PRD End-of-Cycle Review

Tips for the Employee: End of Cycle Review Preparation

The employee can prepare for the End of Cycle Review meeting by completing the Employee Self-Evaluation. This tool enables the employee to describe their efforts, accomplishments, and challenges, which the manager will review. 
 

Tips for the Manager: End of Cycle Review Preparation

The manager can prepare for the End of Cycle Review meeting as follows:

• Review Feedback Guidance: Check out our “Feedback Throughout PRD Cycle” page for guidance on presenting effective feedback.
• Time/Place: Plan to set the End of Cycle Review meeting 1-2 weeks ahead in a virtual/in-person location without distractions.
• Review PRD Expectations:  Review the Expectations that were established at the beginning of the review period, as well as any revisions  made afterward. Prepare to discuss the employee’s performance in light of the Expectations. 
• Review Midway Feedback: Review the Midway Feedback evaluation and notes, including the progress of any develop steps or Action Plans.
• Review the Self-Evaluation: Carefully review the employee’s newest Self-Evaluation, taking note of their self-described accomplishments, efforts, and growth areas.
• Review Documentation/Data: Gather and review any documentation and data evidencing the employee’s performance during the review period so far. This documentation will help illustrate the employee’s contributions, growth, and needed development. 
• Identify Needed Improvement: Note which performance areas need improvement and make a list of improvement steps and training opportunities. If needed, prepare to introduce an Action Plan in a separate meeting after the evaluation.
• Complete Evaluation: Complete the End of Cycle evaluation in Workday, including a final overall rating. Make a balanced evaluation with appropriate time spent on both positive and corrective feedback.

“RESCUE” Tips for the End of Cycle Review Meeting

Don’t forget to review Staff Relations’ guidance on effective feedback! Additionally, the manager and employee can use the acronym “RESCUE” to remember best practices for the meeting: 

• (R)eflect: Take a moment to reflect on this meeting’s purpose: helping the team grow. Performance review meetings are not disciplinary, and participants should strive to be respectful, attentive, and open-minded.
• (E)valuation: The manager will explain their evaluation, including:
  • How the employee’s performance aligned with Performance Factors and Expectations; 
  • Examples of favorable and unfavorable performance; and
  • Performance area ratings plus a final overall rating.
• (S)elf-Evaluation: Participants will review the employee’s Self-Evaluation and acknowledge the employee’s perspective and/or how it influenced the manager’s evaluation. 
• (C)onsider: After sharing the ratings and reasons, it is helpful for the manager to consider the employee’s input and perspective, which may include differences of opinion. Likewise, the employee should consider the manager’s reasoning for various ratings/comments and ask for more examples if needed. 
• (U)nify: After considering each other’s perspectives, the manager and employee should strive to create a unified path forward. If the employee suggested changes to comments or ratings, the manager may use their discretion to amend the evaluation accordingly. Alternatively, if the manager determines changes are not appropriate, they may find other ways to compromise (i.e., agreeing to periodically evaluate the disputed issue).
• (E)stablish Steps: The employee and manager may discuss clear action steps to develop the employee’s performance, particularly for areas with “Below Expectations” or “Unsatisfactory” ratings. These steps may include action timeframes, trainings, supervisory follow-ups, and/or an Action Plan if needed.