Performance Evaluations - University Staff
Evaluation Cycle Timelines
July 1 - June 30
Performance evaluation period.
August 30, 2025
Goal planning and supervisor approval for the 2025-2026 performance evaluation cycle is due in Cornerstone.
January 2026
Connected conversations (mid-year check ins) are to take place.
August 15, 2026
Employee self-review of annual performance evaluation is due.
September 1, 2026
Supervisor sign-off of annual performance evaluation is due.
Evaluation Rating Scale
The following 2 point rating scale is used to assess both overall performance and individual job competency performance at the end of the evaluation cycle.
1. Needing Support
Inconsistently demonstrates respectful, collaborative, ethical, responsible, and inclusive behavior and/or departmental values.
Results of Job Responsibilities, Skills, and Goals:
• Low proficiency in core job knowledge and required competencies.
• Work product does not meet quality standards for team and/or may be late.
• Progress on skill development is lacking or not occurring.
• Goals have not been met or little to no progress has been made.
2. Performing
Consistently demonstrates respectful, collaborative, ethical, responsible, and inclusive behavior and/or departmental values.
Results of Job Responsibilities, Skills, and Goals:
• Exhibits proficiency in core job knowledge and required competencies.
• Work product is of quality and produced on time.
• Skills have been identified and progress has been made in their development.
• Goals have been met or made progress towards achieving.
CU Job Competencies
To capture a more comprehensive view of performance, employees are evaluated across five core job competencies. These competencies provide a consistent framework for assessing performance throughout the year and help inform the overall evaluation at year-end.
Successful demonstration of a competency should be assessed based on the key behaviors outlined. Competencies are intended to guide performance expectations and should be discussed during mid-year Connected Conversations to provide feedback, recognize strengths, and identify areas for development.
1. Integrity/Responsibility/Ethics
Gaining the confidence and trust of others through honesty, authenticity, and acceptance of responsibility.
Key Behaviors:
1. Accepts responsibility that comes with working in the interest of the public good.
2. Follows through on commitments – shows consistency between words and actions – does what they say they will do, and what they are expected to do – and makes sure others do the same.
3. Accepts responsibility for one’s own conduct in creating a climate of inclusive excellence.
4. Acts with a clear sense of ownership.
5. Takes personal responsibility for decisions, actions, and failures.
6. Establishes clear expectations and processes and uses data for monitoring work and measuring results
2. Inclusive Excellence
Exemplifying excellence through diversity by creating a welcoming and inclusive environment that maximizes the success and inclusion of all students, staff, and faculty.
Key Behaviors:
1. Actively seeks and engages with diverse perspectives.
2. Identifies and mitigates bias on a personal, institutional, and process level.
3. Identifies and addresses barriers to inclusion on the personal, institutional, and process levels.
4. Fosters the health and wellbeing of our campus community by welcoming and encouraging participation of all.
5. Contributes to building diversity.
6. Accepts and honors diverse perspectives.
7. Understands the importance of diversity and inclusion.
8. Recognizes and mitigates dynamics created by power differences and hierarchy.
3. Innovation
Creating new and better ways for the organization to be successful. Adapting to change and engaging in continuous learning and critical thinking to promote the growth of the individual and the organization.
Key Behaviors:
1. Develops useful ideas that are new, better, or unique.
2. Introduces new ways of looking at problems.
3. Can take a creative idea and put it into practice.
4. Embraces diverse perspectives to promote or nurture innovation.
5. Fosters interdisciplinary/transdisciplinary work.
6. Adapts to change.
7. Promotes growth of the individual and the organization.
8. Engages in continuous learning
9. Engages in critical thinking.
10.Takes risks.
4. Collaboration
Building partnerships and working collaboratively with others to meet shared objectives.
Key Behaviors:
1. Understands and prioritizes the goals of the university.
2. Understands how their work supports the mission of the university.
3. Works in partnership with others.
4. Values and incorporates diverse perspectives.
5. Removes barriers to solve problems.
5. Communication
Ensuring that key and critical information is shared in a timely fashion. Developing and delivering information in multi modes that demonstrate the needs of different audiences.
Key Behaviors:
1. Effective in a variety of communication settings (groups, size, position, styles, diverse audiences), and adjusts to fit the audience and the message.
2. Attentively listens to others.
3. Provides and encourages the expression of diverse ideas and opinions.
4. Engages in candid and constructive dialogue on difficult topics.
5. Is respectful of each other’s unique backgrounds and perspectives.
Goal Planning
Goal planning allows University Staff employees to establish objectives and priorities for the performance cycle. Employees create and submit goals in Cornerstone, and supervisors review and approve goals to support alignment and success throughout the year.
For step-by-step guidance on entering or approving goals in Cornerstone, please review the resources below.
Connected Conversations
Connected Conversations take place each January, and are intentional, ongoing discussions between supervisors and employees designed to support growth, clarity, and alignment. Rather than waiting for the end-of-year review, these conversations create space to share feedback, discuss goal progress, address challenges, and celebrate progress.
For step-by-step guidance on completing the Connected Conversation task in Cornerstone, and/or for guidance on Connected Conversation best practices, please view the resources below.
Connected Conversation Task Step-by-Step Guide
This guide outlines how to complete the Connected Conversation task within Cornerstone.
Connected Conversation Best Practices
This resource provides supervisors and employees with information on how best to approach and conduct Connected Conversations.
Annual Review
Annual performance evaluations take place each year and provide an opportunity for supervisors and employees to reflect on accomplishments, discuss performance over the evaluation cycle, recognize success, and identify opportunities for continued growth and development. These conversations help ensure clear expectations, meaningful feedback, and alignment on goals for the coming year.
For step-by-step guidance on completing the Annual Performance Evaluation task in Cornerstone, please view the resources below.
This guide provides a comprehensive walkthrough for completing your annual performance self-review in the Cornerstone system.
This guide provides a comprehensive walkthrough for completing your annual performance supervisor review in the Cornerstone system.
This guide provides step-by-step instructions for completing both the employee and supervisor components of
the Annual Performance Evaluation task in Cornerstone.
Additional Resources
Please refer to the resources below for additional Cornerstone one pages and step-by-step guides: