Georgia Tech strives to provide an environment where all employees understand the impact their contributions have on the achievement of Institute goals and are provided the opportunity for ongoing professional growth.

We reinforce this belief through strong performance management that culminates in a review of annual performance. The Georgia Tech Performance Management Cycle consists of four phases: Plan, Manage, Review, and Reward. Support tools are available for each phase of the cycle.

Self-Assessments

This is your chance to assess big projects, discuss accomplishments and highlight your value. They are due to your manager or Employee Records by Jan. 21, 2022.

Use this form to provide to your manager to facilitate more constructive feedback and discussion around individual performance and departmental goals as well as next steps in career development.

Timeline

The Georgia Tech performance cycle is aligned with the calendar year. All classified staff employees should have a recent review reflecting the prior year's performance before May.

2022 Performance Cycle Jan. 1 — Dec. 31, 2022
Communication to Institute Nov. 28 — Dec. 1, 2022
List of employees required to have evaluation conducted will be sent to HRBP/HR Directors Dec. 12, 2022
2022 Self Assessments Dec. 12, 2022 – Jan. 21, 2023
2023 Goal Setting Period Jan. 4 – Feb. 11, 2023
2022 Performance Evaluation Feb. 1 - March 31, 2023
Signed performance appraisal records due to department HR Business Partner/Representative April 1, 2023
Performance Evaluation Reporting to Employee Relations & Filing Completed April 30, 2023

Planning

The planning phase is the foundation of the entire process. In this phase, S.M.A.R.T goals and objectives are set for the performance period. Goals that are S.M.A.R.T (Specific, Measurable, Achievable, Relevant, and Time Based) increase employee motivation and commitment to goal attainment, leading to greater success.

Managing

Regular communication is critical during the managing phase of the cycle. Through formal and informal conversations, both parties are kept abreast of progress toward the successful completion of goals and expectations. These discussions are also good opportunities to provide timely feedback and coaching.

Since the performance cycle spans several months, it is important to keep track of key performance highlights and challenges. These notes will help immensely when it’s time to discuss performance for the year.

Review

At the conclusion of the cycle, both parties have a discussion to review performance for the year. If S.M.A.R.T goals have been set (planning phase) and ongoing communication/feedback has taken place (managing phase), both parties should have a productive performance review discussion.

The Annual Evaluation Form is available on the Forms page, under "Performance".

Reward

When merit increases are available, employees may receive an increase to their annual base pay in accordance with their overall performance rating.

It is important to remember that performance increases should be based upon merit. Rewards should be differentiated based upon overall performance ratings.

Forms

Use this form to evaluate employees at the conclusion of their first six months of employment.

Use this form to provide to your manager to facilitate more constructive feedback and discussion around individual performance and departmental goals as well as next steps in career development

Tools

This guide provides managers and their direct reports examples of discussion questions for better understanding around job performance and employee performance concerns.

Refer to these documents for assistance in correcting performance challenges associated with the skills and expertise of an employee.

This may be used as a substitute or in tandem with the annual evaluation form.

Employees may refer to this resource to see additional examples of how to connect Georgia Tech's values to their goals

Management Best Practices

  • Keep notes in a journal or other system (e.g., tickler file) to record significant performance occurrences during the year
  • Let employees know that you wish to regularly communicate throughout the year (both formally and informally) and demonstrate that commitment by being proactive and engaged when interacting
  • Monitor progress on goals and be open to adjusting goals if circumstances warrant
  • Schedule one-on-one meetings with employees at least monthly to formally discuss performance
  • Conduct a mid-year performance evaluation

Performance Evaluation Best Practices

  • Schedule a dedicated time for each employee to be evaluated
  • Review notes and other documentation you have compiled throughout the year concerning the employee’s performance
  • Have the employee complete a self-evaluation and review it prior to preparing the final review
  • Provide the employee with a draft copy of the completed performance review prior to the actual meeting to administer the review
  • Ensure constructive two-way communication during the review meeting (listening attentively and encouraging dialogue)
  • Schedule a performance planning meeting within 30 days after the evaluation to collectively establish key performance measures and goals for the upcoming performance review cycle