Performance at IU

How does it work?

This uniform program of conversations about performance and development sets staff up for success by ensuring:

  • A clear understanding of expectations for all staff roles
  • Recurring two-way conversations between staff and leaders
  • Annual growth and development plans for every staff member
  • Consistent annual performance conversations with every staff member

The conversations that build our culture

One: Expectation conversations

Clarifying responsibilities helps our employees succeed.

Two: Check-in conversations

Creating a cycle of two-way feedback to keep goals in view.

Three: Development conversations

Identifying areas for each employee’s job and career growth, then creating an action plan.

Four: Annual performance conversation

A wrap-up conversation to identify successes and challenges.

New & changing

In response to user feedback and to align with performance management best practices, changes have been made to Performance at IU for the 2025 Annual Performance Conversation and 2026 Expectation Conversation.

Learn what's changing

Performance at IU’s annual cycle

The annual calendar
ConversationTimeframeFrequency
Expectation conversationNov.–AprilRequired once per year
Check-in conversationOngoingMonthly or more
Development conversationFlexibleOne or two per year
Annual performance conversationNov.–AprilRequired once per year

Beginning November 2025, a single attestation is to be completed by the leader following the completion of the Expectation Conversation. This attestation covers all Performance at IU conversations. The attestation will be automatically routed to employees for acknowledgement.

Why do we use this process?

Results from the My Voice at IU staff engagement survey showed that IU has an opportunity to do better in collectively setting expectations with staff and providing related feedback. For our staff to succeed and feel engaged at work, they need to have regular, intentional discussions about performance and development.

These guided conversations can create a culture where role expectations are known, and conversations occur between leaders and employees that guide individual achievement and development.