Human Resources > Performance > Performance Appraisal

Performance Appraisal Process

​​​​​​​​​​​​​​​​Annual Performance Appraisal Process for Staff

The annual performance appraisal process is designed for all full-time and part-time staff to:

  • Help to ensure internal equity by setting clear, agreed-upon goals in advance and providing a formal process and procedure for reviewing performance. 
  • Foster engagement by connecting individual contributions to overall university results.
  • Influence future performance through clarity around performance expectations, goals, and behaviors.
  • Develop employees through reflection on strengths and opportunities for growth.
  • Encourage open and ongoing dialogue between employees and managers.

DePaul's performance appraisal documentation transitioned to a new system (BlueSky) in January 2021. The new performance documentation is available online through mybluesky.depaul.edu​ by clicking on the "Career and Performance" tile. Training resources are available for employees and managers. 


​Performance Appraisal Timeli​​​ne​

Performance Appraisal Period: Fiscal Year/July 1 - June 30
Reviews due to Human Resources: By September 1

4 Weeks Prior to Appraisal Discussion
  • The manager schedules the performance appraisal discussion and asks the employee to complete their section of the performance appraisal form.
2-3 Weeks Prior to Appraisal Discussion
  • The employee completes their self-evaluation.
  • The manager reviews the employee self-evaluation and completes the manager section of the form, including an overall performance rating for the year.
  • The manager discusses the completed appraisal with the second-level manager before returning it to the employee. Electronic approval by the second level reviewer is required for an overall rating of below expectations or unsatisfactory.
  • The employee reviews the complete appraisal prior to the appraisal discussion.
The Appraisal Discussion
  • The manager and employee meet to discuss the employee’s performance and specific examples of both strengths and areas for improvement.
  • Both the employee and manager offer specific examples and rationale for any areas of rating disagreement.
Immediate After Appraisal Discussion
  • The employee acknowledges that they have discussed their performance appraisal with their manager and all ratings were explained.
  • The completed appraisal is submitted to HR.

Goal Setting

The goal setting process for all full-time and part-time staff include:

  • Goals for the upcoming performance cycle are discussed by the manager and employee after completing the annual performance review.
  • Performance goals should align with the team, department and university goals.
  • The employee enters three to five goals for the next year in the online appraisal form.
  • The manager reviews and approves goals.
Goals should be developed using the S.M.A.R.T. guidelines:
  • Specific – Is the goal explicit, clear and concise?
  • Measurable – Does the goal clearly state the desired outcome (quantitative or qualitative)?
  • Action-oriented – Does the goal include the actions necessary to achieve the desired outcome?
  • Realistic – Is the goal challenging but attainable?
  • Time-bound – Does the goal have a deadline and/or progress milestones?​