Performance development

Strengthening Performance and Talent Development Supported by Workday  

Waterloo is transitioning from a traditional, once-a-year performance review model to a continuous performance development approach. Enabled by Workday Talent, this model focuses on meaningful, ongoing conversations that support growth, engagement, and alignment with institutional priorities. 

The Performance Development Program includes four integrated components: 

1. Goal Setting 

2. Check-ins 

3. Feedback 

4. The Year-end Conversation 

While each component has its purpose, together they create a cumulative, yearlong process that strengthens connection, clarity, and development across the University. 

Begin With the End in Mind

Everything in the performance cycle leads toward and supports a meaningful, forward-looking year-end conversation. Although it occurs last in the timeline, thinking about this conversation early helps employees and managers: 

• Understand what information will matter at year-end 

• Build a shared picture of progress throughout the year 

• Reduce stress by avoiding last-minute reflection 

• Strengthen alignment and communication 

The year-end conversation is a culmination of regular dialogue, documented goals, check-ins, and feedback, not a standalone evaluation. 

When: February 1 – March 31 

The year-end process includes: 

1. Employee Self Evaluation: Employees summarize accomplishments, challenges, feedback received, and progress toward goals in the Workday application. 
2. Manager Review: Managers provide comments, insights, and context based on the full performance year. 
3. The Conversation: A collaborative discussion about strengths, growth opportunities, and goals for the next cycle. 
4. Finalization: Managers complete the final evaluation in Workday (“Meets Expectations” or “Needs Improvement”). 
5. Employee Acknowledgment:  Employees review and acknowledge their completed evaluation. 

The year-end conversation is not just a look back; it sets the stage for growth in the year ahead. 

When: April 1 – June 30 

Goal setting creates clarity and alignment by connecting individual work to team, departmental, and institutional priorities, including Waterloo at 100. 

Types of Goals in Workday 

• Job Related: Core responsibilities critical to role success 

• Skill Development: Knowledge and capabilities to enhance performance or prepare for future opportunities 

• Growth Initiatives: Contributions beyond the day-to-day, such as innovation or process improvement 

It is recommended that 3–5 goals be set annually. Goals can (and should) be revisited and adjusted throughout the year. 

When: Ongoing throughout May 1 – April 30 

Minimum requirement: One midyear conversation (Sept 1 – Nov 30) 

Check-ins support regular connection and keep performance development active, not saved for year-end. 

Workday provides space to document: 

• Discussion highlights 

• Progress updates 

• Follow-up actions 

• Personal notes (“My Notes”) or shared notes visible to both parties 

Check-ins are for documentation, not meeting scheduling. They help keep conversations grounded and support continuity across the year. 

When: Ongoing

Feedback strengthens self-awareness, collaboration, and a culture of continuous learning. Workday enables:

• Providing constructive, strengths-based feedback 

• Recognizing contributions using values-aligned badges:  

• Think Differently 

• Act With Purpose 

• Work Together 

Regular feedback reinforces growth, appreciation, and connection across the university. 

The Talent Profile in Workday provides a centralized space for employees to showcase their experience, skills, and career interests. It supports long-term career development and future talent matching across Waterloo.

Employees can document:

• Skills to highlight 

• Education 

• Work and job history 

• Language abilities 

• Certifications and designations 

New employees will have elements prepopulated; current employees start with a blank profile. 

Over time, Talent Profiles will help the university better understand skills across campus and support internal mobility, special projects, committees, and future career planning.