Performance Management
Performance management at Colby College is a strategic and collaborative process that supports the growth and success of our employees while advancing the College’s mission. By aligning individual goals with departmental and institutional priorities, performance management fosters a culture of accountability, continuous feedback, and professional development. This year-round approach encourages open communication, recognizes achievement, and provides clear pathways for improvement—ensuring every employee has the opportunity to contribute meaningfully to Colby’s excellence. Through effective performance management, we strengthen our workforce, enhance engagement, and drive long-term institutional success.
Staff Performance Review Form
To make the performance review process simpler and more consistent at Colby, we’ve updated and combined our older appraisal forms into two easy-to-use options: The Staff Performance Review – with Key Performance Areas and Form and the Staff Narrative Review Form. These forms replace the separate documents we used in the past for hourly staff, administrative staff, probationary reviews, and self-evaluations.
Both forms are flexible and can be used for annual reviews, 6-month probationary appraisals, and optional self-assessment. By offering two choices, we hope to make the process clearer and easier for everyone, while helping supervisors and employees have more meaningful conversations about performance.
Below Expectations:
Needs significant development in many areas to fully meet expectations. Requires closer supervision, special urging, and reminding to accomplish assignments. A performance improvement plan should be developed for any categories that receive this rating.
Partially Achieves Expectations:
Meets many of the essential position requirements but needs further development to fully meet expectations. Performance can be improved with increased experience, training, or cooperative effort between the individual and supervisor.
Fully Achieves Expectations:
Completely achieves high expectations and may exceed them at times. Perceived by peers, supervisors, students, and customers as effective, collaborative, skilled, and reliable.
Exceeds Expectations:
Consistently exceeds high expectations in all elements listed. Performs far beyond the requirements of their job with little or no supervision, viewed as a role model.
Processes
1. Set Clear Expectations
Establish clear, measurable, role-specific goals at the beginning of the review cycle.
Align individual goals with the broader objectives of the department and the College.
Explain how performance will be assessed throughout the year and during the formal review.
Ensure both the manager and employee have a shared understanding of expectations, timelines, and priorities.
2. Foster Continuous Dialogue and Feedback
Maintain regular check-ins to discuss progress and provide timely, constructive feedback.
Acknowledge successes and address any performance concerns as they arise.
Keep track of accomplishments, growth opportunities, and challenges throughout the year.
Encourage a culture of open, honest communication by creating a psychologically safe environment.
3. Encourage Ongoing Development
Work with employees to identify areas for skill development and provide resources or opportunities to support growth.
Encourage the use of development plans, trainings, and cross-functional experiences.
Use ongoing conversations to better understand each employee’s long-term career goals.
Offer coaching and mentoring to help employees build confidence and expand their capabilities.
4. Prepare and Reflect Through Formal Review
Invite employees to complete a self-evaluation using Colby’s standard performance review form.
Employees should select “Self” under the “Type of Review” section when completing the form.
When preparing your evaluation, reflect on the employee’s self-assessment, goal achievement, and documented feedback.
Include specific examples that speak to strengths, areas for development, and overall contributions.
Use this opportunity to incorporate new goals for the year ahead and begin planning for the next review cycle.
5. Engage in a Two-Way Performance Review Conversation
Set aside dedicated time for a private, focused meeting.
Use the meeting to walk through the review together, share reflections, and recognize contributions.
Invite the employee to share their thoughts, ask questions, and suggest adjustments to development goals.
Ensure the conversation is collaborative—this is a shared moment for reflection and planning, not just delivery of results.
6. Finalize and Submit the Review
Make sure all required signatures are collected, including the employee, supervisor, and department head or vice president if needed.
Submit the completed performance review form to HR for placement in the employee’s personnel file.
Keep in mind any deadlines tied to merit increases or annual planning.
If necessary, schedule a follow-up meeting to confirm next steps or development goals.
Contact your HR Business Partner with any questions or for additional guidance.
Step 1: Review Materials
Managers should start by reviewing the employee’s job description, along with any notes, feedback, or documentation collected during the review period. Think about key accomplishments, challenges, or important events that could help provide a full and thoughtful view of the employee’s performance.
Step 2: Choose a Review Form
Colby now uses two updated performance review forms: The Staff Performance Review – with Key Performance Areas and Form and the Staff Narrative Review Form. These forms replace the old practice of using different templates based on employee type (hourly or administrative).
Supervisors should choose the form that best fits their review. However, for consistency, it’s strongly recommended that the same form be used as in prior years, when possible.
Both forms can be downloaded from the Colby Human Resources, Performance Management webpage.
Step 3: Self-Assessment
Employees should complete a self-assessment using the same form the supervisor plans to use for the review. At the top of the form, employees should check the “Self” box in the “Type of Review” section.
The self-evaluation gives employees a chance to share their perspective on their contributions, successes, and challenges. It will also help managers prepare a more complete final review.
Note: After the final review is complete, employees may add comments to the final document but should not revise their original self-assessment.
Step 4: Completing the Staff Performance Review
Managers should use the employee’s self-assessment, job description, and any other relevant notes to complete the performance review.
