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This performance management program is a consistent, collaborative, and ongoing process to help staff achieve their full potential through clear expectations, recurring conversations between staff and leaders, frequent feedback, and a focus on professional growth and development. It consists of four conversations and repeats annually.

Four exercises (the four guided conversations) can create a culture of conversations where role expectations are known, and conversations occur between leaders and employees to guide individual achievement and development.

Putting these four guided conversations into routine use will create a culture where purposeful conversations are the norm.

Building a culture where frequent, purposeful conversations occur between leaders and staff will:

• Ensure staff know what is expected of them and how they can succeed.
• Reduce barriers to staff’s success.
• Enhance staff engagement.
• Drive accountability and performance through a consistent and comprehensive approach to performance management.
• Strengthen IU’s ability to attract, retain, and inspire talent.

This program is being phased in for all appointed staff.

The goal of the first step is for staff to participate in a simple, guided “Expectation Conversation” with their leader, which ensures staff has a clear understanding of the responsibilities of their role.

Once Expectation Conversations have taken place, participants should begin regular Check-In Conversations.

Leaders are expected to prepare for, schedule and guide meaningful performance conversations for their team members.

Staff are expected to prepare for and participate in meaningful performance conversations with their leader (manager/supervisor).

There is no direct connection between Performance at IU and pay. If you have specific questions related to pay and performance as it pertains to your unit, please ask your HR professional.

An Expectation Conversation is a one-on-one discussion between a staff member and their leader that should focus on ensuring that staff have a clear understanding of the responsibilities of their role.

Expectations provide role clarity, which is the foundation for engagement. Staff need to know what is expected of them in order to do their jobs, perform well, add value to the team, and develop their skills. The first question (Gallup Q1) of the MyVoice at IU Staff Engagement Survey addresses expectations. Q1: I know what is expected of me at work.

An Expectation Conversation is required once each year. Follow-up Check-In Conversations may refer back to set expectations and result in updates to those expectations.

The guide is provided to help set expectations and ensure best practices are met. It is not required that you use the form, but highly recommended. Additionally, the Annual Performance Conversation Guide mirrors the Expectation Conversation guide.

Conversations are 30-60 min. This does not include any prep work for the conversation. Check out the Expectation Conversations Guide for more guidance.

Leaders and employees can prepare by:

• Reviewing the essential responsibilities of the position
• Determining the essential functions of the job
• Defining success for the position
• Brainstorming questions
• Outlining the support needed to succeed

Check out the Expectation Conversations Guide for more guidance.

Preparation will vary depending on the position and the associated responsibilities. To be safe, plan on two-to-four hours of preparation per team member.

Both you and your employees can prepare by:

• Reviewing the essential responsibilities of their job
• Determining the essential functions of the job
• Defining what success looks like for the job
• Brainstorming questions
• Outlining the support needed to succeed

Be sure to review the Expectation Conversation web page and the related guide for more information and guidance.

Use this time period as an opportunity to revisit the expectations and make sure that you both understand the expectations and what success looks like.

We encourage leaders to review that conversation and remind employees of the attestation they will be asked to complete as part of the program.

Both the leader and the employee have a role in managing the performance management process and in ensuring that the employee has the tools and resources needed to be successful. Connect with your leader to schedule an Expectation Conversation meeting.

1. Determine the individual’s position classification information. You can reach out to your HR professional, or use the IU Org Chart to view position descriptions.
   1. Go to One.iu.edu
   2. Search for “Employee Center” and launch it
   3. Click the IU Org Chart tile
   4. Search for the individual name, or click “View my Profile”
   5. Click Job Details
2. Using the position classification information, visit the Career Navigator to view individual role descriptors.  Follow the steps in this guide.

Meetings can take place via Zoom, Teams, or other similar technologies. The best practices are the same regardless of the setting of the meeting.

You can set and communicate expectations as it works best for your team. However, make sure that you set aside time for individual questions and give people time to address individual concerns. One-on-one meetings and feedback conversations should be done individually.

No. You do not need to wait on your supervisor to have a conversation with you before you start meeting with your team members.

