Performance & Conduct Feedback

The first step in supporting employee growth is a private, collaborative discussion between the supervisor and employee:

1. Identifying Growth Opportunities:
   • Supervisor discusses areas for performance enhancement.
   • Explains potential positive impacts on team and organization.
   • Outlines clear expectations for improvement.
2. Employee Perspective:
   • Employee shares thoughts on the situation and any contributing factors.
3. Resource Identification:
   • Explore supportive resources together, such as:
     • Mentoring or coaching
     • Skills training
     • Strategies for workplace dynamics
     • Voluntary Employee Assistance Program access
4. Development Plan:
   • Create an action plan with clear, achievable objectives and timelines.
5. Documentation:
   • Supervisor makes a brief, constructive note for their own file focusing on agreed-upon goals and strategies.

The aim is to foster an environment of continuous improvement and professional development. Remember, the approach can be tailored to best suit individual circumstances.

If progress is limited after the initial conversation, consider arranging a follow-up meeting:

1. Review of Growth Areas:
   • Discuss previously identified improvement areas.
   • Explore how the needed enhancements benefit the team and organization.
   • Revisit and refine performance expectations.
2. Employee Insights:
   • Employee shares perspective on progress and ongoing challenges.
   • Discuss any new factors influencing performance.
3. Resource Evaluation and Adjustment:
   • Assess effectiveness of current support measures.
   • Identify additional or alternative resources for better support.
   • Update the action plan for utilizing these resources.

After the discussion, consider preparing a document summarizing the main points of the discussion:

1. Supervisor's assessment of the situation and its impact on the team/organization
2. Employee's perspective and response to the feedback
3. Mutually agreed-upon action steps and future expectations

If a summary document is created, provide a copy to the employee and keep a copy in the supervisor’s file for reference in ongoing support.

This approach emphasizes continuous improvement, collaborative problem-solving, and sustained support for the employee's professional growth, while allowing for flexibility based on individual and organizational needs.

Template: Counseling memorandum on behavior and Counseling memorandum on performance

A notice of improvement needed/ unsatisfactory performance may be issued in lieu of a counseling memo. The form contains:

• A section in which the problem is identified (including the impact of the problem on the business unit).
  
• A section for a performance improvement plan.
  

The performance improvement plan should include:

• A review of performance expectations.
  
• An action plan to address factors impacting the employee’s performance.
  
• The plan for follow up monitoring of performance.
  

The performance improvement period will vary depending upon the performance problem but should allow adequate time for the employee to demonstrate improvement.

The form is retained in the supervisor’s file. It does not become a part of the employee’s personnel file unless it is used to support an overall rating of “Unacceptable Performance” on the annual performance evaluation or unless it is used to support a written notice.

Template: Notice of Improvement Needed/ Unsatisfactory Performance (Form P142)

It is best to contact a Human Resources representative or Employee Relations before issuing any written notice.

Important information:

• A written notice may be issued for disciplinary concerns that cannot be resolved through informal means. 
  
• A written notice can only be issued to university and classified staff employees who have completed their 12-month probationary period.
  
• An official due process letter must be issued before a written notice is provided, and a due process meeting will need to be held. Consult with your college or department’s HR representative or Employee Relations for assistance. 
  

Overview:

• The Commonwealth of Virginia Policy 1.60: Standards of Conduct groups conduct and performance offenses according to severity. Group I offenses are least serious; Group III offenses are most serious and usually warrant termination of employment. 
  
• Written notices have an active life which varies according to the level of the offense. Employees may be suspended for offenses categorized as Group II or Group III offenses. Refer to Attachment A: Examples of Offenses Grouped by Level of Policy 1.60: Standards of Conduct or contact Employee Relations for additional information.
  
• Written notices are retained in the employee’s personnel file with all supporting documentation including previously issued counseling memos and/or P142s. Departments are responsible for submitting all documentation online to the HR Service Center.
  
• Written notices may be used to support an overall rating of “Unacceptable Performance” on the annual performance evaluation.
  

Template: Written Notice, Due Process Letter (After Investigation) & Due Process Letter (Without Investigation)

The first step in supporting employee growth is a private, collaborative discussion between the supervisor and employee:

1. Identifying Growth Opportunities:
   • Supervisor discusses areas for performance enhancement.
   • Explains potential positive impacts on team and organization.
   • Outlines clear expectations for improvement.
2. Employee Perspective:
   • Employee shares thoughts on the situation and any contributing factors.
3. Resource Identification:
   • Explore supportive resources together, such as:
     • Mentoring or coaching
     • Skills training
     • Strategies for workplace dynamics
     • Voluntary Employee Assistance Program access
4. Development Plan:
   • Create an action plan with clear, achievable objectives and timelines.
5. Documentation:
   • Supervisor makes a brief, constructive note for their own file focusing on agreed-upon goals and strategies.

The aim is to foster an environment of continuous improvement and professional development. Remember, the approach can be tailored to best suit individual circumstances.

If progress is limited after the initial conversation, consider arranging a follow-up meeting:

1. Review of Growth Areas:
   • Discuss previously identified improvement areas.
   • Explore how the needed enhancements benefit the team and organization.
   • Revisit and refine performance expectations.
2. Employee Insights:
   • Employee shares perspective on progress and ongoing challenges.
   • Discuss any new factors influencing performance.
3. Resource Evaluation and Adjustment:
   • Assess effectiveness of current support measures.
   • Identify additional or alternative resources for better support.
   • Update the action plan for utilizing these resources.

After the discussion, consider preparing a document summarizing the main points of the discussion:

1. Supervisor's assessment of the situation and its impact on the team/organization
2. Employee's perspective and response to the feedback
3. Mutually agreed-upon action steps and future expectations

If a summary document is created, provide a copy to the employee and keep a copy in the supervisor’s file for reference in ongoing support.

This approach emphasizes continuous improvement, collaborative problem-solving, and sustained support for the employee's professional growth, while allowing for flexibility based on individual and organizational needs.

Template: Counseling memorandum on behavior and Counseling memorandum on performance

For information about the steps involved in discipline for A/P Faculty, contact your college or department’s HR representative or Employee Relations.

For information about the steps involved in discipline for A/P Faculty, contact your college or department’s HR representative or Employee Relations.