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non-represented UCI employees.

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Please watch and listen
carefully

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to learn more about how to have
an effective check-in discussion

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as part of ACHIEVE

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the new staff performance
program implemented in
July 2017.

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Research shows that when

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employees and managers
communicate more regularly
and honestly

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about performance progress

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changing priorities

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and developmental opportunities

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employee engagement increases

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employee retention rises

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and organizational performance
improves

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The performance check-in
discussion provides

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the opportunity for this
important communication
to occur.

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To ensure a successful check-in
discussion,

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employees and managers should
prepare and plan.

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To prepare, the employee will
consider their own performance

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accomplishments since the
last discussion

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consider information and
resources they may need
to be successful,

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identify anything that might
increase job satisfaction
and success

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and complete their self
check-in form

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The manager then prepares
for the discussion

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by going through a very
similar process.

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He or she reviews the employee's
performance,

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considers resources that could
be helpful to the employee,

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identifies ways to increase
job satisfaction and success

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and completes the employee's
check-in.-

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The manager may submit the
employee's check-in

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before or after they meet for
the check-in discussion.

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If the manager submits the
check-in before the discussion,

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the employee can view the
manager's feedback

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prior to the check-in discussion

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If the manager submits the
check-in after the discussion,

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the employee and manager review

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the manager's feedback during
the discussion

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Either way,

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once the manager submits
the check-in,

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both the employee and manager
can view and print the document

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Next, the employee and manager
plan for the check-in
discussion.

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It is recommended that the
discussion take place

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during one of the regularly
scheduled one-on-one meetings

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between the employee and manager

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however, it can be scheduled as
a separate meeting.

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The discussion should be
shorter and more informal

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than a traditional annual
performance evaluation meeting.

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The discussion should be
positive and constructive.

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After all, the purpose of an
effective check-in

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is the opportunity for
communication, growth
and success.

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The format of the check-in
discussion

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should be tailored to fit the
needs of the participants.

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For example,

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the employee and manager may
decide to review each
goal and discussion question

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identifying and resolving
variances as they go

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Or, they may decide to spend their
time on the most critical goals
or areas of concern.

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Whatever format is selected,

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the outcome of the discussion
should be the same

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clarification of objectives,

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identification of roadblocks,

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and planning for the next
check-in period

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using current check-in
performance

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to adjust, revise and
recalibrate.

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While the check-in discussion
addresses performance

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and opportunities for
professional development

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it should not serve as the
official performance
improvement plan

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or training and development plan

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Managers should contact their

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department HR representative
regarding either of these.

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There may be topics that do not
seem to fit into either section

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There may be topics that do not
seem to fit into either section
of the check-in form.

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of the check-in form.

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For example, where would
"customer service" be
addressed?

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Remember, the purpose of
the check-in

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is constructive,

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honest, two-way communication.

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Regardless of where the
issue is addressed,

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the point is that it is
addressed.

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The check-in form is
designed to be flexible.

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Customer service can either be
added as a goal

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or it can be discussed in one
of the discussion questions.

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For example,

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the manager may address it
in their feedback to Question 2

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How have you performed
as an enterprise contributor

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and demonstrated innovation
during this check-in period?

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Responding to e-mails and phone
calls with accurate information

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and in a timely manner allows
others to complete their work.

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By addressing customer service
concerns,

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the manager is coaching the
employee

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on how to become a better
enterprise contributor.

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Performance check-in discussions
between employees and managers

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allow for mentoring, coaching
and professional development

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and lead to recognition,
advancement, growth and
achievement

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All things that will drive UCI
performance to even greater
heights.

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To learn more about ACHIEVE,

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please visit
hr.uci.edu/partnership
/performance