Performance Management

In Practice:

  • Performance management at UMass Amherst is an ongoing process where supervisors and employees set goals, hold regular coaching conversations, track progress, and document outcomes to ensure work aligns with the university’s mission and strategic goals. It is guided by UMass HR policies and any applicable collective bargaining agreements.
  • Planning: Dialogue between a supervisor and employee to establish clear, specific performance expectations at the beginning of the performance cycle.
  • Feedback, Coaching & Documentation: Regular two-way discussions focusing on work progress and quality. Observing, monitoring and documenting performance throughout the year.
  • Review, Evaluation & Development: Summative two-way discussion and written documentation. Focusing on employee performance: areas of excellence, goals for improvement, and development needs.

 

Supervisor Responsibilities
Employee Responsibilities
  • Initiate performance discussions.
  • Set clear, mission-aligned goals and priorities with staff.
  • Document performance—strengths and needed improvements.
  • Communicate regularly to understand and support employees’ needs.
  • Provide regular, balanced feedback and coaching to improve development and productivity.
  • Conduct evaluations per university procedures and submit completed reviews to HR as required.
  • Model the Principles of Employee Conduct.
  • Meet job responsibilities and mission-aligned performance goals.
  • Record and share accomplishments and received feedback with your supervisor.
  • Communicate concerns, obstacles, or needs that affect your work.
  • Adhere to the Principles of Employee Conduct.

 

Guidance, Forms, and Collective Bargaining Agreements:

Supervisors must know their employees' CBAs

All CBAs.  Consult your HR Business Partner or Labor Relations for guidance.

Non-Unit Staff
Non-Unit Academic Administrators
USA/MTA, AFSCME, PSU/MTA Unit B
PSU/MTA, Unit A
Academic Employees

Academic HR: the resource for info specific to academic employees (faculty, librarians, graduate employees and researchers). CBAs: MSP, PRO, and GEO

Setting Goals

Goal planning is a collaborative process between the supervisor and employee. It is the clearest way to define an employee’s expectations for the year, specifying both the results to be achieved and the behaviors used to achieve them. At the start of the performance management cycle, meet with your employees to discuss and establish goals/work priorities for the coming year. Provide the context for performance management so that individual performance is aligned with the organization’s goals, mission, and University’s strategic plan. Tool: For help with writing meaningful goals, use the Goal Setting Guide, which includes how to write SMART goals.

Check-Ins

Conducting regular check-ins to set challenging goals and to provide feedback and coaching is the best way to support the performance and development of the people you supervise. Goals are not static so be flexible to adapt to any changing factors. Tool: Check-In Conversation Guide for Managers and Employees.

Keep a record of conversations and feedback given. Tool: Documenting Performance

Evaluating Performance

Performance evaluation assesses both how well expected results are achieved and the behaviors used to achieve them. It should be based on ongoing check-ins throughout the year, not just a year-end review. The formal evaluation—documenting and communicating performance—is the final step in the cycle's review process.

Stay aware and intentional about the influence of biases when evaluating employees. Use clear, job-focused criteria and concrete examples you've collected over the year instead of relying on memory or impressions. Watch for common traps like recency bias, favoring people like you, or over‑generalizing from one good or bad moment. Regular check-ins, solid goals, and structured feedback make it much easier to keep bias out of the formal review.

NOTE: All staff covered by a bargaining unit are due a 90-day notice and performance improvement plan prior to an overall unsatisfactory rating for their performance review.

Prepare: Ask employee to self-evaluate, using appropriate forms, and to share with you any of their own performance documentation they would like you to consider in completing their review. Ask if staff would like to receive the review ahead of time, prior to your performance review meeting with them. Prepare yourself for the evaluation meeting. 

Evaluation meeting and next steps: Once completed, ask employee if they want to comment on the review, which is the right of staff, sign the review, and have staff sign in-person, or all with DocuSign. Give staff a copy of the signed review. Share completed review with your manager and HR
Start the goal setting/work priority process for the coming performance year.

Tools:

Tips on Writing Performance Reviews
Sample Phrases for Writing Performance Reviews
Pre-Review Preparation Worksheet for Employee
Having a Performance Evaluation Conversation

 

 

Addressing Performance Concerns

Performance or behavioral issues may arise during the performance cycle and should be addressed promptly. For guidance on handling these concerns, consult your manager and HR Business Partner.

Tool:  Performance Concerns Flowchart