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Learning and Support Resources

Reviewers

A Performance Review should reflect conversations, actions and activity that has happened throughout the year. This should be positioned as a reflective forward-looking meting recognising what has gone well and what areas of improvement are. 

  • Thinking about how well you know your team and individuals within your team.
  • Understanding that behind every role at the University of Manchester is a human being, a person who wants to be seen as a person and not just a worker.
  • Exploring ways to help you connect with your people in a way that supports their growth, encourages listening, understanding and sharing purpose and vision. Helping people to understand the part they play in our collective success as a university.

Leading the conversation - A Performance Conversations Toolkit

Goal Setting Toolkit

Coaching questions to help your conversations

What do you expect from them on a day-to-day basis in their role?

Coaching questions:

  • what do you feel is expected of you in your role?
  • where should you find information about what is expected of you? What can I do to help?
  • what do you need to do to exceed expectations?
  • what contributes to your day-to-day success? What do you do well?
  • what hinders your success? What do you not do so well?
  • how can you make your day-to-day work more successful?
  • what satisfction do you take from your work and what will it take for you to really enjoy it?

What development do they need to deliver in their role and/ or progress in their career?

Coaching questions:

  • what are your career goals? What aspirations do you have?
  • what would you need for you to be successful in your objectives/career progression?
  • what do you need to do differently to be successful in your objectives/career?
  • what do you need to stop doing in order to be more successful?
  • what support do you need from me to contribute to your success?
  • when will you know you have succeeded? How will you know?

What is someone's specific contribution to the Directorate this year - linked to strategic priorities?

Coaching questions:

  • what is the level of knowledge regarding the function's/Directorate's priorities? Are there any gaps that I can assist with?
  • how do you see your role contributing to what we want to achieve as a function/Directorate? What influence do you feel you have over them?
  • what success have you had that you believed contributed to our strategic priorities?
  • looking at what you need to acheieve, how will you measure success? How will these measures relate to the function's/Directorate's success measures?

What behaviours or attributes are needed to effectively deliver in the role?

Coaching questions:

  • How would you describe you work behaviours?
  • How does your work behaviour contribute to your success?
  • What works for you/what doesn't work for you?
  • What kind of behaviours do you need to stop displaying in order to be more successful in your role?
  • How do you engage with others in your role? How would you describe these relationships? What can you do to make them more successful?
  • What feedback do you need to get about your work behaviours? Who do you need to ask/speak to?