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Performance Management Toolkit



Managing Performance is an ongoing process which is about ensuring that an individual’s performance contributes to the aims and objectives of the team, department, Faculty/Professional Services area and overall to the University’s goals.

Performance Management

Managing performance includes a range of processes and activities that clarifies the expectations we all have when we work together on a daily basis, making all of us accountable for achieving specific objectives and targets. It is a continuous process that relates to everyone by ensuring appropriate action is taken to recognise, support and address performance.

Effective performance should be underpinned by our Core Values of Integrity, Connected, Ambition, Respect and Excellence (ICARE).


Helps to make sure that everyone is clear about how they contribute to the strategic goals of the University.


Provides clear guidance on what is expected within our role for that year.


Offers information, support and opportunities to help staff continue to develop and grow professionally and personally.

  • Why Manage Performance

    • Empowered staff have a greater understanding of the contribution they make, their skills and how they can use them to best effect.
    • Facilitates meaningful, on-going conversations between managers or supervisors and staff about performance, professional development and career aspirations.
    • Shared ownership for performance discussions between staff and managers.
    • Enable higher levels of individual and team performance through a work environment where all staff confidently give and receive feedback to their peers and managers.
    • Facilitates enhanced teamwork, as managers have a deeper understanding of their teams’ capabilities and motivations and are better able to assign the appropriate people to projects.

  • The Process

    The process of managing performance ensures:

    • That there is a clearly comprehensible and well-communicated link between the achievement of the University strategy, Faculty / Professional Service strategy and plans, and individual objectives.
    • Individuals understand the essential job functions they are expected to carry out, how the job contributes to the aims and the department, and what ‘good performance’ looks like.
    • An alignment between the skills required to achieve the objectives and the skills an individual possesses (and providing support where a gap is identified).
    • Individuals are kept motivated, with regular and timely feedback and discussions on performance and progress.
    • That staff have the appropriate opportunities, resources, support, drive and capability to achieve their objectives. This includes identifying any barriers to performance and overcoming them.

  • Planning for Performance - Probation

    Click here for advice and guidance on probation.

  • Additional Resources