Performance at IU

How does it work?

This uniform program of conversations about performance and development sets staff up for success by ensuring:

  • A clear understanding of expectations for all staff roles
  • Recurring two-way conversations between staff and leaders
  • Annual growth and development plans for every staff member
  • Consistent annual performance conversations with every staff member

The conversations that build our culture

One: Expectation conversations

Clarifying responsibilities helps our employees succeed.

Two: Check-in conversations

Creating a cycle of two-way feedback to keep goals in view.

Three: Development conversations

Identifying areas for each employee’s job and career growth, then creating an action plan.

Four: Annual performance conversation

A wrap-up conversation to identify successes and challenges.

New & changing as of October 2026

The timeframe for when to complete Annual Performance and Expectation Conversations is changing for the 2026—2027 cycle.

  • New window for conversations: Dec. 1 to March 1
  • Newly defined review period for Annual Performance Conversations: January through December of previous year (calendar year)
  • Attestation by leader is due March 1

Performance at IU’s annual cycle

The annual calendar
ConversationTimeframeFrequency
Expectation conversationDec.–March 1Required once per year
Check-in conversationOngoingMonthly or more
Development conversationFlexibleOne or two per year
Annual performance conversationDec.–March 1Required once per year

A single attestation is to be completed by the leader after both the Annual Performance Conversation for the year in review, and the Expectation Conversation for the coming year, have been completed. This attestation covers all Performance at IU conversations. The deadline for leader completion of the attestation is March 1 and it will be automatically routed to employees for acknowledgement.

Why do we use this process?

Results from the My Voice at IU staff engagement survey showed that IU has an opportunity to do better in collectively setting expectations with staff and providing related feedback. For our staff to succeed and feel engaged at work, they need to have regular, intentional discussions about performance and development.

These guided conversations can create a culture where role expectations are known, and conversations occur between leaders and employees that guide individual achievement and development.