Human Resources

Performance Evaluations

This page provides information about the performance review process relevant for all staff, as well as faculty who supervise staff. Click the links below to navigate to the corresponding sections.

  1. Why are performance evaluations important?
  2. Who is involved in this process?
  3. The Timeline?
  4. Accessing the Performance Evaluation System?
  5. Getting Help with this Process?
  6. Supervisor Training on Conducting Quality Performance Reviews
  7. Enhancements to the Staff Annual Performance Review Process Effective December 2019
  8. Instructional Videos for the Staff Annual Review Process
  9. Performance Ratings and Definitions
  10. Performance Competencies

1. Why Performance Evaluations are Important?

Performance evaluations are critical and valuable for employees and managers. Employees at all levels deserve the opportunity to have an honest discussion about the year, receive feedback and recognition, celebrate successes, reflect on opportunities for improvement, discuss progress toward performance and professional development goals, and clarify expectations as both a manager and employee. Giving and receiving feedback, goal setting, and other related activities in the review process provide continual growth opportunities for managers and employees.

Fundamentally, the review process is about helping others succeed, which helps the organization succeed. The university is committed to supporting an employee base that is confident about what they should do, how well they are doing it, and how it supports the Illinois Tech mission. We want engaged, goal-driven employees who know what is expected of them and feel recognized and supported - this is best for individuals, teams, and the university as a whole.

2. Who is Involved in this Process?


All supervisors (faculty members, staff members, or administrators) will need to complete performance reviews for all existing staff members who started working at Illinois Tech prior to February 28, 2023. All applicable individuals should appear in their respective supervisor’s PeopleAdmin queue.

There is one “official” supervisor in PeopleAdmin; in instances of informal shared supervisory situations, the “official” supervisor will still be responsible for writing and delivering the review, and others’ feedback can be collected through the multi-rater feedback function in PeopleAdmin.


Individuals are responsible for completing self-reviews, which are an important part of the process. They help your supervisor remember not only all that you accomplished, but how you were prioritizing your time and what results were most meaningful to you.

3. The Timeline

Timeline of FY/PY 2023 (June 1, 2022 – May 31, 2023) Annual Performance Review Process

Action Deadline
Reviewer generates performance review form and enters the goals of the Reviewee - these are the goals that the manager and direct report previously agreed upon for the performance cycle 6/1/2022 - 5/31/2023. Aug 7, 2023
The Reviewee acknowledges in the system that the goals submitted by the Reviewer are correct; once this step occurs, the system generates both the annual review form and the self-review form. Reviewers are encouraged to begin working on the written review, but should not complete the review until they have had the opportunity to read the self-review. Aug 15, 2023
Reviewer requests feedback from applicable faculty and staff via the multi-rater functionality in the tool; Reviewer is recommended to discuss ideal feedback providers with Reviewee in advance. Aug 18, 2023
Individuals who were asked to provide multi-rater feedback submit feedback.

Reviewees complete self-reviews
Sep 1, 2023
Reviewers complete written evaluations and submit for Second Level Approval. Sep 8, 2023
Second Level Approvals are due; once a Second Level Approval occurs, the review is back in the access of the Reviewer. Sep 15, 2023
Reviewers share the final review with Reviewees via the system and schedule a live performance review discussion to take place no later than September 20, 2023. Sep 20, 2023
Reviewees sign off on their review in the systems, acknowledging receipt of the performance review. Sep 29, 2023

We will be sending regular reminders throughout the process, but if you have any questions, please reach out to your HR business partner (whose name can be found here).

4. Accessing the Performance Evaluation System

  1. Visit 
  2. Authenticate using Access Illinois Tech (Okta) when prompted. 
  3. Click the three dots () in the top left corner and select “Performance” from the drop-down menu
  4. You are now in PeopleAdmin’s performance review module, and your access should allow the appropriate views depending on your role as a reviewer and/or a reviewee. You will see a line item for the review for your reviewee. Click on that, and then follow the prompts to generate the review form. Once the reviewee has acknowledged the review form in the system, you can begin the process.

See a video walk-through of accessing the Performance Review Form in PeopleAdmin below.

Video: Activating Performance Reviews

5. Getting Help with this Process

  1. In PeopleAdmin: All information pertaining to the annual reviews will be housed in the Performance section of PeopleAdmin.
  2. Supervisor Training: Human Resources will host training sessions for supervisors. If you are a supervisor, you should have received an email with details about this session, information is also available below in the section six.
  3. Human Resources Staff: please see the categories below so that your question can be answered by the person most experienced in that area.

For questions on utilizing the PeopleAdmin system, please reach out to your designated HR Representative, found here.

For questions about how to do a performance evaluation, such as how to evaluate employees, how to write reviews, and how to hold performance review discussions, please contact or 312.567.3225, or or 312.567.3012.

6. Supervisor Training on Conducting Quality Performance Reviews

Supervisors at Illinois Tech need and deserve guidance in preparing for writing reviews and having constructive conversations. This, among other important themes, stood out from focus groups I conducted. While the performance process as a whole will likely change in the future, this training will answer questions about writing reviews in the current PeopleAdmin system and empower managers to have productive conversations with their staff. This training will be a lead-in for a future, more comprehensive, Leadership Exploration curriculum.

