Non-Represented Employee Performance Engagement

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What You Need to Know

The performance engagement process at Sandia is designed to engage you in actively enhancing your performance, whether it is to improve current performance or prepare for future positions. The process enables an ongoing conversation about performance and development between you and your manager.

Your annual performance assessment also influences your compensation results.

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New Performance Engagement System

The goal of the new system is to better enable high performing employees and teams by providing clear expectations and accountability, more frequent recognition clearly tied to achievements and ongoing feedback, coaching and development.

The new performance engagement system is designed to foster consistency and transparency and provide a clearer delineation of success and opportunities for enhanced performance. The new system will reduce complexity, improve the value of performance conversations and enable more collaboration for growth and success.

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What Has Changed

  • 9-Block replaced with ratingless model that assesses performance against the degree to which you meet the Dimensions of Performance.
  • Sandia Standard Goal and additional goals replaced by four types of goals: essential, team, stretch and manager using the SMART approach to generate and align goals. Employees must have at least one essential goal and one team goal. Managers will be assigned a manager goal flowed down from their management chain.
  • Mid-Year Performance Reviews are replaced with two quarterly check-ins intended to be more conversational and development-focused, and less administrative.
  • Feedback will be open year-round, and feedback questions will change to provide more valuable responses.
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How Your Performance is Assessed: Dimensions of Performance

You and your manager will evaluate your performance against Dimensions of Performance. The dimensions are consistent drivers of organizational success and employee development. Each dimension has a description of top performance; ​this level of excellence is the high bar to which each employee is measured consistently.

Only the highest performers will achieve the Dimensions of Performance to the fullest degree.  Most employees will fall along a continuum—demonstrating some of the dimensions to a high degree of variability and others to a lower degree. Managers will differentiate performance by describing the degree to which an employee demonstrates each dimension. This system allows managers to lead clear conversations on what each employee is doing well and areas in which they can improve.

  • Contributes by identifying future opportunities for self and others
  • Brings others along to surpass goal achievement
  • Makes significant contributions for annual or multi-year goals within or above the typical sphere of influence for job and level

  • Act courageously to discover and convey the truth to achieve the mission today and into the future
  • Connect to succeed with others leveraging diverse perspectives guided by shared purpose to succeed collaboratively
  • Serves the Nation with purpose, passion, tenacity, and creativity

  • Inherent in the way employee approaches their work
  • Demonstrates an active search for innovation, taking intelligent risks and learning from failure, that leads to enhanced solutions, better practices, or deepened domain knowledge
  • Challenges the status quo by engaging, where appropriate, when improvements can be made
  • Engages with others to develop and support the solutions

  • Is sought out by others for collaboration and subject matter expertise
  • Consistently enhances the performance of those around them
  • Brings diverse perspectives together to solve problems, integrate ideas, or improve and workstreams
  • Demonstrates commitment to developing trust and transparency across teams
  • Influences productive outcomes by working across organizational boundaries

  • Does not hesitate to step into ambiguous, complex, or high-profile projects or roles
  • Takes ownership of decisions made in ambiguity
  • Prioritizes the development of self and others
  • Serves as a trusted source for organizational change through community-building, championing, and providing support
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Key Dates

The dates below align to the corporate performance management calendar. Your Division’s dates may vary; talk to your manager and HRBP about specific deadlines.

Goal Generation and Alignment

  • Nov. 15: ePerformance goes live
  • Nov. 15-Dec. 22: Enter performance goals into ePerformance

Performance Check-ins     

  • Jan. 2-March 29: Q2 Performance Check-ins
  • April 1-June 30: Q3 Performance Check-ins

Annual Summations (mid-August – Oct. 4)

  • mid-August to late September: Write Annual Summations
  • Oct. 4: Annual Summation document complete

*New employees hired Aug. 30 or after will not receive a Performance document

For managers: FY24 Non-Represented Performance Timeline

See Compensation Review for key dates related to this process.

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Goal Generation and Alignment

We start the performance engagement process by generating goals for the year. Having well defined goals helps you understand your purpose and how you can make a positive impact in your role. Your goals will help you and your manager establish expectations and think ahead about how your work will contribute to Sandia’s results and to your team’s contributions.

