Human Resources

Merit Program Guidelines

With proper distribution of performance ratings, managers can differentiate merit awards and appropriately recognize the strongest performers. The 2024-2025 Merit Program Guidelines outline the program and offer guidance to ensure consistency across schools, colleges and organizational units.

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.

Resources

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 Employee and Labor Representative (ELR) representative will respond no later than the end of the next business day.

Completion of Mandatory Cybersecurity and Sexual Harassment Training

The 2024-2025 Performance Appraisal cycle ends on March 31, 2025. 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 the suggested Performance Management timeline  — timelines established by individual organizations may vary.

Directions to complete the self-assessment are provided on the form. Directions to complete the self-assessment are provided on the form. 

Human Resources Business Partners 

HR Business Partners (HRBPs) and HR Officers within each organizational unit on the UC Riverside campus work closely with Central HR to deliver services at the local level. The local HRBPs have a general knowledge of the complex HR services and they know who to contact within central HR for more information. Your local HRBP is your first point of contact for HR services in your department or college, and for any questions regarding the performance management process. Visit: Human Resources Business Partners.

Supervisor's Important Role

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.

Employees's Important Role

The annual employee review is an important part of performance management and staff development. At UC Riverside, we have a consistent philosophy for recognizing and rewarding non-represented staff with a merit-based salary program.

Preparing for Your Performance Appraisal

In order to be prepared for your performance appraisal, during the review period, you may want to:

• Review the department's and organizational unit’s mission statements, along with their goals and objectives.

• Review your position description and previous performance appraisals.

• If written expectations and goals were established for the performance period, review them periodically to ensure expectations are being met and progress toward goals is being made.

• Periodically solicit feedback from your supervisor regarding your performance.

• Prepare documentation to be used in the performance appraisal process, such as the self-appraisal.

The Performance Appraisal Process

The performance appraisal process includes the formal documentation and discussion of an employee’s performance as well as establishment of future performance expectations, goals and objectives. It is intended as a means of measuring and enhancing individual and institutional performance. The performance appraisal process fosters professional development and career growth, determines merit increases, and meets internal and external demands for documentation of individual performance.

Goal Setting During the Performance Appraisal

As part of the annual performance management process, you should set goals with your supervisor for the coming year. Your goals might fall into one or more of the following categories:

• Improvement Goals – Goals established to improve performance in your current position.
• Development Goals – Goals established to gain skills or competencies necessary for personal/professional growth.
• Innovation Goals – Goals established for creating a new process, function or program; higher level of service.

Please refer to the Setting Smart Goals Guide for assistance in preparing goals for yourself. After you have developed proposed goals, you should meet with your supervisor and discuss them. Once you have come to agreement on your goals for the year, include them in the Goal Agreement Form. Plan to meet with your supervisor at least every three (3) months to check in on your progress and/or adjust your goals.

Completing the Self-Appraisal During Performance Appraisal

Employees should complete the self-assessment section of the Performance Appraisal Form and submit it to their supervisor who will complete the performance appraisal. The self-appraisal allows employees to summarize major accomplishments within the review period, list any educational activities accomplished during the review period, state goals/objectives, and provide an opportunity to address other issues. The self-appraisal also assists you in planning professional and career development activities, and in recognizing your accomplishments or changes in your assigned duties that have occurred during the review period.

Tips for Preparing the Self-Appraisal

To assist you in preparing a thorough self-appraisal, consider:

• Tracking your projects throughout the year.
• Recording your goals and related accomplishments.
• Seeking educational opportunities that relate to your goals and the essential functions of your position.

Getting Started With the Performance Appraisal Process

The annual employee review is an important part of performance management and employee development. At UC Riverside, we have a consistent philosophy for recognizing and rewarding non-represented employees with a merit-based salary program.

Employees will begin by completing the self-assessment section of the Performance Appraisal Form. Employees should then forward the entire performance appraisal form to their supervisor either electronically or hard-copy.

At UC Riverside, we believe a merit-based salary program will help us incentivize and reward exceptional performance, and attract and retain the best employees.

While only non-represented staff participate in a merit-based salary program, we believe the performance management principles should apply to all staff employees.