UConn is updating its approach to performance management for Management and Confidential employees to promote clarity, consistency, and ongoing dialogue between managers and employees. This update reinforces the University’s expectation that performance management is an ongoing process centered on communication, feedback, and development.
What’s Changing This Year
- Increased emphasis on regular, ongoing, performance conversations rather than one-time or annual discussions
- Clearer expectations for check-ins between managers and employees throughout the year
- Revised forms, an updated rating system, and supporting resources for managers and employees to review and use.
Evaluations remain mandatory and included in official personnel files, and goal setting continues to be a required component. Performance management will continue to follow University policy and guidance, with timelines remaining the same.
Why UConn is Simplifying the Process
- Traditional performance evaluations concentrate activity at the start and end of each performance cycle, creating long gaps in communication
- A simpler process supports more consistent, meaningful communication between managers and employees
- Streamlined expectations make it easier to adjust goals as priorities evolve
- Greater clarity throughout the year helps ensure alignment and reduces year-end surprises
What This Means for Management and Confidential Employees
- You should expect ongoing conversations about goals, progress, and expectations throughout the year
- Feedback may occur at any time, not only during formal review periods
- Conversations are intended to support clarity, performance improvement, and professional growth
What This Means for Managers
- Schedule and prioritize regular check ins with employees
- Use conversations to reinforce expectations, acknowledge contributions, and address concerns in a timely manner
- Use the available resources and tools to get acquainted with the revised forms and updates.
Forms & Resources
Frequently Asked Questions
1. What is changing about UConn’s performance evaluation process?
A: UConn is shifting to a simpler, more conversation-driven evaluation process. Instead of a heavy, once-a-year focus on forms and ratings, the new approach emphasizes:
- New evaluation forms
- Broad, meaningful goals
- Regular check-ins between employees and managers
- An annual evaluation that summarizes those ongoing conversations
The formal review is still required, but the goal is to make it more clear, fair, and less burdensome for everyone.
2. Why is UConn simplifying performance evaluations?
A: Traditional reviews tend to spike at two points: when goals are set and at year-end, when everyone is scrambling to remember what happened. That often turns the process into paperwork rather than a useful conversation about your work.
The simplified approach focuses on:
- The employee’s accomplishments
- The impact of the employee’s contributions on their department, the University’s Strategic Plan and associated Operational Priorities.
- Any challenges or barriers that impacted their work
- Feedback received and associated improvements
- Having open and helpful communication between managers and employees
This is meant to support the employee’s growth and keep the process connected to real, day-to-day work.
3. What is the three-step evaluation cycle?
A: The new process follows three stages:
- Preparing for the evaluation and completing the Performance Evaluation Form: The employee completes their section of the Performance Evaluation Form first, then the manager completes their evaluation in response and shares it before the meeting.
- Evaluation Meeting and Goal Setting: Manager and Employee meet to discuss the review, talk about strengths and growth areas, and set or adjust goals for the next cycle.
- Ongoing check-ins throughout the evaluation cycle: Manager and employee meet at least every two months to review progress and adjust goals as priorities shift.
Thinking about it as a cycle reinforces that performance management is ongoing, not just a once-a-year event.
4. How has the Performance Evaluation form changed and how is it different from a self-rating?
A: The new performance evaluation form follows the same general process as the former one – the employee completes their portion first, and the manager writes their response and ratings prior to meeting.
There are no numeric self ratings on this form. Instead of the employee scoring themselves on a scale, they’ll provide short narrative responses to four questions about their key accomplishments, how they achieved their results, the impact of their work, any challenges that affected their progress, and the feedback that supported their growth.
5. Will the employee still have a say in their evaluation?
A: Yes. You play an active role in several ways:
- Completing their portion of the Performance Evaluation form
- Participating in regular check-ins throughout the year
- Reviewing their written evaluation in advance
- Sharing their reactions, questions, and perspective during the evaluation meeting
The intent is a two-way conversation that builds upon what was discussed all year.
6. What rating scale will be used, and what do the ratings mean?
A:</strong The new model will move to a 3-point rating scale:
- Requires Improvement – Important expectations or goals were not consistently met (either in results, how the work was done, or both).
