Type of Policy
Policy No
Effective Date
Last Revised
Review Date
Policy Owner
Human Resources
Contact Name
Jarmon DeSadier
Contact Title
Sr. Director of Employee Relations/Deputy Title IX Coordinator - Staff
Contact Email
Reason for Policy

The purpose of an effective performance management system is for employees to have a clear understanding of the work expected from them, to receive ongoing feedback regarding how they are performing relative to expectations, to distribute rewards accordingly, to identify development opportunities, and to address performance that does not meet expectations. A comprehensive performance management system empowers employees to have greater input to their personal career progression and will enable managers to better identify, recognize, and reward individuals based upon an agreed set of criteria.

Policy Statement

Georgia Tech strives to provide an environment where all employees understand the impact their contributions have on the achievement of Institute goals and are provided the opportunity for ongoing personal growth. One way we can accomplish this goal is through a strong performance based management program that culminates in an annual performance review. The performance management process is continuous as we plan, manage, review, and reward performance.


This policy applies to all classified staff at the Georgia Institute of Technology.

Policy Terms

Performance Goals
Help to define what is expected of you in your current position in relation to the department and/or unit's overall goals.

Career Development Goals
Outline opportunities for professional development and/or career growth

Competencies are the key capabilities, characteristics, and behaviors that all Georgia Tech employees need to develop and demonstrate in order to drive superior work performance.



The Georgia Tech Performance Management Process consists of a four-phase cycle: planning, managing, reviewing, and rewarding performance.

The planning phase is the foundation of the entire Performance Management process. In this phase, individual goals and objectives are set for the performance period. Goals that are SMART (specific, measurable, achievable, relevant, and time based) increase employee motivation and commitment to goal attainment, leading to greater performance and productivity.

Regular communication between the manager and employee is critical during the managing phase of the performance management cycle. Through formal and informal conversations, both parties are kept abreast of progress towards the successful completion of goals and expectations. These discussions also enable the manager to provide timely feedback and coaching as the year unfolds. Because the performance cycle spans several months, it is important for managers and employees to keep track of key performance highlights and challenges that occur during the year. These notes will help immensely when it's time to prepare the annual review.

At the conclusion of the evaluation cycle, the manager meets with the employee to conduct the annual performance review. If SMART goals have been set (planning phase) and ongoing communication/feedback has taken place (managing phase), the overall outcome of the annual review should come as no surprise to the employee.

When merit increases are available, employees may receive an increase to their annual base pay as a reward for meritorious performance. It is important to remember that performance increases should be differentiated between employees based upon their overall performance ratings and, in general, top performers should receive higher pay increases.

Additional resources are available on the Human Resources website at https://hr.gatech.edu/performance-management.

The University System of Georgia prohibits employees grieving performance reviews (refer to the University System of Georgia’s Grievance Policy for more details).

Goal Setting
At least two performance goals are required for all employees with the recommended average being two to four goals.

All Georgia Tech employees who are considered classified staff will be rated on competencies that have been identified by GTHR and Executive Leadership, in compliance with USG Policies. For more information on GT competencies please visit: https://hr.gatech.edu/performance/faqs. Information related to these competencies can be found under the Competencies tab.

All classified staff managers/supervisors will also be rated on Leadership Competencies. For more information on leadership competencies, please visit: https://hr.gatech.edu/leader-competencies.

Additionally, employees will be provided feedback in the areas of Attendance & Punctuality and Honestly & Integrity.

The competencies and goals employees establish in the system will be rated on a new five point scale (Exceptional, Strong, Satisfactory, Needs Development, and Unsatisfactory).

Online System
Supervisors/Managers and employees will establish performance goals and enter them into the Performance Management @ Tech system. The Performance Management @ Tech system will allow both employees and their managers to update and track progress on the goals throughout the year. An employee's overall rating will be based both on progress on reaching established goals and performance in aforementioned competency areas.

Career Development Plan
Georgia Tech's culture promotes individuals owning their careers. Career planning and professional development activities are designed to further develop and maintain a high-performance workforce by providing targeted opportunities for learning and growth. Career planning allows employees to align their annual development goals with long-term career goals and organizational needs. Typically, the career development goals are drafted and revised during the first phase of the performance management cycle. These goals can be entered into the online performance management system.


Human Resources Representatives
Human Resources Representatives are responsible for offering assistance with policy interpretation and administering the policy.

GTHR is responsible for interpreting the policy, administering the policy, and ensuring compliance.


Revision Date Author Description
March 2008 Office of Human Resources New policy.
November 2010 Office of Human Resources Policy update.
October 2023 GTHR Updated to conform with USG HRAP changes.