The attestation helps to ensure that all appointed staff have had an expectation conversation with their leader. Additionally, it establishes a baseline of performance management practices across participating groups.

There are three questions – one to select who conducted the conversation and two yes/no questions regarding the completion of the conversation and clarity as a result of the conversation.

Staff are responsible for completing the online attestation after they have participated in an Expectation Conversation with their leader. The attestation will be open Nov. 1–May 15. It is available on the Expectation Conversation web page and at one.iu.edu (search for Performance at IU).

Staff will receive an email with the link to the attestation and will continue to receive the email until the attestation is complete. The attestation will be open Nov. 1–May 15. It will also be available at one.iu.edu (search for Performance at IU).

Yes. If you haven’t had an Expectation Conversation with your leader by May 15, please complete your attestation and enter that it did not occur.

Tracking whether or not employees engage in a conversation about the expectations of their job allows IU to benchmark its progress in creating a culture where essential conversations are occurring between leaders and staff.

No. Managers will not receive notifications. Unit HR professionals will receive updates on completion.

Remind staff that they will receive an email from IUHR containing a link to their attestation form. The attestation will be open Nov 1–May 15. It will also be available at one.iu.edu (search for Performance at IU).

The data will be shared with HR business partners, campus/unit leadership, and with university executive leadership.

Check-In Conversations allow leaders and staff employees to discuss priorities and progress on a recurring basis. These conversations provide time to celebrate success, address challenges, and engage in two-way feedback. They are a vital tool in building trust and are the ideal space to listen, share ideas, frustrations, and concerns (Gallup Q05).

At a minimum, the conversation is a recurring monthly commitment, though the frequency of conversation will vary according to each staff member’s role.

A 10 to 60-minute meeting is recommended, depending on the goals of the conversation.

The guide is provided to help establish Check-In Conversations and ensure best practices are met. It is not required that you use the included form.

Check-In Conversations occur on an ongoing basis and there is no beginning or ending timeframe to assess completion of the conversation.

Check-In Conversations are one-on-one conversations and should be conducted on an individual basis.

Development Conversations help leaders and employees discuss individual development goals that support their current role and future career goals. These conversations can help employees build strengths, competencies, and develop an employee’s career path.

The sixth question (Gallup Q6) of the MyVoice at IU Staff Engagement Survey addresses development. Q6: There is someone at work who encourages my development.

The conversation should happen one-to-two times a year. Development Conversations DO NOT replace any in-the-moment development-related conversations that arise through daily work or recurring Check-In Conversations. Instead, they are conversations with intentional time devoted to individual development.

Development Conversations are approximately 30 to 60 minutes in duration.

The guide is provided to help steer the conversation and ensure best practices are met. It is not required that you use the included form.

Development Conversations occur on an ongoing basis and there is no beginning or ending timeframe to assess completion of the conversation.

Development Conversations are one-on-one conversations and should be individualized to the staff member.

The Annual Performance Conversation is a framework for a summary discussion of the year’s successes and challenges. At its core, this wrap-up conversation answers the question: Did staff deliver on the expectations set during their Expectation Conversation? This reflective meeting should focus on celebrating successes, planning for development and growth, and identifying areas of improvement (if they apply).

The eleventh question (Gallup Q11) of the MyVoice at IU Staff Engagement Survey addresses progress. Q11: In the last six months, someone at work has talked to me about my progress.

Yes, you will complete your Annual Performance Conversation based on the Expectation Conversation you completed with your supervisor.If you are new to your role or unit, your leader can specify in the conversation’s attestation that you are new to the role and the annual conversation is not applicable.

The guide is provided to help steer the conversation and ensure best practices are met. Usage of the included form is recommended, but it is not required. Leaders do need to answer the following question with their staff member during the conversation and on the attestation. This section is a required part of the conversation, regardless of which documentation is used.

Overall, employee’s previous year performance:

• Met or exceeded expectations.
• Needs improvement.
• Did not meet expectations.
• N/A - Employee is too new to assess performance (in role less than 6 months).

Completed by the leader (not the employee), the attestation helps to ensure that all appointed staff have had an Annual Performance Conversation with their leader and to ensure that the core elements of that conversation have occurred.

