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Three Step PMP

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The purpose of the performance management process is:

  • to ensure that an employee’s day-to-day actions align with strategic university objectives
  • to document employee performance in support of career planning
  • to establish a focus for employee skill development
  • to establish clear communications for setting performance expectations

The University of Baltimore performance management process revolves around a 3 Step Process of goal setting, ongoing feedback, and a year-end review.

Three Step Performance Management Process

Step 1: Goal Setting

Goals should be classified as a skill, result, or behavior and should be based on key job expectations and responsibilities as reflected in the employee’s job description. The performance management process as well as an employee’s success at the University relies on setting effective goals. As a manager establishes goals for an employee, she or he can follow the SMART framework:

Specific: Goals should be precise and direct. Ask: Who, What, Where, When, and Why?
Measureable : How will you know when it is accomplished? Establish concrete criteria.
Achievable : Make sure your goals are realistic and attainable.
Relevant : Align with the goals and priorities of the department/division
Timely : Set a time frame to achieve the goal.

When establishing goals, managers and employees should also establish 1-2 stretch goals. Stretch goals push the limits of achievable results within the rating period, requiring the employee to demonstrate initiative, discretionary effort, and new ways of thinking about their work.

Step 2: Ongoing Feedback

After goals are established and clearly communicated, the supervisor and employee must establish an opportunity for ongoing feedback and coaching. Creating opportunities throughout the year to track the employee’s progress allows you to make any necessary adjustments to obstacles or new priorities. These periodic reviews should focus on the employee’s progress, adjustments to goals or delays, as well as provide the employee the flexibility to discuss his or her perspective.

Step 3: Annual Review/Year-End Review

This final meeting should be a culmination of the work happening in steps 1 and 2. Step 3 should be a review or check-in of the progress over the past year, accompanied by looking forward to setting new goals. The Performance Rating should be a culmination of the ongoing feedback and goal accomplishments. The overall rating may be affected by external forces such as safety, attendance or another prevailing factor, which is critical to the success of the position. 

Instructions for Using the Performance Management Process Form

Step 1: Goal Setting

On the initial meeting with the employee, the manager will establish appropriate goals. For each goal, complete a section in Goal Tracking:

  1. In the “Choose a Goal” box select the goal type:
    Skills are the learned capacity to complete tasks developed through training or experience
    Results are the final outcome of a series of actions by a process or operation
    Behaviors are a person’s actions in response to external or internal pressures
  2. In the area to the right, provide descriptive details for the goal using the SMART framework.
    Skills example goal: to learn the PMP process and procedural requirements by July 1, 2011
    Results example goal: to complete the PeopleSoft upgrade by November 1, 2011
    Behaviors example goal: to communicate clear and precise performance expectations to each member within 2 months
  3. In the next box to the right, choose the date you are establishing the goal.
  4. Set the Status to new.
  5. Complete a section for each goal you are establishing for the employee. Copy and paste a set of boxes as needed to expand the goals.

Step 2: Ongoing Feedback

  1. With each periodic review, comment on the progress of that goal.
  2. Select the review date and the status of that goal. The status should be one of the following:
    Ongoing – Acceptable, Unacceptable, Modified
    Cancelled – goal became obsolete during rating period
    Completed – Acceptable, Outstanding, Unacceptable

Step 3: Annual Review/Year-End Review

  1. For each goal, set the status in the RESULT area as of the date you are meeting.
  2. Complete the section Year-end Goal Summary.
  3. Complete the Unexpected Activities and External Objectives section to capture any other work the employee may have encountered during that year.
  4. Allow the employee an opportunity to submit comments in the Employee Comments section.
  5. Choose a Performance Rating, selecting from 1 – 4.  Guidelines for the ratings are:
    4 – Employee was exceptional by not only accomplishing all goals but also met or made considerable progress toward achieving stretch goals.
    3 – Employee met all goals and performed as expected.
    2 – Employee met some goals and made acceptable progress toward remaining goals.
    1 – Employee did not satisfactorily complete goals.


  • When establishing goals and evaluating overall performance, some goals may carry more importance than others. Failure to accomplish one critical goal may result in an overall unacceptable rating even if other goals are accomplished. This includes failure to meet goals related to basic work factors such as safety and attendance.
  • The optimal number of goals is 5-6.
  • Goals, particularly stretch goals, may extend beyond one rating period. 
  • During the rating period changes or modifications to established goals may occur due to unforeseen circumstances such as turnover, project addition or cancellation, or shifting priorities. Changes should be documented on the form with a review date and status noted.