Performance Evaluation Resources

The Performance Evaluation process focuses on year-round collaboration between leaders and their direct reports with a focus on positive development.

Connecting throughout the year in quarterly check-ins helps both leader and employee feel less burdened, places dedicated time on development, and allows for goals to be adjusted as environments change. It can also provide a more robust representation of an employee’s work at the end of the process.

This page will provide all the guidance and resources you need for a successful Performance Evaluation process.

We’re in Q3!

The third quarter is when we begin to review our progress towards our current goals, make any necessary adjustments, and seek input from our colleagues about our overall performance this year. View this short Q3 overview video for more detail on the steps outlined below.

Valuation Information Sessions

We're here to support you and to answer questions related to your FY23 valuation. If you missed any of our Q1 or Q2 Valuation Information Sessions, you can watch a recording here and download the slide deck. This session is great if you're brand new to the valuation process, or is a great refresher for those who are already familiar.

Stay tuned for more Valuation Information Sessions coming in April, May, and June 2023.

Performance Management By Quarter

Quarter 1 (July – September)

The start of the new fiscal year provides an opportunity to review last year’s evaluation, have impactful conversations about last year’s performance and what will carry over into this new year, and start working on job-specific work goals. View this short Q1 overview video for more detail on the steps outlined below.

  1. Review the 1-Year Performance Management Roadmap
  2. Review last year’s evaluation and note any items that will carry over to this year
  3. Hold a leader and employee check-in (Initial Conversations Starter Questions), preferably during an already scheduled 1:1
  4. Employee begins to formulate current year Job Specific Work Goals in SMART format, with guidance from leader. SMART Goals Resources LinkedIn Learning Login Instructions
  5. Begin to reflect on professional development and encourage the employee to visit the Development Journey, and begin to create a Development Plan. This plan will not be rated but often aligns well with developing skills that will allow the employee to be successful in achieving their Job Specific Work Goals.
  6. Leader identifies any Department Specific Content that will apply to employees within their span of control, and shares content with employees.

Quarter 2 (October – December)

If you haven’t started working on your SMART goals, it’s ok. The second quarter focuses on revisiting your goals and Development Plan, as well as preparing for your mid-year review. View this short Q2 overview video for more detail on the steps outlined below.

  1. Review the 1-Year Performance Management Roadmap
  2. Hold a leader and employee check-in (Check-In Conversations Questions), preferably during an already scheduled 1:1.
  3. Revisit and refine Job Specific Work Goals.  If you haven’t started yet don’t worry, but it would be good to get moving on creating SMART goals Additional resources: SMART Goals Template
  4. Revisit and refine Development Plan as needed
  5. Prepare for Mid-Year Review

Quarter 3 (January – March)

The third quarter is when we begin to review our progress towards our current goals, make any necessary adjustments, and seek input from our colleagues about our overall performance this year. View this short Q3 overview video for more detail on the steps outlined below.

  1. Review the 1-Year Performance Management Roadmap
  2. Hold Mid-Year Review
  3. Begin to think about 360 Peer / Customer Feedback and consider sending 360s out.
  4. Revisit and refine Development Plan as needed
  5. Revisit and refine Job Specific Work Goals as needed

Quarter 4 (April – June)

By the time we reach the fourth quarter, much of the work has been done to make our valuation process a success. There are a few final details to complete the current fiscal year review and start thinking about next year’s goals. View this short Q4 overview video for more detail on the steps outlined below.

  1. Review the 1-Year Performance Management Roadmap
  2. Hold a leader and employee check-in (End Of Year Questions), preferably during an already scheduled 1:1
  3. Continue to think about 360 Peer / Customer Feedback and send 360s out.
  4. Revisit and refine Development Plan as needed
  5. Revisit and refine Job Specific Work Goals as needed
  6. Begin to think about job specific goals for next year

(June) Leader sends valuation to employee to finish completing employee sections and ratings.  Employee sends valuation back to the leader to complete their sections and ratings.  Leader and employee meet to discuss final rating.  Signed valuation will be sent to HR.

 

Performance Management FAQs

360° Review

What is a 360° review? Am I required to complete one?

  • A 360° review gathers performance feedback from multiple parties; peers, managers, customers, direct reports, etc. Encouraging a broad range of perspectives will provide a more accurate account of employee performance. This information can be taken into consideration as part of the overall feedback process in performance management. 

  • 360° reviews are highly encouraged, but optional. The only exception to them being optional would be if a department head decides to require them for their area.

  • Feedback can be provided at any time during the year, and you can use any method you choose.  We have provided some templates that can be used as-is or modified to fit your needs.

Deadlines

What is the deadline to submit FY23 valuations?

  • The deadline to submit FY23 valuations will be Friday, June 30, 2023.

Why is the deadline to submit FY23 valuations earlier than in past years?

  • The due date has been changed in preparation to move to an online performance management system in FY23 (pilot).

What is the deadline to submit a 6-month probationary form?

  • The 6-month probationary forms are due six months after the employee’s hire date.

What are the cutoff dates for employees to be considered eligible for filling out a valuation?

  • If someone transfers from a Michigan Medicine department to another Michigan Medicine department, and was a Michigan Medicine employee prior to 1/1/2023 they will complete the valuation. 

  • If someone was hired as a Michigan Medicine employee between July 1 - December 31 of the calendar year, they will complete the valuation.

  • If someone was hired as a Michigan Medicine employee on January 1 - June 30 of the new calendar year they do not need to complete the valuation this year, but will need to complete it next year.

