Performance Management

Summary

Consistent with Regent Law (Article 3.D), Regent Policies (3.G.D. and 11.C.3), and the Administrative Policy Statement on , all university staff, including those who are partially or fully grant-funded, must receive an annual performance plan, a performance evaluation, and an overall performance rating for each university staff position an individual employee occupies. Supervisors are not required to complete performance plans, evaluations, and overall performance ratings for retirees occupying temporary university staff positions. Lastly, although there is not a formal dispute resolution process for university staff performance management, university staff are encouraged to directly address and resolve questions and concerns regarding performance management planning and evaluation. Learn more on the Campus HR website. 


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Please note a correction between 18:56 – 20:21. In an exchange, participants made incorrect statements referring to the university staff process instead of the intended classified staff process. University staff weightings are optional, not mandatory.

University Staff Classified Staff
University Staff

Performance management cycle: July 1 to June 30, annually

Performance management serves as an important mechanism for providing feedback to university staff regarding performance expectations and achievements. If you have any questions about performance management, employee feedback or other training needs, please email ceashr@colorado.edu.

As of fall 2023, CEAS has transitioned to utilizing Cornerstone for performance management. For more information about this platform, please visit the Campus HR Performance Management page and scroll down to the Cornerstone section. 

For detailed guidance on completing both Goal Creation and Performance Planning steps, please visit our 101 page or consult the .

  • 2023-24: CEAS evaluations and goals for the coming year are due via Cornerstone by Aug. 23, 2024. Please also separately submit your hybrid work agreement forms via our process listed under our performance management site by this same deadline. 
  • 2024-25: CEAS evaluations and goals for the coming year are due via Cornerstone by Aug. 22, 2025. Please also separately submit your hybrid work agreement forms via our process listed under our performance management site by this same deadline. 

For a detailed timeline that you may want to utilize, please reference the 

CEAS expects all managers of exempt-professional staff to participate in a coaching session or feedback session during the mid-point of the performance cycle annually. Ongoing coaching sessions are encouraged and enriches our professional environment. The date(s) of the coaching session should be documented on the employee’s current planning and evaluation form (Part II Supervisor Feedback on the university staff form).   

The following resources may be helpful tools in holding coaching sessions with your team:

Consistent with ,  and the Administrative Policy Statement on , all university staff, including those who are partially or fully grant-funded, must receive an annual performance plan, a performance evaluation and an overall performance rating for each university staff position an individual employee occupies. Please visit the for further guidance. 

Performance calibration is a two-step process that includes supervisors who are responsible for conducting the performance evaluations and the reviewer who examines the employee evaluations. The calibration process provides a forum for discussion of employee’s performance with the goal of making sure supervisors apply similar standards for all employees and eliminate biases to the greatest extent possible. 

Consider using these helpful tips to prepare for conducting effective evaluation meetings with your team members:

  • Employee Self-Evaluation: Ensure your direct reports are clear on the goals they are reflecting on and encourage them to provide tangible examples that span the entire evaluation period. Utilize the employees’ self-evaluation in completion of day-to-day tasks and special projects as an important perspective when completing your assessment of their performance. A direct link between their individual performance and the achievement of departmental/unit goals can boost employees’ confidence in recognizing the importance of their job, especially in a challenging environment.
  • Build Understanding and Clarity: Recognizing the full impact of recent years on goals, professional and personal development provides a dialogue of understanding and clarity when discussing the realistic picture of performance expectations. Feedback and topics that are discussed should not be surprising to the employee or the first time you are discussing them. Rather, this is a time to clarify your ongoing feedback.
  • Inclusion Awareness: Be mindful of valuing contributions across a variety of areas such as collaboration, mentoring, culture building, and the work the employee has done to create a more inclusive workplace. What efforts are we making to welcome and consider the ideas and views of other people? Performance reviews are a great way to recognize and hold employees accountable for continuously contributing to an inclusive culture. Using inclusive language in your delivery of feedback helps build equitable evaluations and engagement.
  • Focus on how people stepped up and helped out: Reviews are about feedback, learning, growth and celebrating achievements. Take a holistic look at employee performance by focusing on the following points:
    • Ability of the employee to pivot and be agile to changing work demands
    • How did the employee contribute to college and campus values
    • How did the employee demonstrate leadership, delegation, decision making
    • How did the employee demonstrate the department or university values-based core competencies

College hybrid work policy 

Employees working either in hybrid or remote modalities are now required to have an approved work agreement on file. This step needs to be completed for all staff, research faculty and any faculty approved for remote work annually. Supervisors should have conversations with each employee who will be working in hybrid and remote modalities. Supervisors should initiate the work agreement and make sure the employee is aware they need to sign.

