The UAB Philosophy

Performance Management at UAB embraces a continuous improvement approach designed to drive higher performance levels each year and serve as a living demonstration of UAB's Shared Values. We support excellence through goal setting and two-way feedback to strengthen workplace relationships, support growth and development, and foster an engaging, empowering, and aspirational work environment.

UAB’s Process: Connection is Key


Regular conversations with managers are critical to performance and engagement. Each meeting is an opportunity to assess progress toward goals, address challenges and barriers, and be intentional about sharing information.


Quarterly check-in conversations provide dedicated time for Managers to engage with staff to assess goal achievement, provide feedback, and offer coaching for better performance. This is also time to assess Operational and institutional daily workflow issues and barriers, so managers are informed about the work being done and have the opportunity to provide encouragement and guidance in times of changing or competing priorities. The Check-In is a two-way dialogue opportunity to request support, seek and give feedback, or reprioritize important work.

To learn more about check-in conversations, click here.



The Performance Evaluation conversation differs from Check-In conversations in that the Evaluation conversation concludes with a performance rating descriptor. These conversations are reserved for the final quarter of a performance year. Managers will use one of the following overall descriptors for overall performance level: Does Not Meet Expectations, Meets Some but Not All Expectations, Meets Expectations, Meets All, Exceeds Some Expectations, or Consistently Exceeds Expectations.

Before meeting for the Evaluation conversation, we ask you to submit a self-assessment of your performance. The manager then reviews your self-assessment as preparation for the Performance Evaluation conversation. By the end of the evaluation conversation staff will clearly understand how their performance was assessed. No one should be surprised by the rating descriptor used by the manager, as it should align with the nature of the three previous check-in conversations.

To learn more about staff-focused Annual Performance Evaluation conversations, tools and resources, click here.


For more information, visit the Performance Management FAQs page.