The annual reviews for FY27 (26-27) are due on or before April 24, 2026.

Performance reviews can also be called evaluations or appraisals. The review is the process of assessing an employee's performance for a review cycle (e.g. probationary first six months of employment, annually, etc.). The forms provided are designed to communicate clear expectations and feedback, and to support a productive discussion during the review meeting.

Yes.  For the annual review process, employees have the opportunity to fill out a self-assessment form as the first step in the process. The self-assessment form, also called the Pre-Appraisal Form, is used to capture major accomplishments or obstacles that the employee had during the review period.

New employees that start on or after January 1 will be excluded from the annual review process for the previous cycle, but should have a probationary review completed by their supervisor and reviewed with the employee on or before their six month anniversary.

All regular staff positions, including researchers if their primary appointment is a staff rather than an academic appointment, should be included in the review process.  Individuals with 'research' in their title with their primary appointment being a faculty appointment, are not covered by the staff process. 

Please send any questions if you're unsure of the appointment type to HR-BusinessOperations@cua.edu for clarification if needed.

Yes, but only academic staff are be evaluated using this Staff process.  Employees with Faculty primary appointments are reviewed separately following academic procedures.

Performance reviews have critical roles other than just supporting increases in pay.  In addition to it being an opportunity to discuss and document feedback on an individual’s performance, each review period is the perfect time to ensure assigned activities map to the larger set of University goals and to adjust those goals and objectives accordingly. 

The Review Meeting is a great forum to ensure proactive discussion between employees and supervisors about how to be most effective in their role, while simultaneously clarifying evolving expectations.  It is also a good time to discuss the Code of Conduct and Mission and ensure alignment on both.

The current manager should conduct the evaluation with input from the previous manager. Input from past managers is relevant to the entire assessment, but the new manager is best positioned to establish the next period's goals and objectives. However, if the change was very recent, it might be appropriate for the previous manager to conduct the evaluation together with the new manager. There is no right or wrong approach.  Feel free to contact HR-EmployeeRelations@cua.edu if you have any questions about your situation.

If a employee has a less than "meets expectations" score in their performance review, then please reach out to a member of the Employee Relations Team in The Office of Human Resources at HR-EmployeeRelations@cua.edu to support you in determining the appropriate next steps.   

A general guideline is if the employee receives three or more "does not meet expectations" scores on a review, that would trigger the development of a Performance Improvement Plan (PIP). The Employee Relations team is ready to support supervisors in developing and issuing any required PIPs.   

Please remember, when documenting either poor or excellent performance, that the supervisor needs to provide explicit examples to concretely demonstrate where the employee is falling short or exceeding expectations.

All employees participate in some form of performance evaluation at the University.  Regular Staff follow the Staff Performance Evaluation process, whereas Faculty follow a different academically led process.  Any employee with a primary position in the Staff space, participates in the Staff evaluation process.