We encourage you to consider what you’ll focus on, how you’ll work, and where you might stretch, develop, and grow. With manager approval, your goals can be continuously updated and/or closed as you progress through the year.

Using the SMART format, you are required to develop at least one essential goal and one team goal. We also encourage you to create a stretch goal.

Your goals should directly or indirectly link to Labs Strategy and Objectives and your organization’s specific programs, milestones, and priorities.​

Four types of goals:

1.  Essential goals illustrate direct or indirect linkage to Organizational Goals, establish key priorities, and define expectations.

2.  Team goals are performance objectives that require the collaboration of team members to accomplish.

3.  Stretch goals are encouraged, but not required. They are purposefully ambitious goals that challenge employees to step outside of their comfort zones.

4.  Manager Goals are flowed down from Senior leadership to managers.

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Resources/Training for Goal Generation and Alignment

Performance Engagement Learning Journey

Manager Office Hours: Tuesdays/Thursdays, 11-11:30 a.m. MST via Teams

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Feedback

At any time after goal setting phase, employees can submit or request feedback for the purposes of continuous improvement. We recommend requesting feedback during the year as you finish projects so your beneficiaries’ memory is fresh.

There are multiple ways to request feedback, see this guidance to consider how to obtain meaningful information.

Prepare for check-ins by requesting feedback beforehand. ​Feedback received by the manager will be shared during check-in conversations with the focus on celebrating positive feedback or “unpacking” constructive feedback.

Performance Check-ins

You and your manager will have a performance check-in during Q2 (January-March) and Q3 (April-June) to discuss progress to date and performance expectations leading up to the next check-in or annual summation.​ These conversations should focus on development, not assessment. Discussion should concentrate on how you are working toward your goals and priorities and what can be enhanced.​

Check-in conversations should include a two-way GOOD conversation on progress towards Goals and Obstacles faced and Opportunities to enhance performance, build skills or gain new experiences. Your manager will document Decisions made and key points discussed in ePerformance.

You and your manager will review and reevaulate your goals to determine if they should be added to, revised or marked complete.

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Resources/Training for Performance Check-ins

Performance Engagement Learning Journey

Visit the Career Development Office for more career development information, tools and resources.

ePerformance guides

Precipio courses

See course descriptions here>>

Books & Articles

See course descriptions here>>

Manager Office Hours: Tuesdays and Thursdays, from Tuesday, Jan. 16 to Thursday, March 28, 11-11:30 a.m. MST, via Teams.

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Annual Summations

At year-end, you will write a summary highlighting your performance for the year and how you demonstrated the Dimensions of Performance. Thought questions can be useful in helping you reflect on your performance and write your performance summary.

Your manager will write a summation in response to your self-assessment providing additional content, context and an assessment. This summation of your performance will include a description of what changed as a result of your goal achievements and the degree to which you demonstrated the dimensions of performance.  The degree to which you demonstrate the dimensions is determined via variabilities of performance related to consistency, quality of work, decision making, problem solving, and communication.

Beneficiaries of your progress towards goals will provide feeback that will be factored into your manager’s summation of your performance.

Annual Summations are employee-centric, transparent, non-competitive, both backward and forward-looking and a dialogue between the manager and employee. ​

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Resources/Training for Annual Summations

Performance Engagement Learning Journey

Books & Articles

  • Improve Competency in Coaching for High Performance (PERF202)

Manager Office Hours: TBD

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Here for your “eureka” moment

Grow your career with Sandia’s many learning and development opportunities.

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Questions or Feedback?

If you have questions or feedback about the new performance engagement process, please reach out to the performance team at perfmngt@sandia.gov.

View FAQ >>

We’re adding to the FAQ as we receive questions.

Using SMART Methodology to Create Goals

The acronym “SMART” represents the following areas of focus for a performance goal:

  • Specific – The goal is clearly stated, targets a single key result, and answers the what, why, and how.
  • Measurable – The goal should include specific metrics for quantity, quality, timeliness, and/or cost that can be objectively measured.
  • Attainable – The goal should stretch you slightly so you feel challenged, but it is defined well enough to be achievable.
  • Relevant – The goal should link to Sandia’s vision, mission, and values.
  • Time-Specific – The goal should include a realistic completion date.