Human Resources

Overview

Pay for Performance is the compensation program for non-represented employees. Through the performance management process, which culminates in an annual performance review, the goal is to reward higher performance with higher pay.

Meaningful conversations between supervisors and employees about our work at UC Riverside should take place throughout the review period. The annual review, which occurs at the end of the performance year, is a time to celebrate accomplishments, evaluate performance, achievements and contributions toward the mission and goals of the university, and to think about how we can grow professionally. Your annual review is also the basis for determining your compensation for the year ahead.

It’s all part of our commitment to provide our non-represented employees with market-competitive performance-based compensation.

Process Improvements

The Chancellor’s Committee on Staff Compensation, comprised of human resources practitioners and leaders throughout the campus was established to review the then-current, non-represented employee compensation practices and make recommendations to guide the future staff merit program. As a result, three workgroups were formed to develop recommendations in three key areas:  performance evaluations, merit-based salary program and strategic equity adjustments.

The Performance Evaluation Workgroup was charged with recommending improvements to the performance management process in support of four merit program principles that were based on broad manager and supervisor feedback:

• Shared understanding of performance standards.
• Meaningful differentiation between levels of performance.
• Organizational Unit accountability for distribution of ratings.
• Aligning the merit process with the performance management process.

Recommendations

• Redesign performance factors, standards and rating scales.
• Ensure factors, standards and rating categories are clear, understandable and consistently applied.
• Increase accountability.
• Incorporate a commitment to employee development.
• Change timing of the performance appraisal process to support July 1 effective date for merit increases.

Calibration

This is the process in which performance and performance ratings at each level are discussed and normalized within a group. The conversations determine what differentiates performance. The outcome of implementing this process will be to drive greater consistency in the rating process across the school, college or organizational unit. Each school, college or organizational unit has the flexibility to construct this process in the way that is most effective for them.

• Within each school, college or organizational unit, an individual or group of individuals at the leadership level takes responsibility for coordinating and communicating the calibration and merit distribution process.
• Supervisors and managers within that school, college or organizational unit are directly engaged/involved with the calibration process.

Distribution of Merit

This is the process in which the merit dollars/amounts are applied to individual employees based on performance. Each school, college or organizational unit has the flexibility to construct this process in the way that is most effective for them. We recommend the adoption of the following distribution principles:

• No across-the-board distribution. There is differentiation in the application of merit dollars.
• The only factor considered in the application or distribution of merit funds is annual performance (e.g. equity and/or placement in the range/market are not considered). However, employees must complete the required Cyber Security training and Sexual Harassment Prevention training. Noncompliance will impact the individual's merit award.
• Application of dollars/merit is consistent across performance ratings.
• Supervisors are informed about the merit application process outcomes prior to communication with individual employees.

General Eligibility Requirements

• General Eligibility requirements to be published at a later date.

Calibration

This is the process in which performance and performance ratings at each level are discussed and normalized within a group. The conversations determine what differentiates performance. The outcome of implementing this process will be to drive greater consistency in the rating process across the school, college or organizational unit. Each school, college or organizational unit has the flexibility to construct this process in the way that is most effective for them.

Please refer to the Calibration Resource Guide for more information and a recommended best practice for conducting calibration.

As a reminder, calibration discussions should occur when the appraisal is in the draft stage and has not yet been shared with the employee.

• Within each school, college or organizational unit, an individual or group of individuals at the leadership level takes responsibility for coordinating and communicating the calibration and merit distribution process.
• Supervisors and managers within that school, college or organizational unit are directly engaged/involved with the calibration process.

Distribution/Application of Merit

This is the process in which the merit dollars/amounts are applied to individual employees based on performance. Each school, college or organizational unit has the flexibility to construct this process in the way that is most effective for them. We recommend the adoption of the distribution principles listed below.

• No across-the-board distribution. There is differentiation in the application of merit dollars.
• The only factor considered in the application or distribution of merit funds is annual performance (e.g. equity and/or placement in the range/market are not considered). However, employees must complete the required Cyber Security Training and Sexual Harassment Prevention Training. Non-compliance will impact the individual's merit award.
• Application of dollars/merit is consistent across performance ratings.
• Supervisors are informed about the merit application process outcomes prior to communication with individual employees.

Merit Pool and Effective Dates

• Pool and dates to be published at a later date.

In addition to the various performance management guides, Human Resources would like to provide you with additional resources designed to smoothly guide users through the performance management process. These resources are available for all users including staff employees, supervisors and organizational leaders, departments' HR representative and/or HR Business Partners.

If you should have any questions, please send an email to performancemanagement@ucr.edu; an ELR representative will respond no later than the end of the next business day.

Completion of Mandatory Cybersecurity and Sexual Harassment Training

The 2023-2024 Performance Appraisal cycle ends on March 31, 2024. In the remaining weeks, employees should confirm that they have completed the mandatory trainings assigned to them. The Mandatory Training Certification section on the performance appraisal form references mandatory trainings in Cybersecurity and Sexual Harassment Prevention. The form notes that “noncompliance will impact the employee’s merit award.”

To confirm completion of mandatory training requirements:

1. Visit the UC Learning Center (UCLC)
2. Click on Required Trainings – a list of assigned training and status will be available for review
3. Complete any training that is still outstanding*

*Noncompliance will impact merit increases

Performance Management Training | Information Resources

Through the UC Learning Center (UCLC), there is currently information about the Performance Management process. Supervisors are encouraged to view the UC Performance Management Overview Module, if not previously completed, online via the UC Learning Center (UCLC). These should be especially helpful to anyone new to supervision, but anyone is welcome to review.

