2019 Performance Management in OHR

Kathy Brown

“The key to effective performance management is having ongoing discussions with your supervisor about your successes, areas where you may need some help and coaching, and progress on your goals. The important thing is to regularly talk with one another about your work. We are excited to launch this new approach that is based on the latest research in effective performance management.”
Kathy Brown, Vice President, Office of Human Resources

The new Performance Management process in OHR is based on Module 2: Managing and Evaluating Performance, right here in the Supervisory Development course. If you navigate to Module 2, you can explore videos, quick guides, practice scenarios, and other resources that outline our model for setting goals and having more frequent performance discussions. You can watch the webinar, read questions and answers from webinar participants, and explore best practices identified in trade and academic journals, too.

This page contains resources and tips that will guide both OHR supervisors and staff through the new performance management process.


March 14, 2019

Spring is around the corner which means that we’ll kick off our performance evaluation process soon. Look for a separate email with important information on next steps in the next few weeks. We hope that you and your supervisor take a few minutes to read and talk about our competency for this month.

Looking Back

Our leadership focus last month continued our exploration of engagement with a focus on “Motivates and Inspires Others” and how we can get others excited about work, including colleagues. Did you get a chance to look at the behaviors that support this competency by role?

Looking Ahead

This month we’re on to a new challenge: Collaborates, with a focus on building relationships. As a decentralized organization, relationships can be very important to everyone’s work—whether it’s tapping an expert on a particular issue, building a consensus, or communicating face-to-face to advance a project—for both individual contributors and supervisors. Here are some specific behaviors that foster relationships:

Collaborates: Builds Relationships

Do a quick inventory—which behaviors do you find most challenging? Which one comes most easily to you? Take a few minutes to discuss these with your supervisor, who may be able to provide more feedback to help you identify behaviors that support building relationships. This competency also focuses on the ability to maintain productive relationships even in the face of conflict. You may want to check out a short video on the benefits of conflict and corresponding Quick Guide to Building Trust from the Supervisory Development course content.