The attestation requires leaders to attest that a conversation has happened or not. Staff do not complete an attestation for this conversation. If the conversation happened, then leaders will answer the following prompts:

Employee Performance: (Leaders can check more than one response.)

• During the conversation, performance that met or exceeded expectations was recognized.
• During the conversation, any performance needing improvement (if applicable) was identified.
• During the conversation, any unsatisfactory performance (if applicable) was identified.
• During the conversation, strategies were developed to address identified performance improvement needs or unsatisfactory performance.

Overall, employee’s previous year performance:

• Met or exceeded expectations.
• Needs improvement.
• Did not meet expectations.
• N/A - Employee is too new to assess performance (in role less than six months).

If a conversation did not happen, the leaders will answer the following prompt.

Why was an annual conversation not completed?

• Employee is too new to role (been in position less than six months)
• Other – Fill in the blank.

Leaders are responsible for completing an online attestation for each participating employee after they have led an Annual Performance Conversation. The attestation will be open November 1 through May 15. It is available on the Annual Performance Conversation web page and at one.iu.edu (search for Performance at IU).

Leaders will receive an email with the link to the attestation and will continue to receive the email until the attestation is complete. The attestation will be open November 1 through May 15. It will also be available at one.iu.edu (search for Performance at IU).

Leaders should complete an attestation for every participating staff member (appointed staff), regardless of whether a conversation took place or not.

Yes. The Expectation Conversation is the first conversation of the annual Performance at IU cycle. You must establish, revise, or revisit expectations in a separate Expectation Conversation to set expectations for 2025 unless you combined your 2024 Annual Performance Conversation with your 2025 Expectation Conversation. If you combined the two conversations, remember to submit your Expectation Conversation attestation.

Did not meet expectations is when an employee consistently does not meet expectations in the performance of essential expectations, job duties, responsibilities, and competencies. Substantial improvement on the employee’s part is required in job skills, ability, and/or performance.

Performance that needs improvement is when an employee is meeting some but not all essential expectations regarding performance, job duties, responsibilities, and competencies. Some improvement on the employee’s part is required in job skills, ability, and/or performance.

Use these characteristics to differentiate between “needs improvement” and “did not meet expectations.”

Needs Improvement

• Inconsistent Performance: The employee occasionally meets expectations but lacks consistency.
• Skill Gaps: There are specific areas where the employee needs to develop skills or knowledge.
• Partial Achievement: Goals and objectives are partially met, but there are noticeable gaps.
• Room for Growth: The employee demonstrates a willingness to improve and is open to feedback.

Did Not Meet Expectations

• Consistent Underperformance: The employee regularly fails to meet expectations and deliverables.
• Skills Gap: The employee isn’t demonstrating competency in requisite skills to perform essential functions.
• Lack of Improvement: Despite feedback and support, there is little to no improvement in performance.
• Negative Impact: The employee’s performance demonstrates negative impact.

Performance that meets expectations is when an employee consistently fulfills essential expectations regarding performance, job duties, responsibilities, and competencies.

Performance that exceeds expectations is when an employee frequently exceeds the essential expectations of performance, job duties, responsibilities, and competencies.

Yes, leaders and staff will receive an emailed copy of the responses for their records.

Annual Performance Conversations are required for all appointed staff members unless the employee has been in the role for less than six months, or on extended leave. Consult with your HR representative if you have specific questions.

Managers and staff should retain a copy for their records. Retain a copy of the completed and signed annual conversation guide in your departmental personnel files. For more information about types of documentation to retain, see hr.iu.edu/relations/persFiles_guidelines.htm.

Only filled positions are included in the performance management process and reporting.

Your direct supervisor is able to set expectations and conduct the expectation conversation.

To record who leads your conversation, your online attestation will allow you to choose your direct supervisor by typing their name or username.

In most cases, it will make sense for the direct supervisor to develop the expectations and guide the ongoing conversations. The two leaders may decide to collaborate in the creation of expectations if needed.

As a new employee, either to Indiana University or a new department, it is a great time to meet with your new supervisor to have an expectations conversation. Take this opportunity to connect with your supervisor and discuss the expectations of your position.