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Kim Morris Lee, Director Organizational Effectiveness
In today’s workplace, it seems employee “performance management” is more a concept than a process. Theoretically, employees should “just do their job” – that is, to address all tasks and assignments associated with a specific role in the organization. This is the expectation – right?
The common belief is that should everyone “just do” what they need to do teams would be effective and organizations would achieve goals. The challenge with this belief is that often employees do not understand “what they need to do.” Or, if they do understand, they lack the necessary workplace motivation and engagement.
Moving beyond flawed thinking about employee job performance will require all management team members to take collective responsibility for building a stronger UIC through its employees. It is necessary to be concrete, specific, and clear when speaking with staff about job performance expectations.
The performance of each individual hired to execute a job at UIC has an impact on staff in colleges and administrative units campus-wide. Individuals in every role at UIC have job related responsibilities that contribute to UIC’s success. All employees (faculty and staff) are necessary to create knowledge, transfer knowledge, and deliver services – each supporting UIC’s mission in a unique way, each part of the wheel that moves UIC forward. If a cog is missing from that wheel, the wheel does not roll smoothly. With every cog in place, the wheel rolls as intended. Each cog is essential. Every individual employed at UIC is relevant – an instrumental part of the whole and needed to realize the university’s vision.
The Employee Performance Review (EPR) process at UIC can close the performance gap that otherwise results from employees having insufficient engagement and direction. The EPR process is development focused and designed to recognize and build upon the university’s diverse talent pool. It provides specific information and tools to guide individuals in developing a plan to become high performers in the workplace. This is a “process,” not an annual event. If job performance expectations have not been confirmed for each team member, there is no better time than now to take action. Building high performing work teams, one individual at a time, is one thing everyone at UIC can work on together.
Support efforts to build high performing employees that achieve results at UIC by:
1. Documenting clear, observable job performance expectations for all staff
2. Creating development plan for each team member
3. Seeking to understand guidance that each staff member may need to meet defined expectations
4. Scheduling annual performance review at the end of each academic year
Employees intersted in exploring the EPR process will find helpful guides in the Managing My Performance section of the UIC Human Resources website. Managers will find step-by-step guides and helpful forms in the Developing and Guiding Employees section. For colleges, units, departments, and teams interested in implementing robust performance management solutions, send an email to email@example.com to request consultation or training solutions.
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