UBC performance conversation cycle
Performance conversations contain the following activities that are determined, in part, by where you are in the annual performance cycle:
- Setting performance and development expectations.
Aligned to the role, desired outcomes, level of experience, and job classification. - Agreeing to performance and learning goals.
Relevant to strategic objectives, expertise, interest, and feedback received. - Making time for regular check-ins about performance, progress, and wellbeing.
Everyday conversations, check-ins, status updates, troubleshooting and relationship building. - Reviewing performance and learning outcomes against agreed-to goals and expectations.
An opportunity to reflect on accomplishments, learning, and actual versus desired outcomes.
Performance conversation principles
UBC strives to cultivate the conditions where employees can thrive and grow. When it comes to performance conversations, adhering to a few important principles can enhance the experience for everyone.
Phase 1: Prepare for the performance conversation
Prepare and enhance your performance conversation by attending to the following:
- Identify a meeting space (in person or virtual) that is safe, accessible and confidential.
- Consider your positionality and demonstrate that you care, are attentive, genuine, open-minded and curious.
- Ensure you are inclusive and equitable in your approach.
- Develop your leadership competencies and skills to create a psychologically safe space and workplace.
- Create time to reflect and document employee strengths and specific and respectful feedback to share in person.
- Adjust your style to align with each employee’s needs and preferences.
Phase 2: Have the performance conversation
Use the Connect, Open, Explore and Close (COEC) conversation model to structure and enhance your performance conversations. The approach provides managers and employees with guiding principles and questions and can be easily applied when preparing to engage in annual and ongoing performance and development conversations.
Phase 3: Learning and reflection for self-development
Enhance your leadership learning and future impact by working through the following reflection statements:
- What I most appreciated about the performance conversation was…
- My commitment was…
- My learning about my employee, the work and myself as a manager included…
- The aspects of the conversation that I found challenging were...
- My learning edge is...
- If I were to do it differently next time, I would…
Assistance with performance reviews
The following documents provide practical tips, guidelines and considerations regarding holding performance conversations.
- Considerations for managers/reviewers when conducting a probationary review (.pdf)
- Considerations for managers/reviewers when conducting a non-probationary review (.pdf)
If you require further assistance with performance review process, please contact your HR Advisor or Associate.
Recommended performance review schedule
View the recommended performance review schedule based on your staff member's employment group.
Performance development tools – Vancouver campus
Performance development tools – Okanagan campus
Intro to Managing Underperformance Toolkit
Managers and people leaders can make use of a step-by-step introductory guide for circumstances related to managing underperformance of direct reports.
This guide is a tool to provide managers an introduction to the steps and processes to consider when they may suspect a staff member is underperforming.
In this toolkit, you will discover 4 keys steps when managing underperformance:
- Identify the Issues
- Meet with your team member to discuss the issues
- Agree to a plan of action
- Monitor performance
Each of these steps will provide you with detailed processes and procedures, including resources, to support you and the employee. For additional support, please contact your HR representative.
View Managing Underperformance Toolkit (PDF)
Conflict in the workplace and/or performance concerns
In the workplace, conflicts can arise from various sources, including strained relationships, ineffective communication issues, differing values, goals, interests, and perceptions or structural/organizational issues. These conflicts can lead to poor employee performance, which can negatively impact the work of the entire team.
As a manager, it's your responsibility to address internal conflicts and underperformance issues as soon as possible. By doing so, you can provide your team members with the opportunity to succeed in their roles, improve their performance, and increase their engagement. Managing underperformance can also put performance back on track, which can have a positive impact on the work of the whole team.
If you're experiencing conflict issues or underperformance circumstances with your staff members, we encourage you to contact your HR representative. They can provide you with the necessary support and help you identify a plan to address the situation.
Managing internal conflicts and underperformance is critical to maintaining a productive and positive workplace environment. By addressing these issues promptly and effectively, you can ensure the success of your team and the organization.