Performance Development & Workload
The workload continues to grow… creating compounding pressure and more administrative work. How is this being addressed?
Performance development is intended to support day‑to‑day work rather than add a separate administrative burden. The model emphasizes ongoing dialogue, use of existing meetings, and light documentation in Workday (e.g., check‑ins are for recording highlights, not scheduling meetings). The program does not introduce new workload expectations or change staffing levels; it provides a structured way to surface priorities, constraints, and capacity concerns earlier through regular conversations rather than deferring them to year‑end.
Professional Development & Skill Building
What is the university doing to enhance professional development opportunities given tight budgets?
Ongoing performance development conversations are a way to make development more intentional and visible, not as a guarantee of new funded training. Skill Development goals, Growth Initiative goals, and feedback are designed to:
- Clarify development priorities
- Leverage existing learning resources available across our campus network
- Encourage stretch opportunities, project work, and experiential learning
Budget realities are acknowledged, but the framework aims to ensure development conversations are deliberate and aligned rather than ad hoc.
Talent Profile – Access, Visibility, and Use
Is the Talent Profile visible to everyone?
- No. Access is role‑based and limited. Employees see their own profile; managers see what they need to support their role. People only see what they need to do their job.
It sounds like it’s used to find people with certain skills or capabilities. Doesn’t that indicate broader access?
- No. While the long‑term vision is to better understand institutional skills, the Talent Profile is not publicly searchable and is not visible broadly across the university.
Is the information in the Talent Profile authenticated or verified?
- There is no formal authentication or verification process. Employees are responsible for maintaining their profiles.
If people don’t fill it out, could they be excluded from opportunities? Is this changing recruitment?
- No. The Talent Profile offers a more in-depth understanding of the skills, education, and certifications of the talent within the institution. The Talent Profile will not replace job postings, internal recruitment processes, or eligibility for roles.
Will hiring managers see the Talent Profile when applying for other jobs?
- No. Hiring managers do not have access to view Talent Profiles in Workday for recruitment purposes.
Will the Talent Profile be pre-populated with an employee’s previous University of Waterloo’s roles?
- Yes – prior University of Waterloo roles will be pre-populated for employees hired after the transition from iCIMS to Workday (post July 2025). Employment history prior to this transition is not automatically populated; however, employees may manually add earlier roles to reflect their full employment history, both within and outside of the University.
Can Job History include volunteer or board roles?
- Yes. The Talent Profile allows employees to list internal and external experience, including roles outside the university.
Is this for contract employees too?
- Yes.
Feedback – Purpose, Visibility, and Safeguards
If feedback is meant to be positive, how do we prevent misuse?
- The feedback tool is framed as strengths‑based, values‑aligned, and focused on recognition and growth. It is explicitly not a 360‑review or disciplinary tool. Expectations for professionalism apply, and feedback is not anonymous.
Can feedback be given to my manager without me seeing it?
- Yes, in limited circumstances. When a manager formally requests feedback, it may be sent directly to them without appearing for the employee. A manager may choose to share that feedback afterwards. The individual providing feedback selects the intended audience in Workday, so visibility is purposeful and appropriate, not automatic or hidden.
Is feedback anonymous? Can hiring managers see it?
- Feedback is not anonymous and cannot be seen by hiring managers.
Are Performance Improvement Plans (PIPs) captured in Workday?
- No. Performance Improvement Plans are managed outside Workday. HR works directly with managers and employees in those situations.
Can email‑based recognition be imported into Workday?
- No. There is currently no mechanism to import external feedback (e.g., email) into Workday.
How does the system address bias in peer feedback?
- The program emphasizes values‑based, strengths‑focused feedback, shared accountability, and professionalism. Workday does not have the specific technical bias‑mitigation mechanisms.
Check‑Ins & Documentation
How frequent are “regular” check‑ins? Are all required to be documented?
- There is no prescribed frequency for check-ins. At minimum, one mid‑year conversation is strongly recommended. Check‑ins in Workday are optional documentation tools – they do not replace existing meetings or require new ones. Instead, they support ongoing conversations that are already happening and encourage consistent performance development practices.
Is there flexibility if priorities change mid‑year?
- Yes. Goals are expected to be reviewed and adjusted throughout the year as priorities evolve.
Year‑End Conversation & Ratings
Why only “Meets Expectations” or “Needs Improvement”? Why not “Exceeds”?
- The ratings were simplified to remove emphasis on scoring and shift focus to growth‑oriented dialogue. Recognition of strong performance occurs through feedback, badges, and ongoing conversations, not through expanded ratings.
Why decouple performance from compensation?
- Compensation has been separate from performance since 2023. Removing ratings supports:
- More honest conversations
- Reduced anxiety
- Focus on development rather than pay outcomes
- Salary increases shall continue to be managed through a separate, established compensation process.
If it’s not tied to pay, what’s the motivation to use it?
- The motivation is improved clarity, alignment, development, feedback quality, and connection, rather than compensation outcomes.
How will high performance be encouraged without merit‑based pay?
- The Performance Development Program is designed to support high performance through clear expectations, ongoing feedback, and recognition aligned with institutional values.
- Rather than relying on annual ratings, the framework emphasizes sustained contribution, development, and engagement through regular dialogue and feedback. It does not prescribe incentives, but aims to create conditions that support effective performance over time.
Faculty, Students, and Scope
Can students leave feedback for professors in Workday?
- No. Students do not have access to Workday.
Is this feedback system for faculty and students too?
- No. Workday Talent is an employee system. Existing feedback channels (e.g., email, teaching evaluations) continue.
Will faculty acting as Chairs receive manager training?
- Manager training sessions are identified; the materials do not distinguish between staff or faculty managers. Training applies to all employees in manager roles.
Notes, Privacy, and Access
Are “My Notes” confidential?
- “My Notes” are visible only to the person who entered them. Notes captured in the “Shared Notes” section can be seen by both the employee and the manager.
Who can see My Notes besides the supervisor?
- No one. They are visible only to the individual who created them and are not seen by the supervisor/manager.
Cybersecurity
How is sensitive information protected?
- Workday is the official system of record with role‑based access, aligned with institutional and legislative security and privacy standards.
Process Design & Testing
Was this piloted and based on best practices?
- Yes. The program was piloted with 432 participants at UW and informed by industry best practices.