- Meets Expectations – You successfully met, or made strong progress toward, the important expectations and goals for your role.
- Exceeds Expectations – Your performance was truly exceptional, consistently going above key expectations and having a strong, positive impact.
7. What does it mean when an employee receives a rating of “Meets Expectations”?
A: Under this simplified model, “Meets Expectations” is the normal, expected rating for solid, hardworking employees who are doing their jobs well.
8. What if regular check-ins between the employee and manager didn’t occur this year?
A: The new process still applies, and this cycle can be reset. The manager will:
- Complete their portion of the Performance Evaluation form basing it off any check-ins that did occur, their knowledge of the employee’s work, the employee’s progress towards goals, any barriers the employee faced, and other available evidence.
- Discuss accomplishments, challenges, and expectations with you during the evaluation meeting
- Work with you to establish a more consistent pattern of check-ins going forward
The intent is that future evaluations will feel like a summary of ongoing conversations—not a surprise.
9. What should employees expect during their evaluation meeting?
A: During the evaluation meeting, employees can expect:
- To receive their written evaluation in advance, so they have time to read and reflect
- A clear explanation of how their manager approached the process and arrived at the rating
- A walk-through of the employee’s accomplishments, growth areas, and goals using real examples
- Space to share the employee’s perspective, ask questions, and discuss next steps
- To establish a regular cadence of check-ins
If anything is difficult or unexpected, the manager is encouraged to acknowledge that and, if needed, schedule follow-up conversations.
10. What resources are available to help employees prepare for their review?
A: Human Resources’ Organizational and Staff Development team is available to help employees and managers prepare for difficult conversations. Managers and Employees can email hr-osd@uconn.edu for more information.
Additionally, several tools support the new process, including:
Additional Guidance
Questions?
Contact hr-osd@uconn.edu
Human Resources’ Organizational and Staff Development team is available to help employees and managers prepare for difficult conversations.
Timelines and Transition
For the 2026–2027 evaluation cycle, managers should begin incorporating the updated performance management approach, including regular check-ins and clearer goal-setting practices. During this transition year, managers may still use the former evaluation forms.
Beginning with the 2027–2028 evaluation cycle, the revised forms and updated process will become the standard process for Management and Confidential employees. Below is a recommended timeline. Managers may adjust timelines as needed with the goal of completing evaluations before the start of the next academic year (i.e., August 23).
- Throughout Evaluation Year – Ongoing check-ins and goal adjustments as needed when priorities shift.
- Early June – Employee Input Form completed and submitted to manager.
- Mid June – Manager completes the Manager Performance Evaluation Form. Manager sends the completed form to their employees 1-2 days prior to the Evaluation meeting.
- End of June – Evaluation meeting.
- End of July – Employees acknowledge receipt form and, if applicable, may add additional information as an addendum. Final copy of evaluation is sent to manager and employee.
New Evaluation Process
STEP ONE
Preparing for the Evaluation
- Employee completes their Self Assessment, including next-cycle goal setting, and submits it to their manager
- Manager completes the Manager Evaluation and shares it with the employee prior to evaluation meeting
- After the meeting, the manager adds any final comments to the form; both manager and employee sign and submit form digitally
- Manager applies the revised 3-point rating scale:
- Requires Improvement – Important expectations/goals were not consistently met
- Meets Expectations – Important expectations/goals were successfully met or strong progress was made
- Meets Expectations is the expected rating for solid performance
- Exceeds Expectations – Performance was consistently exceptional and surpassed key expectations
STEP TWO
The Evaluation Meeting & Goal Setting
Manager and employee meet to discuss the evaluation and set goals for the upcoming cycle.
The conversation includes:
- Manager explains the process and rationale
- Discussion of accomplishments, impact, strengths, and growth areas
- Review and confirmation of next-cycle goals
- Employee is invited to respond, ask questions and add context
A follow up meeting may be scheduled if additional time is needed for reflection or planning
STEP THREE
Ongoing Check Ins Throughout the Year
- Regular manager-employee conversations
- Progress updates and support needs
- Goal adjustments as priorities shift
Content adopted with permission from the University of Minnesota.