The Performance Development component of the Valuing Work at Wellesley program encourages and promotes ongoing communication between employees and their supervisors about their work throughout the year. It includes planning and goal setting, ongoing reviews, and summary discussions. The annual assessment serves as an opportunity for an extensive assessment of overall performance, an opportunity to recognize achievements, identify obstacles, and discuss ways to increase the effectiveness of our work together. Performance Development at Wellesley College is designed to provide alignment between the College’s mission, constituent needs, and performance expectations.
Effective performance development helps each individual and group contribute meaningfully to Wellesley’s success and be recognized for that contribution by:
- Fostering ongoing two-way communication between employees and managers
- Supporting the development of clear, consistent, and measurable goals linked directly to Wellesley’s core values and competencies
- Helping to articulate and support training needs and career development
- Establishing criteria for making reward and recognition decisions
The Performance Development document consists of three documents that provide a format for recording and submission of performance management information for an individual throughout the year.
During this initial stage of the Performance Development cycle, the manager and employee work together to develop goals and objectives for the performance period utilizing the employee's responsibilities and competencies as outlined in the role document. Divisional and/or departmental goals will guide this process as well. Goals must include expected results and outline a feedback plan so performance assessment can be most effective. The manager is responsible for approving the final version of the goals and reviewing the skills and competencies required to achieve those goals.
Stage II: Interim Goal Review
In order to encourage managers and employees to talk together about performance and progress on a regular basis, an interim review has been built into the Performance Management process. While this review/update can actually take place anytime during the performance period, it ensures that goals and performance are reviewed more often than annually.
Stage III: Performance Review and Assessment
A summary of the employee's progress and growth during the year and a review of goal achievement bring closure to the performance period. This documentation and conversation guides the Performance Planning stage for the following year.
Human Resources provides several tools for employees and supervisors to utilize when completing the performance assessment process. Human Resources is also available to provide coaching to assist either employees or supervisors with this process.
Performance Development Document – provides a format for recording and submission of performance management information for an individual. It encompasses performance planning, objectives, expected results, competency assessment, ongoing manager-employee updates, and performance review/assessment. This completed document is the result of ongoing interactions between an employee and supervisor in the course of a given year.
Performance Appraisal Guide – instructions for completion of the Performance Management Document. It provides examples and detail to guide the process.
Guidelines for Effective Performance Development – provides tips and techniques for preparing and holding performance development discussions as well as giving effective feedback.
Guidelines for Setting Goals and Objectives – provides tips and techniques for setting goals and objectives.
The ongoing Performance Development process is the basis for decisions made by managers about salary increases. Annual opportunity for salary increases will be based on performance. Salary increases will occur using a common salary increase date of July 1.
The individual salary increase percentage is determined based on individual performance and is set within the constraints of the budgeted salary pool. Supervisors, managers, and department chairs recommend percentage salary increases to the division head based on the performance of the individual in the position. The final approval for the increase is by the head of the division who considers performance on a division-wide basis.