UC's 8-Part Performance Management Series (highlighted modules are strongly encouraged in advance of preparing evaluations for your staff)

• Module 1:  UC Performance Management Overview
• Module 2:  UC Setting Expectations and Individual Performance Goals
• Module 3:  UC Giving and Receiving Feedback
• Module 4:  UC Engaging and Developing Employees
• Module 5:  UC Conducting Performance Appraisals
• Module 6:  UC Motivating, Recognizing and Rewarding Employees
• Module 7:  UC Coaching for Performance and Development
• Module 8:  UC Managing Corrective Action

If you feel that you need additional help after reviewing the Performance Management modules, supervisory and non-supervisory employees should contact their departmental Human Resources and/or Human Resources Business Partners (HRBPs) who are available to help you with questions related to this year’s performance management process. In addition, you may send an email to the HR Performance Management email address – performancemanagement@ucr.edu. Questions sent to this address will receive a response before the end of the next business day.

Self Assessment Completion Process

Supervisors are reminded to provide their direct reports with the Performance Appraisal form on or about April 1, 2024. Direct reports should then complete the Self-Assessment section and return it to their supervisor on or about April 12, 2024 (see suggested Performance Management timeline at the Performance Management Timeline webpage. (Note: timelines established by individual organizations may vary.)

Directions to complete the self-assessment are provided on the form. However, additional assistance in completing this and other parts of the performance appraisal form can be found in the Zoom meeting recording. To access this helpful instructional video,  please go to the Performance Management Timeline webpage.

If you have not already done so, be sure to visit the Performance Management website for more information regarding performance management timelines and other useful resources.

Performance Management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. A formal performance appraisal is an important opportunity to summarize the informal evaluations of the employee's performance over a longer period of time. UC Policy requires that each employee's performance be appraised in writing at least annually.

Supervisor Guidance

Employees are most likely to be successful performers when they clearly understand their assignments, know what level of performance is considered acceptable, and receive consistent feedback. Evaluation of an employee's performance is not just a once-a-year activity, it is an ongoing process.

• Performance Factors & Behavior Indicators
  Performance Factors & Behavior Indicators are intended to clarify for employees and supervisors what each performance factor measures, and what performance or behavior is expected at each rating level. These behavioral statements are intended to be used as a general guide. Raters should provide supporting statements that accurately reflect their observations of the employee’s performance for each factor.
• Linking Performance Goals/Expectations to the University’s Mission
  Position Linkage Worksheet assists supervisors in linking an individual's performance expectations to the mission and goals of the campus, organizational unit and/or the department.

Talking to Employees

Talking to your employees about performance is a year-round responsibility. The annual performance review is the culminating assessment of your employees’ performance for the year. It provides a great opportunity to tell your staff how much you value their contributions in the workplace, and to plan for the coming year. It also is a chance to offer support to employees who have clear professional goals. The large majority of UC Riverside employees successfully meet performance expectations and these conversations provide an outlet to recognize strong performance in a one-on-one meeting.

• Be prepared: Show your employees how much you care by being prepared. Putting your best effort into performance appraisals will deliver benefits to you, your team and employees. Take time to review what employees have written about themselves in their self-assessment, add your own perspective, and identify specific examples in advance of your conversation to highlight when you meet one-on-one.

• Give praise and credit where it's due: Don’t miss an opportunity to praise strong performers. Credit performance, specific achievements, professional attributes and more. Take this time to remind your staff how much you value and appreciate them.

• Coach and cultivate: Even consistently high performers have opportunities for growth. A good supervisor looks for chances to coach and cultivate and doesn’t shy away from dealing with issues. It’s a good occasion to identify performance issues and build plans to get an employee back on track. While poor performance or inappropriate behaviors should be dealt with immediately, the annual review process can reinforce corrective measures and restate expectations.

• Get on the same page: During a performance review, a supervisor should strive to listen, to be heard and to reach a mutual understanding of one another’s views. Take time to discuss goals and set expectations for checking in throughout the next year.

Supervisor Next Steps

In 2016, UCR completely revised the performance management process. Rating factors and rating categories were updated and redefined to more clearly reflect the high quality of work performed by UC Riverside employees. The new definitions provided clearer distinctions between ratings and included specific criteria related to goals, achievements, job functions, skills and behavior. Furthermore, it aligned the performance management process with the merit-based pay program for non-represented staff employees.

For more information about the rating system, read the Performance Factors and Behavior Indicators Guide.

• Draft evaluation and initial rating: Supervisors review employees’ self-assessment and draft a written appraisal with an initial rating. Keep in mind that supervisors should provide ratings unencumbered by considerations of possible merit increases. Ratings should fall naturally where they are. Final merit decisions will be made at the dean and vice chancellor level to allow the greatest flexibility.
• Calibration meetings: Supervisors present their draft evaluations to calibrate the ratings of their staff. The purpose of these meetings is to discuss and determine what differentiates performers in their organization, creating added consistency across ratings while providing supervisors with a shared language with which to discuss performance with employees. Once calibration meetings are completed, supervisors should finalize the draft appraisal and rating on the performance appraisal form.
• Discuss with employees: Supervisors schedule and conduct individual one-on-one meetings with employees to discuss their draft appraisals. Following that, the supervisor finalizes the evaluations and routes them for approval. Keep in mind that merit decisions are made later and will be discussed separately.
• Goal Agreement Form: The Goal Agreement form is used to document agreement on the most important priorities for upcoming employee's performance evaluation cycle, and to track progress throughout the year.

The Performance Management section of the Forms and Documents page contains all of the forms you will need during the performance management process. You will find the Performance Appraisal Form, Goal Agreement Form, the revised Performance Factors and Behaviors Indicator Guide, and other documents to guide you through the process.

Please Note: The Word forms do not have any formatting functionality, including spellcheck, bold/italics, bullets, etc. If you need that type of formatting in your comments, please prepare a draft in Word and copy and paste it into the appropriate fields.