Employees and managers play an active role in annual and ongoing performance conversations. Typically, your manager will schedule your annual performance conversation and year-end review, and you will mutually agree on regular, timely check-ins throughout the year.
If you are new to UBC or have recently come under a new manager, don’t hesitate to ask your manager about the process around probation, performance planning and the annual review process.
Performance conversation cycle
Performance conversations contain the following activities:
- 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.
- Strengths-based. Look for the best in others as well as yourself.
- A coach approach. Be curious and listen actively.
- Shared learning. Recognize there is an opportunity for everyone to learn something new.
Phase 1: Prepare for the performance conversation
Enhance your performance conversation by working through the following preparation questions:
- What would make this a meaningful conversation for you?
- What feedback or insights are you hoping to obtain?
- Are you meeting in person or virtually? How can you optimize the meeting space?
- How are you doing? What would you like to share with your manager? (Wellbeing, remote work, etc.)
- Consider your role. What aspects of your performance and work do you hope to discuss?
- What are you most proud of in terms of your technical and interpersonal achievements?
- What challenges have you been facing, and how are you managing?
- What progress are you making toward your goals?
- How do you feel about your collaboration with others?
- What resources do you need to be more effective in your role?
Phase 2: Have the performance conversation
The Connect, Open, Explore and Close (COEC) conversation model supports effective learning conversations of all kinds. The approach provides employees and managers with a structure, questions and prompts and can be easily applied to your annual and ongoing performance and development conversations.
Phase 3: Learning and reflection for self-development
Enhance your next performance conversation by working through the following reflection statements:
- What I most appreciated about the performance conversation was…
- What I learned about myself, my manager and/or my work was...
- The aspects of the conversation that were challenging involved…
- My learning edge is…
- If I were to do it differently next time, I would…
If you have questions or concerns about the performance review process, please ask your manager, or if you need additional support, contact your HR Advisor.
If you are a manager, visit the Staff performance conversations page for relevant information.