Supervisor instructions:

  1. Click on the work agreement form and select the appropriate form (hybrid or remote).
  2. Input your information as the supervisor and the employee’s information.
  3. Complete the necessary sections. Be prepared to respond to the following questions with thoughtful responses. 
    1. What considerations and changes are needed for the employee to continue to meet objectives given this work modality agreement?
    2. How will the supervisor monitor or assess productivity?
    3. Are there any other unique considerations or requirements of this work arrangement?
  4. Submit the form.

It’s always a good time to connect with your employees about learning and development. Check out the following opportunities!

Campus HR-Led Trainings

Campus Human Resources offers a variety of training sessions for supervisors and managers throughout the year. Seminars are offered live, online or via self-paced modules to fit your schedule. Consider registering for workshops as your schedule allows during the semester:

  • Crucial Conversations
  • Crucial Accountability
  • Emotional Intelligence
  • 4 Essential Roles of Leadership
  • Getting Things Done
  • Employee Management Compliance and Essentials (self-paced online courses in SkillSoft are available)
  • …and more!

Professional Development Funding

Any classified or university staff member employed in the college may apply for funding for exam fees, training sessions, workshops, conferences, certification programs or other activities that enhance their professional skills. Read more about Engineering Staff Professional Development Funds.   

Requests may be submitted at any time. Staff members should discuss the request and cost-share with their supervisors before applying; procedures may vary across units.

 

All employees who resign, transfer, promote, or change supervisors during the performance management cycle must have a close-out evaluation prior to the final working day. This evaluation should be uploaded into Cornerstone. If there is a change in supervisors, the new supervisor must also receive a copy of the close-out evaluation. Please indicate the reason for the close-out evaluation in the upper right corner of the evaluation form with the appropriate dates.  

In the event that an employee has more than one supervisor during the course of the evaluation cycle, each supervisor must complete a close-out evaluation for the employee. However, the employee’s final overall evaluation score is determined by the supervisor who supervises the employee at the close of the evaluation cycle. That supervisor may take into consideration any close-out evaluation(s) from past supervisor(s) or positions for that evaluation cycle in determining the employees’ final overall evaluation score. The supervisor may choose to prorate the employee’s overall score.  

University Staff: The University Staff final evaluation task is available via Cornerstone July 1st annually.  If you have an employee who resigns, transfers units, or has a change in supervisor between September 1st – June 30th, annually, please follow these steps to complete the closeout evaluation task since this task may not be accessible via Cornerstone.  

  • Work with your employee to incorporate their self-review into your final evaluation comments. 
  • Complete your final evaluation comments and have a conversation with your employee to share your feedback and rating score. 
  • In Cornerstone, you will need to create a new goal.  Steps on how to create a new goal can be found on the 101 page. 
  • For this new goal, please list the goal as “Closeout Evaluation Feedback”. As the description of the goal, you can also list “Closeout Evaluation Feedback”.  Adjust the start and end dates of this goal to the date you conducted your closeout evaluation. The weight of the goal should be “0”. Sample below in the picture.  
  • Under “Attachments” upload your closeout evaluation feedback and rating score.  These can be submitted together, or you can add feedback into the “description” box.  
  • Click submit. 
  • Once you have submitted this goal, it will be included in your employee’s performance plan. You may choose to add comments into this goal as well once it’s been submitted.  
  • This goal as well as the accompanying comments will be accessible to the employee’s new supervisor if you complete this process for a transfer or a change in supervisor.  

 

If an employee is transferring from a unit currently using Cornerstone, follow this guidance.  

All employees who transfer into CEAS or from another unit in CEAS during the performance management cycle must have performance goals put in place within the first 30 days of starting in the role.  

