Frequently Asked Questions

This new process replaces an outdated system that no longer serves our evolving needs. It is intentionally designed to support staff in attaining performance excellence and realizing their career aspirations within an increasingly complex and dynamic environment. As a community, this process will help us remain future-ready, equipped to navigate challenges both large and small, while upholding our shared values.

The numerical rating system did not reflect goal achievement or progress in specific performance areas. Moreover, aggregating ratings across performance factors presented two challenges: it obscured significant problem areas and contributed to inflated scores. As a result, employees lacked clarity regarding their current standing and the steps necessary for career advancement.

In the new process, we measure employee success using two criteria:

1. Outcomes and Results achieved
2. Core Competency Behaviors demonstrated.

Both criteria are incorporated in a cumulative review that informs an employee’s development and career path at BU.

In the new process, employees will be measured using two criteria:

1. Outcomes and Results, or “what” we accomplish
2. Core Competencies & Shared Values, or “how” we accomplish our work. There are six competencies. We have provided guidance on how to bring the two criteria together to select development pathways. Click here to learn more.

No, the updated process does not include performance factors. Instead, evaluations are based on two criteria:

1. Outcomes and Results
2. Core Competencies. The core competencies apply to all employees, with specific behaviors and descriptions provided for each competency. Managers and staff are encouraged to use these core competencies to facilitate discussions, rather than to rate individuals.

While both core competencies and shared values operate within a shared governance model and are subject to ongoing development, there are some notable differences. For staff, core competencies are enablers for putting shared values into practice. The following is a side-by-side comparison outlining key distinctions.

	Core Competencies	Living Our Values
List of values and competencies:	Communication Teamwork/Collaboration Customer Service Accountability Learning Problem Solving	Integrity Inclusion Community Collaboration Excellence Learning Service Global
Audiences:	NREP staff, managers, and faculty managers	All members of the BU community
Primary purpose:	Aligned with behaviors necessary for thriving work environments	Shared values that govern how we work together, our strategies, policies, and processes
Core competencies are enablers to help employees live BU’s shared values.

Employees may be set on a progression or career growth path based on their interests. Managers should offer stretch assignments, leadership roles, and tailored development plans.

Yes. The new process highlights growth and ongoing excellence, identifies transferable skills, and encourages cross-functional development. It also strengthens collaboration between managers, staff, and teams through shared governance.

Absolutely. It provides a methodical way for managers and employees to pinpoint strengths and areas for improvement, creating a clear foundation for tailored development plans.

Managers and staff are encouraged to use the core competency framework to guide ongoing conversations. You can use the tool to note where you are and what areas you wish to develop as you explore evolving responsibilities and interests. In the Chart Your Career guide, we have included knowledge and skills for each competency with associated learnings available in Terrier eDevelopment (TeD) that support your development. You can also reach out to odl@bu.edu for assistance in finding the right training.

Starting in 2026, all non-represented (NREP) staff (exempt and non-exempt) will use the new process. Represented staff will continue to use the current process and review form.

2026 will be a learning series where we will all learn how to use the process to assess employee strengths and opportunities. In addition to a comprehensive guide, we will offer a variety of ways to learn and practice the new process for managers, staff, and administrators.

The new process will be used to make decisions related to employee development and progression paths. Reviews will be ongoing (at least quarterly), with one quarter’s review being used to inform decisions related to rewards and recognition.

Managers and staff use this process year-round to set expectations, exchange feedback, and identify strengths and development opportunities. At the annual review, both parties summarize progress and outline future goals.

Yes. We will consider the first year of using this new process as a “learning series” and provide comprehensive training sessions, resources, and ongoing support throughout the year.

Quarterly meetings with your manager are intended for sharing progress on goals, receiving feedback regarding core competencies, and strengthening the staff-manager partnership. The framework offers common and objective terms to identify strengths and improvement areas. At any stage within the framework, discussions should include potential improvements and the support required from your manager.

No. Job/position descriptions remain critical for role clarity. As part of the new process, there are templates for quarterly connects and a new form to capture the annual performance review.

BU will review and refine it periodically based on feedback, organizational needs, and best practices.

Regularly seek clarity on the expectations to ensure you and your manager are aligned on success criteria. Clearly share your accomplishments, provide examples, and ask questions to gather your manager’s perspective. Be open to their feedback and share with them what you need to meet expectations. If disagreements continue, contact your HR Business Partners (HRBP) for support.