Staff Performance Management & Appraisal Process

Staff performance management is an ongoing process that supports goal setting, regular feedback on progress toward goals, and annual performance discussions.

Staff performance appraisals have moved to Workday. Staff and managers will use Workday to document and track goals and ongoing performance conversations, and complete annual appraisals.

What you need to know

  • Performance management happens throughout the year. Staff and their managers will set performance goals, have ongoing conversations about progress, contributions, and feedback throughout the year.

  • The performance appraisal is the formal annual review. It is one part of the broader performance management process and provides an opportunity to reflect on your performance over the appraisal period.

Getting Started

black women in front of whiteboard with post it notes
Staff
  • Attend goal-setting training between Oct. 20 and Nov. 13.
  • Learn how to create and manage goals in Workday.
  • Meet with your manager to discuss performance goals and priorities.
  • Review available resources and key dates.
Managers
  • Attend goal-setting training between Oct. 20 and Nov. 13.
  • Discuss expectations and priorities with staff.
  • Support staff in creating meaningful performance goals.
  • Review and track goals in Workday.

Updated Staff Performance Appraisal Policy

The Staff Performance Appraisal Policy was revised and approved by University Council on February 11, 2026. The updated policy formalizes a phased transition to Workday and adoption of a four-point rating scale for staff performance appraisals.

Staff Performance Appraisal Rating Scale

All staff are evaluated using the following four-point rating scale and definitions. No other rating scale may be substituted.

Definition: The staff member consistently performs at an exceptional level, regularly surpassing job requirements and expectations. The staff member demonstrates outstanding initiative and contributes significantly to the university's goals and objectives.

Examples of Indicators:

  • Consistently delivers work of exceptional quality, often surpassing goals and targets.
  • Consistently demonstrates the ability to work independently; proactively identifies and solves problems.
  • Frequently takes on additional responsibilities and projects.
  • Consistently receives positive feedback from peers, leaders, and/or students.

Definition: The staff member reliably meets job requirements and expectations. The staff member performs their duties competently and efficiently and contributes positively to university’s goal and operations.

Examples of Indicators:

  • Regularly meets established goals and performance standards.
  • Regularly demonstrates the ability to work independently; proactively identifies and solves problems with some direction.
  • Occasionally takes on additional responsibilities and projects.
  • Receives favorable feedback from peers, leaders, and/or students.

Definition: The staff member meets some but not all job requirements. Improvement is needed in specific areas to meet the university’s standards and expectations.

Examples of Indicators:

  • Occasionally misses deadlines or produces work of inconsistent quality.
  • Requires frequent supervision or guidance to complete tasks.
  • Demonstrates gaps in the knowledge or skills necessary for the role.
  • Receives mixed feedback from peers, leaders, and/or students.

Definition: The staff member consistently fails to meet job requirements and expectations. Significant improvement is needed to reach an acceptable level of performance.

Examples of Indicators:

  • Frequently misses deadlines or produces work of substandard quality.
  • Requires significant supervision and fails to complete tasks independently.
  • Lacks the necessary knowledge or skills for the role.
  • Receives negative feedback from peers, leaders, and/or students.

The Staff Performance Management Process

Goal Setting

Ongoing Performance Conversations

Annual Performance Appraisal

Recognition and Performance-Based Merit Program

How Performance Management Works

1. Goal Setting

Staff and managers work together to establish clear performance goals that support individual, departmental, divisional, and university priorities.

What you'll do

  • Discuss strategic priorities with your manager
  • Co-create performance goals aligned with strategic priorities
  • Regularly review progress with your manager
  • Review and revise goals as priorities change

2. Ongoing Performance Conversations

Regular conversations help staff and their managers discuss progress, accomplishments, challenges, and priorities.

At a minimum, staff and managers should meet for a midyear performance conversation.

What you'll do

3. Annual Performance Appraisal

The annual appraisal is one part of the broader performance management process.

Staff reflect on accomplishments and progress throughout the year, while managers provide feedback on performance, strengths, and opportunities for growth.

What you'll do

  • Complete a self-appraisal.
  • Review performance achievements and challenges.
  • Participate in an appraisal discussion with your manager.

Performance Management Timelines

 CY2026

  • Oct. 20-Nov. 13 | Goal Setting
    • Training available for staff and managers
    • Staff and managers establish performance goals in Workday
  • Nov. 30-Dec. 12 and Jan. 5-9 | Appraisal Preparation
    • Performance appraisal training for staff
    • Performance appraisal and calibration training for managers
  • Jan. 11-Jan. 29 | Self-Appraisals
    • Staff complete and submit self-appraisals in Workday
  • Feb. 1-Feb. 26 | Manager Appraisals
    • Managers complete staff performance appraisals
  • March 1-March 12 | Calibration
    • Leaders review appraisal outcomes across their units to ensure consistency and alignment
  • March 15-April 9 | Appraisal Conversations
    • Managers and staff discuss performance and accomplishments

 FY26-27

  • Oct. 20-Nov. 13 | Goal Setting
    • Training for staff and managers
    • Goals established in Workday
  • Throughout the Year | Ongoing Conversations
    • Check-ins, feedback, coaching, and development discussions
  • March 15-April 9 | Appraisal Preparation
    • Training for staff and managers
  • April 12-April 30 |  Self-Appraisals
    • Staff complete self-appraisals
  • May 3-May 28 | Manager Appraisals
    • Managers complete staff appraisals
  • May 31-June 11 | Calibration
    • Leaders review appraisal outcomes across their units
  • June 14-July 2 | Appraisal Conversations
    • Managers and staff discuss performance and accomplishments

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Frequently Asked Questions

Staff performance appraisals have moved to Workday. The Staff Performance Appraisal Policy was revised and approved by University Council on February 11, 2026. Faculty performance reviews will continue to follow the established University Policy: Annual Review of Faculty.

A four‑point rating scale was approved by University governance groups and formally adopted into policy by University Council on February 11, 2026. Details about the rating scale are available in the Process section of the Staff Performance Appraisal Policy.

Include the goals and performance expectations for the appraisal period being reviewed. Goals for the next appraisal cycle may be discussed with your manager, but they are separate from your current performance evaluation.

Yes. Goals may change during the year as priorities, responsibilities, or circumstances evolve. Because of this, staff and managers are encouraged to have ongoing performance conversations to discuss progress, address challenges, and make adjustments as needed. Regular check-ins help ensure goals remain relevant, achievable, and aligned with current expectations.

If you change positions during the appraisal period, the manager you reported to for the majority of the appraisal cycle will complete your performance appraisal. Other managers who supervised you during the appraisal period may also provide input.

The Workday appraisal does not include a separate question about essential duties and responsibilities. If your work primarily focuses on your core job responsibilities, use the Job Responsibilities & Goals section to include goals related to that work.

No. Employees must have at least six months of service at RIT to complete a formal performance appraisal. For calendar-year staff, the six-month requirement is measured as of Jan. 11; for fiscal-year staff, it is measured as of April 12.

Managers should still meet with newer employees to establish goals and discuss performance objectives and development plans.

Your department leadership will let you know whether your department will follow the calendar-year or fiscal-year appraisal timeline.

Contact the RSC by calling 585-475-5000 or visit help.rit.edu.