If an employee is transferring from a unit currently utilizing Cornerstone, the previous supervisor should have completed a closeout evaluation (see steps above). The feedback from the supervisor prior to the employee transfer should be taken into consideration as you develop goals and performance areas of focus. The employee’s final overall evaluation score is determined by the supervisor who supervises the employee at the close of the evaluation cycle. That supervisor may consider any close-out evaluation(s) from past supervisor(s) or positions for that evaluation cycle in determining the employees’ final evaluation score. The supervisor may choose to prorate the employee’s overall score.  

University Staff: The University Staff goal setting task is available via Cornerstone July 1st annually. If you have an employee who transfers units between September 1st – June 30th, annually, please follow these steps to put in place new performance goals since this task may not be accessible via Cornerstone.  

  • Work with your new employee to develop goals and performance areas to focus on specific to their new role.  
  • In Cornerstone, you will need to create new goals. Steps on how to create a new goal can be found on the 101 page. Please reference PART 1: Creating Goals in the Performance Plan.  
  • Click submit. 
  • Once you have submitted the employees' goals, they will be included in their performance plan. You may choose to add comments into this goal as well once it has been submitted.  
  • Please note you may have to adjust the weightings of goals as applicable for a total combined weight of 100%.  

If an employee is transferring from a unit not currently using Cornerstone, follow this guidance.  

If an employee is transferring from a unit not currently using Cornerstone, follow this guidance.  

All employees who transfer into CEAS or from another unit in CEAS during the performance management cycle must have performance goals put in place within the first 30 days of starting in the role.  

If an employee is transferring from a unit not currently utilizing Cornerstone, please contact the previous supervisor for their closeout evaluation. The feedback from the supervisor prior to the employee transfer should be taken into consideration as you develop goals and performance areas of focus. The employee’s final overall evaluation score is determined by the supervisor who supervises the employee at the close of the evaluation cycle. That supervisor may consider any close-out evaluation(s) from past supervisor(s) or positions for that evaluation cycle in determining the employees’ final evaluation score. The supervisor may choose to prorate the employee’s overall score.  

University Staff: The University Staff goal setting task is available via Cornerstone July 1st annually. If you have an employee who transfers units between September 1st – June 30th, annually, please follow these steps to put in place new performance goals since this task may not be accessible via Cornerstone.  

  • Work with your new employee to develop goals and performance areas of focus specific to their new role.  
  • In Cornerstone, you will need to create new goals. Steps on how to create a new goal can be found on the 101 page. Please reference PART 1: Creating Goals in the Performance Plan and PART 2: The Performance Planning Task and follow the steps through completion.  

The state of Colorado determines the merit and performance cycles for classified employees. CU Boulder has developed a performance management program in compliance with the State Personnel Board’s rules and procedures. The performance management program is designed to help employees achieve performance excellence and encourages collaboration between supervisors and employees, with an emphasis on continuous feedback.

As of fall 2023, CEAS has transitioned to utilizing Cornerstone for performance management.  For more information about this platform, please visit the Campus HR Performance Management page and scroll down to the Cornerstone section. 

For detailed guidance on completing both Goal Creation and Performance Planning steps, please visit our 101 page or consult the .

Performance Management Cycle: Aug. 1 to July 31, annually

2023-24

  • Classified cycle completes transition to new cycle: Aug. 1 to July 31
  • CEAS evaluations and goals for the coming year are due via Cornerstone by Aug. 23, 2024.  Please also separately submit your hybrid work agreement forms via our process listed under our performance management site by this same deadline. 
  • CEAS performance plans via Cornerstone by Sept. 1.

2024-25

  • CEAS evaluations and goals for the coming year are due via Cornerstone by Aug. 22, 2025.  Please also separately submit your hybrid work agreement forms via our process listed under our performance management site by this same deadline. 
  • AY 2024-25 CEAS performance goals Cornerstone by Aug. 23. 

The performance management process also requires that at least one coaching session/progress review meeting should occur and be documented in the performance management plan with accompanying acknowledgement signatures on the plan signature page, within the plan year. If only one coaching session is held, it should be scheduled for October or November.

In the State Personnel Board Rules and Personnel Director’s Administrative Procedures Rule 6-4 (7) requires that the State Personnel Director define the and publish these standard definitions. These definitions are intended as a framework and guide for your evaluation process and for distinguishing the levels of performance within the organization.

Performance calibration is a two-step process that includes supervisors who are responsible for conducting the performance evaluations and the reviewer who examines the employee evaluations. The calibration process provides a forum for discussion of employee’s performance with the goal of making sure supervisors apply similar standards for all employees and eliminate biases to the greatest extent possible. 

