from as follows:

Needs Improvement

The quality of performance is below expectations for the role. Knowledge, skills, abilities and/or productivity have not been demonstrated at the appropriate levels.

Learning/Building

Needs to gain proficiency and/or productivity in the position to achieve consistent impact. May achieve some, but not all, goals.  Stronger or additional knowledge, skills and abilities need to be demonstrated for consistent success in the role.  This rating is recommended for use when an employee is still coming up-to-speed with their job responsibilities based on limited tenure in the role.

Full/Consistent Impact

Consistently demonstrates meaningful impact through accomplishments and contributions. This level of impact is reflective of a fully qualified, competent and experienced individual in this role. Viewed as someone who gets the job done and effectively prioritizes work and produces strong results. Contributes positively to the overall objectives of the department and /or the larger organization. Achieves valuable accomplishments in several important areas of the job and/or on assigned projects.

Exceptional Impact

Contributions have significant and consistently exceptional impact and value to the department and/or the organization. Makes unique, often one-time achievements that measurably advance progress towards organizational goals and/or result in major improvements.  Easily recognized as a role model by high-performing peers. Viewed as an excellent resource to provide expertise, guidance, advice, mentorship, or support to others.  Demonstrates a range of high-level capabilities and actively takes on higher levels of responsibility.

*Please note:  While the ‘No Rating’ option will appear in the system, this option will not be used by HLS.

Ratings provide opportunity to reflect on work performance and identify areas for opportunity to discuss development and training.  They will not be tied to annual increases.  Performance may be considered during bonus allocations.

Ratings help employees and managers to identify what is going well as well as opportunities for growth and professional development.  From the employee who is new to the role and is building their knowledge base to the employee who is a consistently strong contributor, ratings, combined with meaningful feedback, can serve to foster conversation about a targeted skill-focused training or development program designed to help the employee reach the next level.

Employees and managers now have access to the 2024 Performance Reviews, which should be completed by August 1, 2024.

• Staff Access: From the PeopleSoft dashboard, click on My Self Service > My Performance, and then select “Annual Review” for the 7/1/23 to 6/30/24 review. Click on the different tabs – Instructions, Goals, Mid-Year, Annual, Competencies, and Feedback – to familiarize yourself with the available options. You will be entering your comments in the ‘Annual’ section.
• Manager Access: From the PeopleSoft dashboard, click on Manage My Team > Team Performance, and then on the staff member’s name for the 7/1/23 to 6/30/24 review.

Yes.  Our Learning Launchpads are designed to help employees and managers discuss development and training by offering opportunities for improvement, growth, skill building, and leadership development.

Additional online resources and reference guides can be found on the Harvard HR Performance Management site.

• 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

• 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…”