Performance Management

The new and improved Feedback and Evaluation online module opens on Monday, November 16. 

Performance Evaluation Process

TCU’s performance evaluation process is designed to encourage staff members’ supervisors to reflect on the past and work on development plans focused on learning and growth for the upcoming year. It is a way to assess achievements, build relationships and incorporate the principles and strategies that encourage both individual and departmental success. This is a time to evaluate accomplishment towards last year’s goals, defined performance standards and identify training opportunities. Using this formula, supervisors can initiate discussions with their staff regarding the goals of the department and how individual goals play a major role in supporting the University’s strategic plan Vision in Action: Lead On.

 Often it is difficult to find time to sit down with each staff member and discuss work issues. Interruptions to daily routine frequently interfere with this process. Performance evaluations provide a structure to encourage this discussion to happen. This is the time to identify if there are any outstanding issues and to change direction where appropriate. Gathering feedback from staff on a continuous basis – at least quarterly – leads to improving routine operations and enhances both the supervisor’s and staff member’s awareness of departmental projects and procedures.

Feedback and Evaluation FAQs

Preparing for the Evaluation

Individual Contributors

Best practices as an individual contributor include actively engaging with your supervisor throughout the year on your performance, whether you are meeting expectations, and areas in which you can improve. The self-evaluation provides an opportunity for you to actively participant in dialogue with your supervisor about your successful results as well as areas of improvement. This can be helpful to affirm if both of you have similar thoughts.  Even when that is not the case, differences of opinion have an opportunity to create meaningful conversation rather than discord. In some instances, these differing views may help strengthen the communication between the supervisor and employee. When differences in opinion occur and lead to discussion, it is important to engage in a Crucial Conversation or Intentional Dialogue with one another. To learn more about being successful with difficult conversations, visit Keep Learning.

Characteristics of Intentional Dialogue include:

    • Love (yes, love)
    • Humility
    • Hope
    • Critical Thinking
    • Trust


TCU’s performance feedback and evaluation process is an opportunity for supervisors to reflect on the employee’s successful results and results that need improvement. In this space, supervisors should evaluate progress toward goals, include assessment of performance standards and discuss learning and development opportunities. Supervisors should discuss how employees’ individual contributions align with the goals of the department and support the University’s strategic plan Vision in Action: Lead On.

In order to properly evaluate your employees, ask yourself the following questions:

  • How did I communicate the performance expectations of the job?
  • How did I support the employee’s efforts in meeting their goals?
  • What documentation do I have on file to provide more acceptable and meaningful feedback – both positive and negative?
  • What areas would I like to see improvement? Why?
  • How did I influence my employee in contributing to accomplish departmental goals during the evaluation period?
  • How did I influence my employees’ effectiveness and job satisfaction?

Conducting the Evaluation Meeting

You need to meet, individually, with each member of your team to discuss their evaluation. We recognize that this might be a somewhat uncomfortable meeting for one or both of you. In order to ensure a productive and effective evaluation meeting, keep the following things in mind:

  • Affirm the purpose of the meeting.
  • Relax and create a climate for a productive meeting.
  • Be respectful, candid, and constructive.
  • Allow for two-way discussion.
  • Maintain your sense of self and sense of humor – you’re speaking with the same people you work with every day.
  • Ask open-ended questions that will allow the other person to share their thoughts clearly and thoroughly. If necessary, set aside additional time to continue the discussion.
  • Listen and then give thoughtful responses. If necessary, advise you will follow-up after the meeting to gather more information.
  • Discuss accomplishment toward position description and established goals.
  • Begin to formulate constructive ideas for future goals and training for next year.
  • Allow time for reflection and further comments.

Additional Resources