Human Resources invites all individuals who are responsible for supervising Illinois Tech staff to attend a 90 minute training for managers called “Assessing, Writing, and Conducting Quality Performance Reviews.”

Components of this training include:

  • Navigating the PeopleAdmin system
  • Determining appropriate ratings of your employees
  • Writing the evaluation
  • Conducting the live performance review, including difficult conversations
  • Compensation decisions

7. Enhancements to the Staff Annual Performance Review Process Effective December 2019

Enhancements to the staff performance review process were announced in December of 2019. Several information sessions were offered to staff in January and February of 2020. Please use this link for a shortened screen capture video of the slides. There is also a link to the slides which include links to other information regarding the performance review process.

8. Instructional Videos for the Staff Annual Review Process

Guidance to Reviewees on Acknowledging Plan

Guidance to Reviewers on Creating the Plan

Managing Performance 2020

9. Performance Ratings and Definitions

5 = Distinguished Performance

Rare, highest performance; performs well above and beyond expectations of immediate role and immediate team at all times.  Proactively contributes to organization’s strategic initiatives by adding significant value well beyond job requirements. Proactively participates in and supports efforts to be collaborative across the organization. Deliberately and consistently strives to identify actions that will support the University’s strategic initiatives and provides unique, innovative, streamlined, and successful solutions consistently.  Recognized as a role model and subject matter expert by all in performing work and demonstrating a positive attitude, developing new content and strategies, executing on deliverables, and building and sustaining highly effective relationships with colleagues.  Frequently sought out by others to resolve complex issues.

4 = Excellent Performance

Performs above and beyond expectations of immediate role a significant amount of the time. Deliverables are error free and support the University’s strategic initiatives. Frequently identifies actions that will support the University’s strategic initiatives and provides solid solutions to support these endeavors.  Recognized as a role model or subject matter expert by immediate team and beyond in the execution of deliverables and demonstrating a positive attitude.  Deliberately builds relationships to work more collaboratively within and beyond department.

3 = Strong Performance

Independently performs all aspects of the role. Deliverables meet requirements of the role. Performs beyond requirements of the role at times.  Deliverables are timely, accurate, and well thought out.  Requires little direction.  Builds and sustains positive relationships with colleagues, contributes to a positive team environment.

2 = Building Performance

Learning functions of role (may be applicable for new hires and newly promoted)


Competently performs in a satisfactory manner part of the time, but requires significant and/or on-going coaching and direction in one or more areas.  Deliverables are timely and accurate part of the time, but not all of the time. Would benefit from building more positive relationships or building new relationships with colleagues in order to be more effective.

1 = Low Performance

Struggles to perform most requirements of the role or struggles to perform one (or a few) very significant requirements of the role.  Performance is lacking in quality and/or timeliness. Has required re-training.  Performance regularly negatively impacts the effectiveness of team members, supervisor, and/or colleagues beyond immediate team.

10. Performance Competencies

  1. Collaboration & Teamwork – Works cooperatively and inclusively with others and drives the team’s overall success; assumes positive intent and engages with others in a professional, respectful, and productive manner. Encourages and supports others to accomplish shared goals.  Provides honest and constructive feedback to others in a respectful manner.
  2. Communication – Communicates clearly and respectfully with others verbally and in writing, utilizing effective interpersonal skills, taking care to use language that supports and encourages collaboration. Practices active listening skills, seeks to understand others’ points of view first, and chooses appropriate communication methods.
  3. Innovation & Change – Seeks innovative solutions and drives new ideas and solutions to continuously improve upon and meet the goals of the department and university. Demonstrates flexibility as priorities shift with the changing needs of the university. Embraces change and proactively practices a growth mindset.
  4. Ownership – Plans, organizes, and prioritizes to manage self and resources to bring about the successful completion of tasks and goals. Fully leverages technical resources and builds own technical abilities in the execution of work.  Avoids duplication of work. Takes responsibility for accuracy and thoroughness and takes initiative to solve problems.
  5. Service-Focused – Prioritizes and anticipates internal and external client needs (“clients” defined as faculty and staff colleagues, students, and community members with whom one is supporting and/or collaborating). Engages and builds partnerships with all clients in a positive and solution-oriented manner. Understands and embraces the concept that internal clients include our students, alumni, faculty, staff, and community members.
  6. Strategic Direction – Displays integrity in actions by driving agenda of the university versus own agenda. Contributes to a positive and collaborative culture for all. Actively supports and contributes to the university’s Strategic Plan and strategic financial initiatives. 
  7. Supervision of Others (if applicable) – Assumes responsibility for outcomes while recognizing others’ accomplishments.  Expresses appreciation and gratitude while encouraging team members in their efforts.  Mentors team members.  Assumes positive intent. Encourages creativity and innovation.  Manages budget effectively (if applicable). Develops highly effective team members that support and contribute to a collaborative environment.  Provides feedback to team members on a regular basis and delivers annual performance review in a timely and thorough fashion. Role models competencies.