{"id":24804,"date":"2025-10-22T11:57:53","date_gmt":"2025-10-22T15:57:53","guid":{"rendered":"https:\/\/www.bu.edu\/hr\/?page_id=24804"},"modified":"2026-01-21T09:26:25","modified_gmt":"2026-01-21T14:26:25","slug":"chart-your-career-faqs","status":"publish","type":"page","link":"https:\/\/www.bu.edu\/hr\/manager-resources\/chart-your-career\/chart-your-career-faqs\/","title":{"rendered":"Frequently Asked Questions"},"content":{"rendered":"

\"\"
\nPurpose and Philosophy<\/h2>\n

Why is Boston University changing the performance process?<\/h3>
<\/p>\n

This new process replaces an outdated system that no longer serves our evolving needs.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.<\/p>\n

<\/div>\n<\/div>\n\n

Why are we not using ratings?<\/h3>
<\/p>\n

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.<\/p>\n

<\/div>\n<\/div>\n\n

How is the new process different from a numerical value rating scale?<\/h3>
<\/p>\n

In the new process, we measure employee success using two criteria:<\/p>\n

    \n
  1. Outcomes and Results achieved<\/li>\n
  2. Core Competency Behaviors demonstrated.<\/li>\n<\/ol>\n

    Both criteria are incorporated in a cumulative review that informs an employee\u2019s development and career path at BU.<\/p>\n

    <\/div>\n<\/div>\n\n

    What is the new criterion for evaluating performance?<\/h3>
    <\/p>\n

    In the new process, employees will be measured using two criteria:<\/p>\n

      \n
    1. Outcomes and Results, or “what” we accomplish<\/li>\n
    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<\/span><\/a>.<\/li>\n<\/ol>\n

      <\/div>\n<\/div>\n\n

      Will we use the performance factors in the current form?<\/h3>
      <\/p>\n

      No, the updated process does not include performance factors. Instead, evaluations are based on two criteria:<\/p>\n

        \n
      1. Outcomes and Results<\/li>\n
      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.<\/li>\n<\/ol>\n

        <\/div>\n<\/div>\n\n

        Why do we need both Core Competencies and Shared Values? What is the difference?<\/h3>
        \n

        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.<\/p>\n\n\n\n\n\n\n\n
        \u00a0<\/em><\/td>\nCore Competencies<\/em><\/strong><\/td>\nLiving Our Values<\/em><\/strong><\/td>\n<\/tr>\n
        List of values and competencies:<\/em><\/td>\nCommunication<\/p>\n

        Teamwork\/Collaboration<\/strong><\/p>\n

        Customer Service<\/p>\n

        Accountability<\/p>\n

        Learning<\/strong><\/p>\n

        Problem Solving<\/p>\n

        \u00a0<\/em><\/td>\n

        		Integrity<\/p>\n

        Inclusion<\/p>\n

        Community<\/p>\n

        Collaboration<\/strong><\/p>\n

        Excellence<\/p>\n

        Learning<\/strong><\/p>\n

        Service<\/p>\n

        Global<\/td>\n<\/tr>\n

        Audiences: <\/em><\/td>\nNREP staff, managers, and faculty managers<\/em><\/td>\nAll members of the BU community<\/em><\/td>\n<\/tr>\n
        Primary purpose:<\/em><\/td>\nAligned with behaviors necessary for thriving work environments<\/em><\/td>\nShared<\/em> values that govern how we work together, our strategies, policies, and processes<\/em><\/td>\n<\/tr>\n
        Core competencies are enablers to help employees live BU\u2019s shared values.<\/em><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

        <\/div>\n<\/div>\n\u00a0<\/span><\/h2>\n

        <\/span>Growth, Development, and Career Mobility<\/h2>\n

        What is next for employees who demonstrate competency behaviors beyond the core expectation and achieve exceeding results?<\/h3>
        <\/p>\n

        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.<\/p>\n

        <\/div>\n<\/div>\n\n

        Does the framework support internal mobility and breaking down silos at BU?<\/h3>
        <\/p>\n

        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.<\/p>\n

        <\/div>\n<\/div>\n\n

        Can the framework identify learning and development needs?<\/h3>
        <\/p>\n

        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.<\/p>\n

        <\/div>\n<\/div>\n\n

        How can I proactively use the core competency framework for professional development and learning, other than during annual performance reviews?<\/h3>
        \n

        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<\/strong><\/em> guide<\/span><\/a>, 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<\/span><\/a> for assistance in finding the right training.<\/p>\n

        <\/div>\n<\/div>\n<\/h2>\n

        <\/h2>\n

        <\/h2>\n

        <\/h2>\n

        <\/h2>\n

        <\/h2>\n

        <\/h2>\n

        Performance Reviews and Merit<\/h2>\n

        Who will use the new process?<\/h3>
        <\/p>\n

        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.<\/p>\n

        <\/div>\n<\/div>\n\n

        How do I use this framework to assess employee performance?<\/h3>
        <\/p>\n

        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<\/span><\/a>, we will offer a variety of ways to learn and practice the new process for managers, staff, and administrators.<\/p>\n

        <\/div>\n<\/div>\n\n

        Will the new process affect how merit increases are determined in the future?<\/h3>
        <\/p>\n

        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\u2019s review being used to inform decisions related to rewards and recognition.<\/p>\n

        <\/div>\n<\/div>\n\n

        How will the process be used during performance reviews?<\/h3>
        <\/p>\n

        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.<\/p>\n

        <\/div>\n<\/div>\n\n

        <\/h2>\n

        <\/h2>\n

        <\/h2>\n

        <\/h2>\n

        <\/h2>\n

        Implementation and Support<\/h2>\n

        Will managers and staff receive training to understand how to utilize and implement the process in their daily work?<\/h3>
        <\/p>\n

        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.<\/p>\n

        <\/div>\n<\/div>\n\n

        What support is available to help me assess where I am?<\/h3>
        <\/p>\n

        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.<\/p>\n

        <\/div>\n<\/div>\n\n

        Will the new process replace job descriptions or evaluation forms?<\/h3>
        <\/p>\n

        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.<\/p>\n

        <\/div>\n<\/div>\n\n

        How will the process be updated over time?<\/h3>
        <\/p>\n

        BU will review and refine it periodically based on feedback, organizational needs, and best practices.<\/p>\n

        <\/div>\n<\/div>\n\n

        What if I disagree with my manager\u2019s interpretation of my performance?<\/h3>
        <\/p>\n

        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\u2019s 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)<\/span><\/a> for support.<\/p>\n

        <\/div>\n<\/div>\n\n

        Who can I talk to if I have questions about Chart Your Career?<\/h3>
        <\/p>\n

        A member of the OD&L team is available to assist you every Friday from 12:00-12:45 pm via Zoom (use this link<\/a>). These sessions are open to all managers, staff, and administrators. No registration is required; you are welcome to join as your schedule permits and as questions or curiosities about the new process arise.<\/p>\n

        Office hours can help you:<\/p>\n