Consider using these helpful tips to prepare for conducting effective evaluation meetings with your team members:

  • Employee Self-Evaluation: Ensure your direct reports are clear on the goals they are reflecting on and encourage them to provide tangible examples that span the entire evaluation period. Utilize the employees’ self-evaluation in completion of day-to-day tasks and special projects as an important perspective when completing your assessment of their performance. A direct link between their individual performance and the achievement of departmental/unit goals can boost employees’ confidence in recognizing the importance of their job, especially in a challenging environment.
  • Build Understanding and Clarity: Recognizing the full impact of the pandemic on goals, professional and personal development provides a dialogue of understanding and clarity when discussing the realistic picture of performance expectations.  Feedback and topics that are discussed should not be surprising to the employee or the first time you are discussing them. Rather, this is a time to clarify your ongoing feedback.
  • Inclusion Awareness: Be mindful of valuing contributions across a variety of areas such as collaboration, mentoring, culture building, and the work the employee has done to create a more inclusive workplace. What efforts are we making to welcome and consider the ideas and views of other people? Performance reviews are a great way to recognize and hold employees accountable for continuously contributing to an inclusive culture. Using inclusive language in your delivery of feedback helps build equitable evaluations and engagement.
  • Focus on how people stepped up and helped out: Reviews are about feedback, learning, growth, and celebrating achievements. Take a holistic look at employee performance by focusing on the following points:
    • Ability of the employee to pivot and be agile to changing work demands
    • How did the employee contribute to college and campus values
    • How did the employee demonstrate leadership, delegation, decision making
    • How did the employee demonstrate the department or university values-based core competencies

College hybrid work policy 

Employees working either in hybrid or remote modalities are now required to have an approved work agreement on file. This step needs to be completed for all staff, research faculty and any faculty approved for remote work annually. Supervisors should have conversations with each employee who will be working in hybrid and remote modalities. Supervisors should initiate the work agreement and make sure the employee is aware they need to sign.

Supervisor instructions:

  1. Click on the work agreement form and select the appropriate form (hybrid or remote).
  2. Input your information as the supervisor and the employee’s information.
  3. Complete the necessary sections. Be prepared to respond to the following questions with thoughtful responses. 
    1. What considerations and changes are needed for the employee to continue to meet objectives given this work modality agreement?
    2. How will the supervisor monitor or assess productivity?
    3. Are there any other unique considerations or requirements of this work arrangement?
  4. Submit the form.

It’s always a good time to connect with your employees about learning and development. Check out the following opportunities!

Campus HR-Led Trainings

Campus Human Resources offers a variety of training sessions for supervisors and managers throughout the year. Seminars are offered live, online or via self-paced modules to fit your schedule. Consider registering for workshops as your schedule allows during the semester:

  • Crucial Conversations
  • Crucial Accountability
  • Emotional Intelligence
  • 4 Essential Roles of Leadership
  • Getting Things Done
  • Employee Management Compliance and Essentials (self-paced online courses in SkillSoft are available)
  • …and more!

Professional Development Funding

Any classified or university staff member employed in the college may apply for funding for exam fees, training sessions, workshops, conferences, certification programs or other activities that enhance their professional skills. Read more about Engineering Staff Professional Development Funds.   

Requests may be submitted at any time. Staff members should discuss the request and cost-share with their supervisors before applying; procedures may vary across units.

All employees who resign, transfer, promote, or change supervisors during the performance management cycle must have a close-out evaluation prior to the final working day. This evaluation should be uploaded into Cornerstone. If there is a change in supervisors, the new supervisor must also receive a copy of the close-out evaluation. Please indicate the reason for the close-out evaluation in the upper right corner of the evaluation form with the appropriate dates.  

In the event that an employee has more than one supervisor during the course of the evaluation cycle, each supervisor must complete a close-out evaluation for the employee. However, the employee’s final overall evaluation score is determined by the supervisor who supervises the employee at the close of the evaluation cycle. That supervisor may take into consideration any close-out evaluation(s) from past supervisor(s) or positions for that evaluation cycle in determining the employees’ final overall evaluation score. The supervisor may choose to prorate the employee’s overall score.  