The review is a chance to:
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Highlight achievements and successes
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Provide constructive feedback
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Address any ongoing performance concerns
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Set clear goals for the next review period
Step 5: Meeting with the Employee
Managers should schedule a one-on-one meeting to deliver the review and have an open, two-way conversation. The meeting should take place in a private setting with enough time to have a meaningful and uninterrupted discussion.
Key parts of the meeting:
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Share feedback and invite the employee’s perspective
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Discuss any challenges and possible solutions
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Set goals and expectations for the next review cycle together
Step 6: After the Review / Final Steps
After the meeting:
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Confirm all sections of the review are completed and all required signatures are added
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Make sure the employee had the chance to add any final comments
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Submit the completed review as directed by Human Resources
Completed review forms should be emailed to the appropriate HR Business Partner:
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Jeremiah Roper – [email protected]
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Jessica Wilbur – [email protected]
Resources
SMART goals provide clarity, direction, and accountability. They are designed to support individual success while aligning with departmental and institutional objectives.
S – Specific
Goals should be well-defined and focused on a clear outcome.
Consider:
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What is the goal?
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Why is it important?
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Who is involved?
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Where will it take place?
M – Measurable
Goals should include criteria to measure progress and success.
Consider:
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How will I know when it is accomplished?
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What metrics or milestones will I track?
A – Achievable
Goals should be realistic and attainable, while still challenging.
Consider:
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Is this goal reasonable given available resources and constraints?
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What skills or support are needed?
R – Relevant
Goals should align with broader objectives, such as department priorities or personal development needs.
Consider:
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Does this goal align with my team’s or institution’s strategic priorities?
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Will this goal make a meaningful impact?
T – Time-Bound
Goals should have a defined timeline with start and end points.
Human Resources’ Learning and Talent Development team created this learning path to provide practical guidance on performance management, with an emphasis on coaching, delivering feedback, and supporting employee growth. The training is designed to help supervisors strengthen working relationships, set clear expectations, and lead more effective performance conversations throughout the year. It is recommended for all managers and supervisors as part of Colby’s ongoing commitment to a culture of development and accountability.
The COIN feedback model is a structured approach for delivering feedback that emphasizes clarity, respect, and actionable suggestions. It structures the process in a way that is both effective and respectful. Since feedback can be both positive and constructive, this model focuses on growth and improvement rather than criticism.
- Context. Establish a connection by setting the context for the feedback. Explain the situation/event where the behavior or action occurred, including when, where, and with whom, to provide clarity and relevance.
- Observation. Describe what specifically was observed without interpretation or judgment. Stick to the facts.
- Impact. Examine the effect of the observed behavior or action. Discuss their contribution to the situation and how it impacts them, others, and/or the project.
- Next Steps. Explore options, make suggestions, and/or come to an agreement moving forward.
Delivering feedback is most effective when it is clear, constructive, and actionable. Feedback moments can occur in various settings, such as in formal ways like the performance appraisal to one-on-one and and team meetings. Here are some tips in support of using the COIN model.
Open Discussion:
- Create a comfortable, open environment by clarify your intent and readiness to provide meaningful feedback.
- Invite and listen to the employee’s perspective and experience.
- Use empathetic, descriptive language with examples.
- Refer to “weaknesses” as “development areas.”
- Encourage with balanced and supportive phrases. Avoid words like “always,” “never,” “careless,” or “incompetent.”
Evidence-Based Discussion:
- Cite specific examples and patterns so the recipient understands exactly what is being recognized or needs to change.
- Highlight strengths and their positive impact.
- Discuss the consequences of unmet performance standards.
- Avoid making comparisons between employees.
Forward-Looking Discussion:
- Offer actionable next steps.
- Motivate behavior change by showing positive outcomes.
- Align personality strengths with performance goals.
- Avoid apologizing after giving constructive feedback.
Remember:
- Be Timely: Feedback is best remembered when it is shared as close to the situation/event as possible.
- Feedback is a two-way conversation: Encouraging dialogue builds shared understanding.
- Practice regularly: Incorporating feedback through your everyday interactions creates consistency and trust. It helps to set expectations and creates a readiness to receive it.
- Balance positive and constructive feedback. Providing both positive and constructive feedback helps people know what they are doing well and what needs to change. Providing both promotes growth and development, and reduces resistance (in the future) when needing to deliver more challenging feedback.
Always approach feedback with honesty, empathy, and respect. Respond appropriately to common employee reactions:
- Anger: Stay calm, acknowledge emotions, and allow venting.
- Denial: Repeat messages clearly, allow time for processing.
- Shock: Provide silence, ask open-ended questions, and suggest next steps.
Evaluate performance issues by identifying root causes across these four areas:
- Motivation: Is the employee engaged, challenged, and valued?
- Environment: Are internal processes clear and efficient?
- Knowledge: Does the employee understand their role, resources, and priorities?
- Skill: Has the employee been trained and developed for the required tasks?
Use strong, descriptive action verbs to reflect impact and performance. Examples include:
Collaborated, Initiated, Led, Improved, Optimized, Trained, Resolved, Streamlined, Influenced, Guided