Performance Conversations

A Resource for Engaging in Effective Performance Management Practices

HRA has created this online quick reference to assist supervisors and employees in having meaningful performance conversations.  It is designed in recognition that the most important aspect of performance management is not the forms to be completed or the processes to follow, but the conversations managers can have with employees to promote job success, growth and development.

Why are performance conversations so critical?
Supervisors and employees will see the benefits of effective performance conversations through positive changes in employee accomplishments.  Effective two-way communication assures that both parties are on the same page and agree about what acceptable performance entails.  Supervisors can be better coaches to employees because they know their strengths and weaknesses and personalize their efforts to assist them. Employees will feel they have a “voice” and consequently be more motivated to perform at their best.

What is the relationship between performance management and performance conversations?
Performance management is a continuous process of identifying, measuring, and developing employee performance.  Pursuant to the Human Resources Policy (Performance Management for Staff), IUPUI promotes effective performance management practices among managers and employees. The most effective performance management practices occur through a series of conversations between supervisors and employees about defining job responsibilities, setting goals, observing performance, and giving and receiving coaching and feedback.  Further, IUPUI accomplishes its vision, mission and goals as a result of the contributions made by all employees on campus.  Performance conversations between supervisors and employees define and recognize these contributions, as well as help employees who may need support to be more successful in their roles. Finally, through the process of setting goals, performance conversations support employee development.

Please note: This online tool provides resources regarding the content of the performance conversations managers must have with employees.  It does not provide in-depth instruction regarding the process elements involved with performance management.  University Human Resource Services provides a comprehensive guide to the performance management process which is available for your reference. Visit this site to get more detailed information: http://www.indiana.edu/~uhrs/training/performance_management/index.htm

How do I use this tool?
HRA’s goal is that every manager engages in performance management with each employee he or she manages. Because departments function differently and supervisors have an array of management styles, the manner in which this takes place will not be the same for everyone.  Before beginning the process, supervisors should start with the end in mind and be able to answer one simple question: “What do I want to accomplish with performance management?”  The manager should engage in appropriate performance conversations accordingly.

To frame the manner in which these conversations are conducted, Human Resources Administration has developed a Performance Management Timeline based on the best practices for performance management utilized by other practitioners in higher education.  This model covers a complete performance management cycle (approximately one year).  Although there are multiple performance conversations that can occur throughout the year, the content of each conversation is focused on two general points: (1) job-related responsibilities and (2) goals.  Each of the links within the timeline provides a connection to more information about what to discuss during this conversation, as well as some useful tools that may be used. 

Performance Management Timeline

Click here to be directed to the Performance Management Timeline. 

The timeline has links to additional information for each performance conversation.  We also have summarized information about job responsibilities and goals into separate documents if you would like to view this information separately from the timeline (click on the appropriate link):

Job Responsibilities
Job-Related Goals
Career-Related Goals

Important note on feedback
Giving and receiving feedback are important to all performance conversations.  HRA has provided some important tips on how to engage in effective feedback that you will find helpful for any performance conversation you need to have.  Click here for more information.

More questions?
For more information on this tool and how it can help you, refer to the Frequently Asked Questions.  Additional questions may be directed to HRA Training and Organization Development at 317-274-4438 or hratrng@iupui.edu.