Classified Staff: The Classified Staff final evaluation task is available via Cornerstone August 1st annually.  If you have an employee who resigns, transfers units, or has a change in supervisor between October 1st – July 31st annually, please follow these steps to complete the closeout evaluation task since this task may not be accessible via Cornerstone.  

  • Work with your employee to incorporate their self-review into your final evaluation comments. 
  • Complete your final evaluation comments and have a conversation with your employee to share your feedback and rating score. 
  • In Cornerstone, you will need to create a new goal. Steps on how to create a new goal can be found on the 101 page. 
  • For this new goal, please list the goal as “Closeout Evaluation Feedback.” As the description of the goal, you can also list “Closeout Evaluation Feedback.”  Adjust the start and end dates of this goal to the date you conducted your closeout evaluation. The weight of the goal should be “0”. Sample below in the picture.  
  • Under “Attachments” upload your closeout evaluation feedback and rating score. These can be submitted together, or you can add feedback into the “description” box.  
  • Click submit. 
  • Once you have submitted this goal, it will also be sent to the second level supervisor for review and approval. Please work with this individual to quickly complete this sign-off.  Once this is complete, the new goal will be included in your employee’s performance plan. You may choose to add comments into this goal as well once it has been submitted. 
  • This goal as well as the accompanying comments will be accessible to the employee’s new supervisor if you complete this process for a transfer or a change in supervisor.  

If an employee is transferring from a unit currently using Cornerstone, follow this guidance.  

All employees who transfer into CEAS or from another unit in CEAS during the performance management cycle must have performance goals put in place within the first 30 days of starting in the role.  

If an employee is transferring from a unit currently utilizing Cornerstone, the previous supervisor should have completed a closeout evaluation (see steps above). The feedback from the supervisor prior to the employee transfer should be taken into consideration as you develop goals and performance areas of focus. The employee’s final overall evaluation score is determined by the supervisor who supervises the employee at the close of the evaluation cycle. That supervisor may consider any close-out evaluation(s) from past supervisor(s) or positions for that evaluation cycle in determining the employees’ final evaluation score. The supervisor may choose to prorate the employee’s overall score.  

Classified Staff: The Classified Staff goal setting task is available via Cornerstone August 1st annually. If you have an employee who transfers units between October 1st – July 31st annually, please follow these steps to put in place new performance goals since this task may not be accessible via Cornerstone. 

  • Work with your new employee to develop goals and performance areas to focus on specific to their new role.  
  • In Cornerstone, you will need to create new goals. Steps on how to create a new goal can be found on the 101 page. Please reference PART 1: Creating Goals in the Performance Plan.  
  • Click submit. 
  • Once you have submitted this goal, it will also be sent to the second level supervisor for review and approval. Please work with this individual to quickly complete this sign-off.  Once this is complete, the new goal will be included in your employee’s performance plan. You may choose to add comments into this goal as well once it has been submitted. 
  • Please note you may have to adjust the weightings of goals as applicable for a total combined weight of 100%.  

If an employee is transferring from a unit not currently using Cornerstone, follow this guidance.  

If an employee is transferring from a unit not currently using Cornerstone, follow this guidance.  

All employees who transfer into CEAS or from another unit in CEAS during the performance management cycle must have performance goals put in place within the first 30 days of starting in the role.

If an employee is transferring from a unit not currently utilizing Cornerstone, please contact the previous supervisor for their closeout evaluation. The feedback from the supervisor prior to the employee transfer should be taken into consideration as you develop goals and performance areas of focus. The employee’s final overall evaluation score is determined by the supervisor who supervises the employee at the close of the evaluation cycle. That supervisor may consider any close-out evaluation(s) from past supervisor(s) or positions for that evaluation cycle in determining the employees’ final evaluation score. The supervisor may choose to prorate the employee’s overall score.  

Classified Staff: The Classified Staff goal setting task is available via Cornerstone August 1st annually. If you have an employee who transfers units between October 1st – July 31st annually, please follow these steps to put in place new performance goals since this task may not be accessible via Cornerstone. 

  • Work with your new employee to develop goals and performance areas of focus specific to their new role.  
  • In Cornerstone, you will need to create new goals. Steps on how to create a new goal can be found on the 101 page. Please reference PART 1: Creating Goals in the Performance Plan and PART 2: The Performance Planning Task and follow the steps through completion.