Performance Management

Performance management is an on-going process where leaders, faculty and staff work together to plan, monitor and review job performance and overall contribution to the university while supporting individual growth and development. More than just an annual performance evaluation, performance management is the continuous process of setting goals, assessing progress, and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals.

Fundamental components of the Performance Management process at UAB include...

  • Discussion of expected job roles and how those contributions relate to the broader mission
  • Regular check-ins
  • Annual performance evaluation that includes self-assessment, manager evaluation, dialogue and feedback, and planning forward through goal setting

Performance Management at its Core

Manager and direct report meet regularly (at least monthly) throughout the year to review — goals, progress against goals, celebrate successes and share challenges.

The Annual Performance Evaluation Process

  • Employee completes the self-evaluation in UAB Perform
  • Manager reviews the self-evaluation
  • Employee and manager meet for performance discussion
  • Manager submits the evaluation of employee
  • Manager and employee sign the evaluation

Online Form
Note: The FY21 Formal Evaluation Period has passed. Submission of annual evaluations is no longer available, but you may view previous evaluations by accessing the application.
Completed Form

  • Tools & Learning Resources

    Follow the links below for additional help and resources on Performance Management at UAB.

    NEW: Self-Paced e-Learning

    • Performance Management at UAB: Get an overview of UAB's Performance Management philosophies, processes and expectations. By the end of this e-learning experience, participants will be able to...
      • Recognize the importance of setting performance expectations.
      • Learn to use regular check-ins with your direct reports or team members for accountability and development.
      • Identify effective questions to use during performance accomplishments, identify challenges, and stay connected.
    • Coaching for Excellence: Learn how to use coaching to develop people and guide performance. After completing this e-learning experience, participants will be able to...
      • Identify the core skills and mindsets of effective coaching.
      • Apply the core skills and mindsets of coaching.
      • Review the GROW Model.
    • Give the Gift of Feedback: Focus on what makes feedback effective and how to apply best practices in a professional setting. Effective feedback aids in keeping individuals on track and provides encouragement and growth for optimizing performance. After completing this e-learning experience, participants will be able to...
      • Identify what makes feedback effective.
      • Define ways to provide difficult feedback effectively.
      • Review a feedback model.
    • Developing People to Reach Their Full Potential: Focus on the importance of professional development and the best practices for optimizing professional growth. By the end of this e-learning experience, participants will be able to...
      • Identify the importance of developing people.
      • Define the best practices for developing people.
      • Create an action plan to help develop people.
    • Unlock the Transformational Power of Goal Setting: Focus on the importance of goal setting, a framework for goal setting, and how to unlock it in a professional setting. After completing this e-learning experience, participants should be able to...
      • Complete a self-assessment to aid in the process of goal setting.
      • Define the criteria of a SMART Goal.
      • Develop a SMART Goal.

    Preparation for Employees

    Additional Performance Management Resources

  • Individual Development Plan Process

    To be completed after the annual performance evaluation.

    Individual Development Plan Resources

  • Responsibilities for Managers

    A key element for supervisors and department chairs is regular performance conversations to support, coach and develop each employee. As a manager, performance management is critical to developing and retaining top employees. Core responsibilities include...

  • Responsibilities for Employees

    The performance management process is designed to help you succeed at UAB. The evaluation is your chance to showcase how you’ve done over the past year, highlighting your successes, your challenges, and your interests for the future. As an employee, your responsibilities include...

    • Work toward achieving your individual goals to support UAB’s goals.
    • Be open to feedback and take steps to improve.
    • Give others feedback.
    • Keep a record of your performance achievements, successes and challenges.
    • Complete a thorough self-evaluation.
    • Take responsibility for continuous learning and professional development.
  • FAQs | FAQs for the App

    FAQs: Preparing for Performance Reviews

    Q: What is the timeline for completing reviews?

    The performance application will open on July 1 with an extended deadline of September 30.

    Q: What form and tools should I use for completing the self-assessment and manager review?

    For Workgroup A, please use the performance management app to complete the self assessment and evaluation. The app will be open on July 1.

    Q: What if I don't have access to a computer?

    Work with your manager to discuss alternative ways to complete your performance review.

    Q: What if I have additional questions specific to my school or unit?

    Talk with your manager or contact your HR consultant.

    Q: How can I have an effective and productive performance conversation?

