During the Coaching Period

Midyear Progress Review:

  • The midpoint of the performance cycle, 1/15-4/1
  • At least one coaching Session per performance cycle is MANDATORY for all Classified employees.听听

It is time to start conducting coaching sessions with your staff. To be an effective supervisor, you must engage with your staff mid-way through the performance cycle, in a coaching session.听The coaching discussion is a formal conversation鈥痙uring which supervisors and employees discuss performance as it relates to the goals and core competencies outlined in the employee's鈥痯erformance plan.鈥� This is a crucial opportunity to formally check in with employees and engage in a two-way dialogue about how they are doing, clarify expectations, and make any needed changes to employees' goals.听

CU requires a midyear progress review between employees and their supervisors. This meeting must be documented. Coaching and feedback are important objectives of this meeting. The midyear progress review meeting consists of:听

  1. A review and discussion of the work plan and any modifications resulting from changed business conditions since the plan was initially developed.听
  2. A preliminary rating and discussion of the employee鈥檚 performance on the goals and competency areas for the first six months.听
  3. Agreement on goals and competencies for the remainder of the year.听
  4. Written comments documenting progress and possible areas for improvement.听
  5. A review of progress toward training requirements.听

Resources:

  • Coaching Article from OFA, Documenting Performance Behavior. Supervisor cohort/peer, group/guidance, reach out to your support network.
  • For the most current Boulder campus performance management program information, forms, and user guides, please visit HR Performance.听

罢谤补颈苍颈苍驳蝉:听

Note that if an employee separates from CU during the performance year, the performance plan will be forwarded to the final rating听stages, so that an overall rating can be completed.听

  • If an employee moves to a position under another appointing authority or department during a performance cycle, an interim overall evaluation shall be completed and delivered to the new appointing authority or department within 30 days of the effective date of the move.听
  • Supervisors who transfer or leave are required to complete close-out evaluations on all their classified employees before leaving. This action will be referenced in the supervisor's own performance evaluation.
  • If an employee has more than one supervisor during the evaluation cycle, each supervisor must complete a close-out evaluation of the employee. The employee鈥檚 final overall evaluation score is determined by the supervisor who supervises the employee at the close of the evaluation cycle. That supervisor is responsible for gathering any close-out evaluation(s) from past supervisor(s) for that evaluation cycle and determining the employees鈥� final overall evaluation score.听
  • No evaluation is required when an employee retires from employment in the state personnel system.听

Performance Discussion after completion of 90 days of Probationary Period or Trial Service听

For employees hired after November 18, 2021, supervisors are required to conduct a performance discussion after the completion of 90 days of the employee鈥檚 probationary period or trial service. Supervisors should informally document the time, content, and date of the conversation. Departments can maintain the documentation in the informal supervisory files.听

Coaching Reminders for Supervisors

To be an effective supervisor, you must engage with your staff mid-way through the performance cycle, in a coaching session. At least one coaching session per performance cycle is recommended for all university staff employees.鈥疶he coaching discussion is a formal conversation鈥痙uring which supervisors and employees discuss performance as it relates to the goals and core competencies outlined in the employee's鈥痯erformance plan.鈥� This is a crucial opportunity to formally check in with employees and engage in a two-way dialogue about how they are doing, clarify expectations, and make any needed changes to their goals.听

Tips for Conducting Coaching Discussions听

  • Discuss the employee's performance for the entire cycle to this point.听
  • Discuss any notes you have kept up to this point regarding the employee's performance, including any prior coaching sessions, performance improvement plans and/or any disciplinary communications/actions.听
  • Discuss and revise all goals within a performance plan to ensure the content, measurement method, tasks and targets, weights, and timeframe are still SMART.鈥�
  • Specific, Measurable, Attainable, Relevant, Time-bound)鈥� If not, what edits should be made to make them SMART?鈥� Do timeframes need to change? Or does the direct report need additional training or additional resources?听
  • Remember, performance plans are not static, they are meant to be altered and changed throughout the cycle year, depending on situational changes (e.g.) perhaps funding changes, an employee going on FMLA, changes to strategic visioning or goals, etc.).听
  • Does the plan help align an employee鈥檚 work and campus resources to clearly defined institutional aspirations and imperatives (goals)?鈥� If not, what edits need to be made to make it so?听
  • Does the plan establish clear expectations between employees and supervisors around work, professional development, and career growth opportunities?鈥� If not, what edits need to be made?鈥� Can clear deadlines, measurement factors, behavioral expectations be added?听
  • Does the plan reinforce organizational values by placing appropriate emphasis on competencies? (Please note that an additional competency has been added to the performance planning form in support of Inclusive Excellence).鈥� Competencies are a great way to measure the 鈥渟oft skills鈥� that are imperative for a professional and successful work environment. Be clear and specific about the behaviors and communication styles that are expected.听
  • Remember, performance plans are not static; they are meant to be altered and changed throughout the cycle year, depending on situational factors that change (i.e., perhaps funding changes, the employee goes on FMLA, there are changes to strategic visioning or goals, etc.).听听
  • Competencies are a great way to measure the values and behaviors imperative for a professional and successful work environment. Be clear and specific about the behaviors and communication styles that are expected.听

For the most current Boulder campus performance management program information, forms, and user guides, please visit HR Performance.听

For tips regarding supporting and developing employee learning and training in a virtual setting, please visit the 兔子先生传媒文化作品 Organizational Development site HERE听