Performance Management
Performance Management at Georgetown
Performance Management is the continuous process of communicating, measuring, and developing employees. The process aims to support employees in being more fulfilled, effective, and valuable contributors to the Georgetown community. Integral aspects of the performance management process include an initial probationary period, continual feedback and goal setting, and the mid-year and annual performance review.
The Department of Human Resources is committed to designing Performance Management processes that foster an environment in which managers and employees can regularly communicate about departmental and individual goals and accomplishments in service of creating a culture of engagement, accountability, and excellence.
Performance Engagement Lifecycle
Best Practices for Performance Engagement
Probationary Period | Performance Check-Ins | Performance Management Evaluations in GMS | |
|---|---|---|---|
When | First 3 or 6 months of employment: Probationary Policy | At least four times a year (every 90 days) | Annual Review: February – April for most GU employees. See the Performance Management Evaluations for details. |
Manager Responsibilities | Set Expectations • Review Position Description and Probationary Policy with Employee • Train Employee on core job duties and offer additional training as needed • Describe/Document/Demonstrate your expectations • Set goals for employee • Complete Probationary Evaluation in GMS before probationary period ends | Provide Feedback & Revise Expectations • Review Goals and Employee progress • Communicate what is going well & where improvement is needed • Set new expectations • Collaborate to set new goals | Complete Evaluation Process in GMS • Review employee successes, challenges, goals from the performance period and employee self-evaluation. • Complete Manager Evaluation and release to the employee at minimum two business days (ideally one week) prior to meeting. • Meet with employee to review evaluation and set expectations for the future |
Employee Responsibilities | Learn Job Expectations • Review Your Position Description (PD) with Manager • Ask Questions & request help as needed • Enter goals in GMS | Ask for Feedback & Adjust Goals • Describe your progress towards Goals • Ask for specific feedback from your manager on your performance • Collaborate to set new goals and enter into GMS | Complete Self-Evaluation • Reflect on accomplishments and challenges of review period • Fill out self-evaluation in GMS • Discuss with manager • Set new goals |
Performance Check-ins
Managers and Employees are encouraged to co-manage performance accountability together and continuously exchange mutual feedback in order to grow together as individual contributors and leaders. Managers should schedule regular meetings with their direct reports (bi-weekly, or another cadence determined together) and also quarterly check-ins (every 90 days) to address progress or areas for growth.
Performance Management Review
Performance Reviews are conducted both inside and outside of the Georgetown Management System (GMS) and involve several key components. It is essential that both employees and managers understand these components starting during the Probationary Period. Training and Development is available to guide employees and managers through the evaluation process. If you have any additional questions you should contact your assigned HR Business Partner for support.
The Components of the Mid-Year Review
The Mid-Year Review is designed to provide a brief structured review of employee performance and serve as an opportunity to review, update, and add performance goals.
Section I. Performance Questions:
- Accomplishments during the review period
(Typically March to September) - Areas where I am doing well
- Areas where I need improvement
- What are future opportunities for professional development?
- What do I need to achieve my goals?
Section II. Goals
Effective performance management starts with setting clear and meaningful Goals. Goals should be initiated by employees but developed as a collaborative effort between employees and managers. SMART goals create clarity, structure, and accountability around work priorities and serve as a vehicle for ongoing communication. Goals are optional and can be initiated in GMS at any time of the year and automatically route to the Manager for approval. Employees may choose to add performance goals from the previous year to their performance review to demonstrate the progress they have made.
The Components of the Annual Review
Section I. Competencies
Employees will rate themselves via a self-evaluation and managers will rate their direct reports on the following competencies:
Functional Knowledge, Work Quality, Professionalism & Inclusion, Service Orientation, Initiative, Communication & Collaboration, and Managing Others (Managers Only).
For full definitions of the competencies, see
Performance Management Terms and Tools PDF.
Section II. Goals
Effective performance management starts with setting clear and meaningful Goals. Goals should be initiated by employees but developed as a collaborative effort between employees and managers. SMART goals create clarity, structure, and accountability around work priorities and serve as a vehicle for ongoing communication. Goals are optional and can be initiated in GMS at any time of the year and automatically route to the Manager for approval. Employees may choose to add performance goals from the previous year to their performance review to demonstrate the progress they have made.
Section III. Overall Assessment
Employees and managers will assign an overall rating for the performance evaluation. The overall rating should take into account the individual competency ratings, challenges and accomplishments of the previous year, and progress towards assigned goals. The Overall rating should reflect a holistic view of the employee’s past year and does not need to be an average. Ratings include:
Far Exceeds Expectations, Exceeds Expectations, Meets Expectation, Needs Improvement, or Unsatisfactory.
For full definitions of the ratings, see
Performance Management Terms and Tools PDF.
Section IV. Professional Development
Achieving or supporting performance goals and professional aspirations involves an investment in Professional Development (PD) opportunities. Managers are encouraged to promote opportunities for growth and development such as training and workshops, professional certifications, free linked-in learning courses, shadowing colleagues, serving on a committee/new project, joining an Employee Resource group, and more. Employees are encouraged to reflect on their areas of interest and growth and identify the PD they wish to pursue. In the Self-Evaluation in GMS, employees have the option to include their desired or intended PD for the next performance year. This is not a retroactive reflection of the past year, but a future-oriented one.
Learn more about the Mid-Year and Annual Performance Review process, terms, and available tools.