    1. Start by reviewing the self-assessment:
      • Have the employee review how the year went from their perspective.
      • What went well during the year?
      • What new roles did people take on? Will they continue?
      • What were the challenges?
      • How can the manager provide support?
    2. Discuss how things changed and how the employee adapted:
      • Revisit projects, deadlines and priorities
        • How did work change during COVID?
        • How did goals and priorities change?
      • Reassess priorities, success metrics, and quality level - given limited business operations and resources
    3. Communicate with respect and care
      • Listen for understanding
      • Ask for feedback and provide feedback: focus on the behavior, not the person
      • Ask open ended questions to further understanding and dialogue
      • Keep in mind the intangibles: emotional, cognitive and physical fatigue
      • Plan for follow up & schedule regular check-ins
    4. Focus Forward: Goals and Development
      • Define performance goals: consider disruptions as a potential for new opportunities
      • Capture how can strengths and talents be used in new ways
      • Utilize optional Individual Development Plan (IDP) — a tool to encourage ongoing professional development
      • For schools and units already using an IDP, continue using your form
      • Take advantage of Organizational Learning & Development's resources to assist you. Check out to find L&D resources in our Learning Center, including programs, tools, and just in time learning.

    FAQs: Completing an Evaluation in the Online App

    Q: What is the difference between "Save," "Submit," and "Sign" on the evaluation app?

    Pressing the “Save” button allows you to return to the evaluation and continue working on it later. You should save your work frequently to ensure it’s stored in the app.

    Pressing “Submit” locks your evaluation to changes and sends it to another person for review. Submitting your self-evaluation allows your manager to view your ratings and comments; if you’re a manager, submitting an evaluation of an employee allows the employee to view your comments and ratings.

    There is a new tool in the app that allows you to monitor your progress.

    Q: Can I make changes to my evaluation after I submit it?

    Once a self-evaluation is submitted, an employee can no longer make edits to the self-evaluation. Once a manager's evaluation is submitted, the manager can no longer make edits to the evaluation.

    Q: I'm a manager. Why can't I submit my evaluation of one of my employees?

    The manager's evaluation can only be submitted after an employee submits their self-evaluation. On the Manager Dashboard, the "Employee Submitted?" column indicates if an employee has submitted their self-evaluation.

    Q: I'm a manager. How do I reassign one of my employees to another supervisor?

    The first method is to reassign the supervisor in Oracle. This is the preferred option, as it ensures continuity across systems. After the data change ACT document is completed, allow 24 hours for the change to be reflected in the electronic evaluation app.

    The second option is to use the "Assign Supervisor" function in the electronic form. The manager must be assigned as the Oracle supervisor for both the new supervisor and the employee to be reassigned under the new supervisor. This change only affects the electronic evaluation and does not impact other systems. When reassigning a supervisor, the new supervisor is entirely responsible for the evaluation.

    Q: How do I add goals to my evaluation?

    To add goals, open the "My Goals" tab in the app. Any goals entered will be automatically populated on your self-evaluation. After submitting your self-evaluation, goals become locked for edits.

    Goals are optional for Individual Contributors and Emerging Leaders, and required for Functional Managers, Functional Directors, and Organizational Leaders.

    Q: What do the fields "Goal," "Goal Description" and "Goal Type" mean?

    Use the "Goal" field to enter your goal. "Goal Description" is an optional field to add additional information you may wish to capture about that goal, such as steps to achieve, assistance or resources that may be needed, or any general comments.

    There are two goal types as a part of UAB's performance management process: development goals and performance goals. Development goals are activities that will add to the employee’s ability to perform their job more effectively and/or prepare them for additional responsibilities. Development goals relate to training, learning, skill building, or other aspects of professional or career development. Performance goals relate to productivity, accountability, assignments, or other aspects of work performance.

    Q: Are goals evaluated?

    Goals are evaluated as part of the past year's performance. Use the fields under "achieving results" and "building relationships" to discuss progress against goals.

    Q: What is the FY2021 Formal Evaluation Period?

    The Formal Evaluation Period is July 1-September 30.

    Q: What are the deadlines for completing a self-evaluation or manager evaluation?

    The electronic evaluation must be fully completed and signed by the manager and employee by September 30. Some departments may set internal timelines for completing these steps; however, there is no university-wide requirement for individual actions such as completing the self-evaluation, completing the manager evaluation, or having the performance conversation.

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