Performance Management Policy

Performance Management Policy
Type of Policy
jgastley3 Tue, 05/29/2012 - 15:34
Policy No
Effective Date:
Last Revised:
Review Date:
Policy Owner
Human Resources
Contact Name
Jarmon DeSadier
Contact Title
Sr. Director of Employee Relations/Deputy Title IX Coordinator - Staff
Contact Email
Reason for Policy

The purpose of an effective performance management system is for employees to have a clear understanding of the work expected from them, to receive ongoing feedback regarding how they are performing relative to expectations, to distribute rewards accordingly, to identify development opportunities, and to address performance that does not meet expectations. A comprehensive performance management system empowers employees to have greater input to their personal career progression and will enable managers to better identify, recognize, and reward individuals based upon an agreed set of criteria.

Policy Statement

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 personal growth. One way we can accomplish this goal is through a strong performance based management program that culminates in an annual performance review. The performance management process is continuous as we plan, manage, review, and reward performance.


Entities Affected By This Policy

All classified employees at the Georgia Institute of Technology should be aware of this policy.

Who Should Read This Policy

All classified employees at the Georgia Institute of Technology should be aware of this policy. Contacts

Policy Terms

Performance Goals
Help to define what is expected of you in your current position in relation to the department and/or unit's overall goals.

Career Development Goals
Outline opportunities for professional development and/or career growth

Competencies are the key capabilities, characteristics, and behaviors that all Georgia Tech employees need to develop and demonstrate in order to drive superior work performance.



The Georgia Tech Performance Management Process consists of a four-phase cycle: planning, managing, reviewing, and rewarding performance.

The planning phase is the foundation of the entire Performance Management process. In this phase, individual goals and objectives are set for the performance period. Goals that are SMART (specific, measurable, achievable, relevant, and time based) increase employee motivation and commitment to goal attainment, leading to greater performance and productivity.

Regular communication between the manager and employee is critical during the managing phase of the performance management cycle. Through formal and informal conversations, both parties are kept abreast of progress towards the successful completion of goals and expectations. These discussions also enable the manager to provide timely feedback and coaching as the year unfolds. Because the performance cycle spans several months, it is important for managers and employees to keep track of key performance highlights and challenges that occur during the year. These notes will help immensely when it's time to prepare the annual review.

At the conclusion of the evaluation cycle, the manager meets with the employee to conduct the annual performance review. If SMART goals have been set (planning phase) and ongoing communication/feedback has taken place (managing phase), the overall outcome of the annual review should come as no surprise to the employee.

When merit increases are available, employees may receive an increase to their annual base pay as a reward for meritorious performance. It is important to remember that performance increases should be differentiated between employees based upon their overall performance ratings and, in general, top performers should receive higher pay increases.

Additional resources are available on the Human Resources website at

The University System of Georgia prohibits employees grieving performance reviews (refer to the University System of Georgia’s Grievance Policy for more details).

Goal Setting
At least two performance goals are required for all employees with the recommended average being two to four goals.

All Georgia Tech employees will be rated on the following seven competencies:

Decision Making Able to analyze situations fully and accurately and reach productive decisions. Consults appropriate parties when necessary and identifies the key concerns and/or issues that need to be addressed in order to make the best decision possible.
Effective Communications Able to express ideas in a clear, concise, and effective manner, whether speaking or in writing. Uses correct grammar and sentence structure in communications. Is a good listener, even when differing viewpoints are expressed. Openly shares information and keeps all relevant parties updated.
Interpersonal Relationships Builds and maintains effective working relationships with others- both internal and outside the organization. Takes a positive and productive approach to resolving any conflicts which may arise. Exemplifies commitment to the USG core value of respect- treating everyone with fairness, compassion, and dignity.
Job Knowledge Demonstrates the professional, administrative, supervisory, and/or technical knowledge required to perform the job successfully. Continuously strives to further improve job knowledge. Serves as a reliable resource for other employees regarding areas of expertise.
Producing Results Assignments/projects are consistently completed in a timely manner with the desired level of quality and quantity. Follows up on the outcome of work efforts to ensure desired results.
Service Excellence Makes excellent customer service a top priority and constantly seeks to improve customer service. Is responsive to changes in what customers want and need. Delivers on promises made to customers and follows up appropriately.

All classified staff managers/supervisors will also be rated on the following three competencies:

Cultivating Workplace Diversity Ability to understand, appreciate, and use the unique contributions of staff in various cultures, nationalities, ethnic backgrounds, genders, ages, points of view, etc.
Leadership Ability to work with a group to set its objectives and agenda, generate allegiance to those objectives, and guide and motivate their achievement. Articulates the end results needed and allows people to exercise initiative and discretion without micromanaging. Enforces standards/rules fairly and consistently and leads with courage.
Staff and Career Development Addresses learning, training, and career development needs of individuals, teams, or organization. Works with employees to establish job and career development goals. Provides accurate, timely feedback including annual performance review.

These competencies align with the University System of Georgia's Competency Model where personal integrity and ethics, strategy, engagement, collaboration, and execution are at the forefront for all University System of Georgia employees.

Additionally, employees will be provided feedback in the areas of Attendance & Punctuality and Honestly & Integrity.

The competencies and goals employees establish in the system will be rated on a new five point scale (Exceptional, Strong, Satisfactory, Needs Development, and Unsatisfactory).

Online System
Supervisors/Managers and employees will establish performance goals and enter them into an online system. This system will allow both employees and their managers to update and track progress on the goals throughout the year. An employee's overall rating will be based both on progress on reaching established goals and performance in aforementioned competency areas.

Career Development Plan
Georgia Tech's culture promotes individuals owning their careers. Career planning and professional development activities are designed to further develop and maintain a high-performance workforce by providing targeted opportunities for learning and growth. Career planning allows employees to align their annual development goals with long-term career goals and organizational needs. Typically, the career development goals are drafted and revised during the first phase of the performance management cycle. These goals can be entered into the online performance management system.


The responsibilities each party has in connection with Performance Management are:

Party Responsibility
Human Resources Representatives Offer assistance with policy interpretation and administer policy.
Office of Human Resources, Performance and Talent Management Offer assistance with policy interpretation, administer policy, and ensure compliance.