Support and Q&A about Performance at IU
By IU Human Resources
February 24, 2023
As shared in January, on behalf of Indiana University, IU Human Resources is phasing in a new, uniform performance management process for appointed staff employees over the next three years called Performance at IU: A culture of conversations.
The IU Human Resources Talent and Organization Development team — experts in engagement and growth driving the program — would like to remind participants about upcoming March 31 deadlines, share news of additional support, and answer a few of the most frequently asked questions about the program.
March 31 deadline reminders
Staff should expect a two-way “expectation conversation” with their leader (manager or supervisor) by March 31. One way to prepare is to review the expectation conversation guide available on the program website.
After the conversation, staff can then “attest” that they had the conversation at One.IU (search for “performance management”) or wait for an email prompting them to attest later in March. The attestation task will be available beginning March 1.
Leaders (managers or supervisors) should hold meetings by March 31 with their appointed staff employees. At the meeting, leaders will guide a two-way conversation about that staff member’s role and the expectations they have of them. A conversation guide is available on the program website; it also includes a form leaders can use to record the results of the conversation.
New “office hours” to support staff and leaders
More than 1,800 staff and leaders registered for the recent specific education sessions.
“For lots of us at IU, these are new muscles we’re building,” said Tiffany Lemons, senior organization development consultant. “We’re creating a structure where staff can expect to have recurring two-way conversations with their leaders, which benefits us all. We were pleased to engage with so many staff and leaders about the importance of the program and talk through how it can work for them.”
For those who missed the live sessions, a pre-recorded session is available on the program web page for staff and leaders to help them understand the program and how expectation conversations work.
The team leading the program is also hosting “office hours” in March where participating staff and leaders can drop in to ask for guidance and support, have questions answered (or listen to others’ questions), and get ideas on how to make the most of the expectation conversations. Visit the Training and Support web page to view upcoming office hours.
“With so many unique roles here at IU, we know that our conversations about expectations may all look different, and that’s OK,” Lemons said. “We’re here to help you build the muscles you need to create and participate in a culture of conversations.”
Participating staff and leaders will continue to receive timely emails to help them keep on track with deadlines and direct them to related tools and support.
Some top questions participants are asking
IU Today asked the IU Human Resources Talent and Organization Development team to answer the top five questions they’re receiving. A frequently updated FAQ and question submission form is available on the program website.
Question: Why introduce this program now?
Answer: Results from the 2022 My Voice at IU Staff Engagement Survey showed that IU can do better in collectively setting expectations with staff and providing related feedback.
Using four guided conversations, we can grow a culture where continuous discussions about growth and development occur between staff and leaders. The first conversation we need to learn how to participate in ensures we’re on the same page about expectations. When we understand our expectations, we can more confidently deliver on those expectations, succeed and thrive at IU. It’s a relatively simple concept and widely considered the foundation of being engaged and successful at work — it’s even the first question in the My Voice at IU Staff Engagement Survey.
Q: What does a “culture of conversations” mean?
A: The structured conversations between staff and leaders are the tools that will help us achieve our larger goal: creating an organizational culture where two-way conversations between staff and their leaders are the norm. More frequent touch-bases between leaders and staff help keep everybody moving in the same direction and provide opportunities to discuss growth, development, and what our staff needs to be successful and happy at IU.
Q: What is the attestation, and how does that work?
A: Essentially, the attestation is a quick digital sign-off acknowledging that you had (or didn’t have) a conversation about the expectations of your role with your leader. It asks if you had the conversation, who held it with you and if it helped you understand what’s expected of you.
The attestation is a three-question Fireform available on One.IU (search for “Performance Management”) or via an email from IU Human Resources. It will be available from March 1 to April 15, and you’ll receive email reminders to complete the attestation until you do so.
If you still haven’t had a conversation by March 31, you’ll be asked to complete the attestation sharing that the conversation didn’t happen.
Q: What if I don’t complete an expectation conversation or my attestation?
A: This process is not punitive. For us to succeed at IU, we require accountability of ourselves and our leaders. Rather than punish, we want to encourage the development of essential skills like two-way conversations about our goals, barriers to success, and opportunities for growth and development. The attestation allows us to benchmark IU’s growth in this area.
Q: Is this program tied to pay?
A: The Performance at IU program is not tied to pay. Some units at IU have pre-existing methods of pay for performance. Your leader or HR professional may have additional guidance specific to your unit.
Participating staff and leaders are encouraged to learn more about the new program at the IUHR website and check out the FAQ for answers to frequently asked questions.