Performance Management
Click Here for Timely Updates and Resources
for completing the FY27 Mid-Year Review
Performance Engagement at Georgetown
Performance Engagement is an ongoing, collaborative effort between managers and their employees to communicate and evaluate individual performance expectations and goals, and align them with departmental and institutional business objectives. The process aims to support employees in being more fulfilled, effective, and valuable contributors to the Georgetown community. As a part of this process managers and employees will participate in the performance management business process, which involves an initial probationary period, an optional mid-year review, and annual performance evaluation.
Performance Engagement Lifecycle and Business Process
Probationary Period
Managers support their new hires in onboarding and integrating into the University (3 or 6 months):
Continuous Conversations
Managers and employees jointly invest in regular check-ins (every 1-2 weeks) and a mutual exchange of feedback.
Mid-Year Review (Optional)
(Fall)
Employees and their Managers complete a 5 question assessment in GMS.
Annual Self-Evaluation
(Spring – Mandatory)
Employees will reflect on the past year and submit an evaluation of their performance in GMS.
Annual Manager Evaluation
Managers will reflect on the past year and submit an evaluation for each of their eligible employees in GMS.
Manager’s Manager Review
Annual Performance Meeting
Managers will meet 1:1 with each of their employees to celebrate accomplishments and discuss opportunities for growth and development.
*Eligibility for the Annual Self-Evaluation process: Regular, non-union employees who have completed probation, excluding the Office of Advancement. Please discuss performance evaluations with your direct supervisor for more information.
Regular 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) to stay connected on regular duties and projects, as well as quarterly check-ins (every 90 days) to address goals and overall performance. Managers are strongly encouraged to invest in the optional Mid-Year Review process, typically released in September.
Components of the Mid-Year Review (Fall )
The Mid-Year Review is an optional but strongly encouraged process designed to provide a brief, structured review of an employee’s performance in the first half of the performance period, and serve as an opportunity to review, update, or add performance goals.
Section I. Performance Questions as they appear in GMS
- Top 3 professional accomplishments or projects completed during the performance period so far.
- Highlight at least one University competency or skill that has been demonstrated or enhanced this period and how.
- Highlight at least one University competency or skill to develop in the next 6 months and how.
- Opportunities or ideas to support goal achievement in the next 6 months.
- Additional Feedback or Comments
Section II. Goals
Effective performance management starts with setting clear and meaningful Goals. Goals should be initiated by employees but reviewed and revised collaboratively with your manager. SMART goals create clarity, structure, and accountability around work priorities and serve as a vehicle for ongoing communication. Goals can be initiated and submitted in GMS at any time of the year and automatically route to the Manager for approval. Each Goal is tied to a specific performance competency. Employees may choose to add performance goals from the previous year to their performance review to demonstrate the progress they have made.
Review the Mid-Year Review Job Aid and Goals Job Aid.
Components of the Annual Review (Spring)
Section I. Competencies
Employees will rate themselves via a “Self-Evaluation” in GMS and managers will complete a “Manager Evaluation” in GMS. Both evaluations rate employee performance on the same University competencies:
Functional Knowledge, Work Quality, Professionalism & Inclusion, Service Orientation, Initiative, Communication & Collaboration, and Managing Others (Managers Only).
For full definitions of the competencies, please reference Performance Management Terms and Tools PDF.
-
- Ratings – Employees and managers will assign a performance rating to each competency area. The rating options are: Far Exceeds Expectations, Exceeds Expectations, Meets Expectation, Needs Improvement, or Unsatisfactory. For full definitions of the ratings, please reference Performance Management Terms and Tools PDF.
Section II. Goals
Goals are an essential component of the performance management process and support fair and measurable performance outcomes. When conducting the annual review, employees will be prompted to review their existing goals and set new goals. It is the employee’s responsibility to manage and update the progress of your goals, revise goals as needed, and draft new goals for the upcoming performance period. Additional information can be found above in the Mid-Year Review section.
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, 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.
The Mid-Year and Annual Performance Review website offers up-to-date training information, guided handouts, and frequently asked questions (FAQs) about each review process.