Employee Status

I have an employee that transferred from campus to Michigan Medicine. How should the valuation be conducted if the employee has been in the role for a short period of time?

  • In cases where an employee changes departments during the year, it’s recommended that their current supervisor reach out to the employee’s previous supervisor and ask them to 1) fill out the valuation relating to goals they had in their past role and 2) share what rating the previous supervisor would give. This information will often help the new supervisor glean information about how the employee works, collaborates, and completes work.

  • If the employee has not been in the role long, this is an opportunity to outline your expectations for them in the current fiscal year.  Document their progress on the goal(s) keeping in mind the time (or lack thereof) that they had to make measurable progress.  It would also be good to use this as an opportunity to start outlining goals you’d have for them in the next fiscal year.

How do I handle conducting a valuation for a post-doc employee?

  • Postdoctoral fellows use a different form than the Valuation. Refer to pages 18-20 of the Postdoctoral Handbook for reference.

Goal Setting

By when should our unit have goals set for the year?

  • Goals should ideally be set in the 1st quarter of the fiscal year (before the end of September), though this may be challenging for some areas.  To provide enough time for goal attainment and adjustment, we recommend having draft goals set no later than the end of October. 

Where can I get help with goal setting?

Do I need to set department-specific goals? Where can I see examples of what other departments have used?

  • Leaders have the option to make the department specific content section required or optional for their span of control. If no additional information is added to this section, it will be considered optional.

  • Examples include but are not limited to:  Attention to Detail, PA Competencies, Pharmacy Tech Competencies, etc. See additional examples submitted by several areas here.

Merit

How does the merit program operate within the fiscal year schedule? 

  • Merit percentages are typically approved by the Board of Regents in June (the last month of the fiscal year).  Following board approval, Compensation will send an email communication detailing the specifics of merit shortly after board approval (usually in June). Merit typically is effective in employee’s September paychecks. 

  • For more detailed information please contact the compensation team (compensation@med.umich.edu) or your HRBP.  Compensation and the Valuation are technically two different processes but we try to align them to minimize confusion for customers.

What is the merit eligibility cut-off date?

  • The merit eligibility cut-off date is December 31, 2022 (an employee must be hired before January 1, 2023 to be eligible for merit). Any employee hired into U-M in 2023 does not need to complete the Valuation and is not eligible for merit in FY23 (July 1, 2022 - June 30, 2023).

Ratings

How can I differentiate between an “M” and an “E”?

My unit is full of top performers. Do I have to really follow the percentage breakdown for each rating?

  • We appreciate that this can be a challenge for supervisors with so many high performers. We like to use a sports analogy to illustrate why it's important to make these distinctions in ratings. For example, the Michigan football team aims to field a winning team with high performers every year. The standard of quality of performance doesn't change, but the bracket of excellence may change depending on the behaviors exhibited by players in a given season. Having more high performers bumps that bracket up overall. And even though a team may be full of all-stars, it's important to identify who you'd qualify as a "starter" and call out the behaviors that position these players as stand-out performers in comparison to their teammates. It can be challenging, but it is a great exercise in articulating differences in performance quality.

Valuation Form

Why are valuations conducted?

  • Valuations are an opportunity for managers and direct reports to find areas in which improvements can be made and to talk about what they’re interested in. Also, for regulatory purposes we have to demonstrate that a person is proficient in their job.

What should I include in the written sections of the Valuation? I’m stumped!

  • For managers: Comments should support however you’ve rated that employee. If they’ve knocked it out of the park this year, write HOW they’ve done that. The LinkedIn Learning course Performance Review Foundations: Writing the Review is a helpful resource around this topic.

  • If you know you have a challenging valuation, talk through where alignment can improve. The LinkedIn Learning course Performance Review Foundations: Tackling Tough Phrasing is a helpful resource around this topic.

  • For direct reports: The valuation is an opportunity to highlight what you’re most proud of during the year, and to report out the status of your annual goals.

Where is the latest version of the valuation form?

Where can I find the valuation form specific to my work area?

  • HR provides a general template that can be used by non-union and non-faculty employees. Part of the template includes a Department Specific Goals section.  If your area leader has populated content in the Department Specific Content section specific for your area, your area will be responsible for providing a link to the modified document.  Leaders are asked to communicate this to their staff if they’ve updated the Department Specific Content section, so it may be worth reaching out to your leader (or their admin to confirm).  If your area has not populated this section, please use the general template provided by HR.

Who is responsible for submitting the valuation?

  • The manager will submit the valuation on behalf of the staff member, after both have met for an end of year review.

Where do I submit my valuation and how do I sign it remotely?

  • Submissions can occur via interoffice mail or can be submitted digitally via PDF or Word doc to the HR Solutions Center.  The employee’s last name and UMID should be included in the file name. For example, the file can be saved as Anderson_12345678 to help speed up the upload process. This eliminates a step to open the document to find the employee ID number.  

  • Fifteen valuations can be submitted per ticket. Ensure the employee ID # and both manager and employee have signed the documents. Failure to do so will require resubmission and delays. All submissions must be received on or before June 30, 2023. Submit a case here.

Do employees need a hard copy of their valuation in their Blue Folder?

Yes, to meet Joint Commission requirements, each employee at Michigan Medicine needs to have valuations in their blue folder so the process for adding valuations to blue folders will remain the same as it has been in previous years. Check here for more information about blue folders.

Contact

Do you have questions that have not been answered here? Email FY23Valuation@med.umich.edu with your question and we’ll be in touch!