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Performance Management Program
Frequently Asked Questions

The following Frequently Asked Questions (FAQs) were created to assist managers and employees with preparing for the Performance Management Program. 


What is the purpose of the Performance Management Program? 

Yeshiva University has committed to a Performance Management Program (PMP) whose purpose is to align the achievements and personal growth of employees with the University's mission and goals. The Program is part of a University-wide comprehensive effort that also includes: Creation of a library that will catalogue job descriptions for virtually all staff positions; Development of a compensation system that will assist us in ensuring that the University achieves and maintains a competitive stance in the labor market; Implementation of a Strategic Rewards Program aimed at ensuring outstanding staff are recognized and rewarded.

How can I get additional information about the program? 
Please e-mail your questions to ERTDINFO@YU.EDU


Where can I find a copy of the goals form, the lists of the competencies and the rating criteria? 
On the Human Resources Website under the Performance Management Program section.

How will this PMP process work in a short year? 
We will conduct all elements of the program.  We've created a calendar that contains the significant program activities and the target completion dates.  Please click the PMP Process Calendar for more details. 

Who is included in the program? 
Program participants include full-time and part-time non-faculty and non-union represented staff.  Faculty members who manage staff must also learn about the program so they can effectively perform their responsibilities as rating managers.  If you need more specific information about your status, please contact us at ERTDINFO@YU.EDU.  

If I am a faculty member supervising non represented staff what is my role in PMP? 
While you are not rated through this program, faculty members who have supervisory responsibility for non-represented staff will be responsible for conducting all of the typical managerial responsibilities required by the Performance Management Program. This includes guidance and assistance in setting goals, providing ongoing performance feedback, evaluating and rating the employee's performance and conducting the review discussion.

Should the finalized goals be sent to Human Resources? 
No. The finalized goals form is a working document and both you and your manager should retain a copy.  You should monitor your progress against these goals on a regular basis. We are changing our web-based system to Halogen in the early spring of 2014. Halogen, like Softscape, our former system, will house this information. 

What is Halogen and when will it be available? 
Halogen is a web-based system that we will use to manage all aspects of the Performance Management Program, including record keeping and communication.  We project that we will be able to begin system training in the early spring of 2014. 

When will training on the new web-based system, Halogen, begin? 
In the spring of 2014, we will provide web-based programs, as well as workshops, that will assist staff in preparing for the activities that occur at the end of the performance management cycle, including: how to write goal outcomes; understanding and using the rating criteria; being an effective leader and/or participant in the performance management discussion; and creating a personal development program.  In addition to providing training in the Halogen program, we will continue to offer training support the Performance Management Program.

I understand that the goals I entered into the "Goal Setting Form" are used as the basis for my goal discussion.  Do we have something similar for discussing competencies? 
During the goal setting portion of the performance management cycle, we recommend that, after discussing goals, the manager and staff member use the employee's competency listing as the basis for discussion.  As the competency listings contain definitions for each competency, reviewing the listing identifies the specific behaviors expected of staff.  In addition, this discussion will help to ensure an understanding that competencies are a "whole person" approach to performance.  That is, as competencies are demonstrated and observed throughout the rating cycle, it is this year long behavior that is the basis for competency ratings. 

Should employees write anything in reference to the competencies? 
No, nothing further is needed.  

What should I do if I report to more than one supervisor?
We recognize that this will occur, particularly in areas where staff of one department performs their work at their client department's location.  We are available to you to assist you in clarifying individual or unique circumstances. 

What responsibilities does the manager have in this process? 
Managers are responsible for ensuring that they work with their direct reports who are participants in the program through all phases of the process.  Managers should be providing guidance to their staff by helping them to identify the significant areas in which they should be writing goals, reviewing their employees' draft goals, and then finalizing the goals and their weights.