Performance Management Supervisor Resources

Performance Check-In Resources

A meaningful performance check-in conversation should be honest and foster a dialogue between the supervisor and employee. The supervisor should approach the conversation as a partnership to discuss strengths, challenges, opportunities, and areas for future growth.

Performance check-in conversations can be implemented into existing one-on-one meetings with each direct report.

A successful conversation will:

• Revisit goals and adjust them as needed to support evolving priorities
• Recognize contributions to student success, teaching, research, service, and operational excellence
• Identify any challenges or barriers, especially those impacting service to students and the WVU community
• Explore opportunities for growth and professional development
• Reinforce a shared commitment to the University’s mission and values

Before You Meet

As you prepare for the conversation, consider both performance and impact within the broader WVU community:

• What goals or priorities did we establish earlier this year, and how do they connect to our team and the University’s strategic priorities?
• How has this employee contributed to student success, academic excellence, research, or service to West Virginia and/or WVU?
• What accomplishments or positive impacts have I observed?
• Where is the employee demonstrating WVU values such as collaboration, integrity, and service?
• What challenges might they be experiencing?
• What feedback have I heard from faculty, staff, students, or campus/community partners?
• How can I better support this employee in their role and development?
• Do they have a clear understanding of expectations and priorities?

Suggested Conversation Starters

Use these questions as a guide to create a natural and meaningful discussion.

Progress and Priorities

• Let’s talk about how things have been going since our last check-in. What progress have you made toward your goals?
• How are your current priorities aligning with our unit’s goals and the University’s broader mission?

Strengths and Contributions

• What accomplishments are you most proud of so far this year?
• I’ve seen strong contributions in ____. How has that experience been for you?
• In what ways do you feel your work is supporting students, faculty, staff, and the WVU community?

Challenges and Support

• What challenges have come up for you this year?
• Are there any barriers affecting your ability to do your work or serve others effectively?
• What support would help you be more successful?

Development and Growth

• What skills or experiences would you like to continue building?
• Are there any other opportunities at WVU that you’d be interested in?
• How can we support your longer-term career goals here at WVU?

Open Feedback

• What feedback have you received from others, including students or colleagues?
• Is there anything I can do differently to better support you?

Documenting the Conversation

After the check-in conversation, document the discussion in the Blue system using a brief memo-style format. This should include:

• Key accomplishments and contributions (especially those supporting WVU’s mission)
• Areas of strength and demonstrated values
• Challenges or areas for growth
• Any updates to goals or priorities
• Support, development opportunities, or resources identified

Supervisors will also document a mid-year performance trending rating. The trending rating represents a reflection of the employee’s progress at the point of the check-in and is not a final performance decision for the entire review period. This rating may change at the time of the annual performance review and is only meant to support ongoing performance discussions and development.

Rating options include:

• Substantially Exceeds Requirements: Performance is far above the defined job expectations. Results are consistently excellent. The employee consistently does outstanding work, regularly going far beyond what is expected of employees in this job. Skill level and key behaviors are exemplary. This rating is reserved for those few distinguished performers and requires written justification.
• Exceeds Requirements: Performance meets the defined job expectations and frequently exceeds job expectations. Results are consistently above average. The employee consistently does good work, regularly going beyond what is expected of employees in this job. The employee is generally doing a very good job. Skill level and key behaviors are above average. This rating is reserved for the exceptional performer and requires written justification.
• Valuable Performer: Performance meets the defined job expectations. The employee is doing the job at the level expected for employees in this position and is doing a good job. Skill level is competent. Key behaviors are acceptable. The good performance is due to the employee's own effort and skills. This rating will be used for most employees.
• Development Needed: Performance does not fully meet job expectations. Performance is below average. Skill level indicates need for improvement. Key behaviors are less than acceptable. It requires a written action plan for improvement with specific goals and time frames. This rating can also be used for a new employee who is still within his/her probationary period and is still learning certain aspects of the job.

After the supervisor submits the form in Blue, the employee will receive an email within 24-48 hours to sign and acknowledge their check-in documentation. Employees will also have the ability to leave comments on their check-in form, which will then be provided to their supervisor.

Employees should sign and complete this step within 10 business days after receiving the email. After 10 business days, the check-in will be considered final, with or without a signature.

Jointly, the check-in conversation and trending rating will allow supervisors and employees to discuss what is working well, areas that need additional attention, and goals for the remaining half of the performance cycle.

Strategic HR Partner Drop-In Office Hours

Our Strategic HR Partners (SHRPs) are available to assist you at any time, including during drop-in office hours from Monday, Aug. 3, to Friday, Aug. 21. You may meet with your unit's assigned SHRP or any SHRP available during the time that works best for you.