NEW Performance Management Software

Perform is live and available for use beginning September 1st, 2021, and use of the new system will be required for all 2022 performance evaluations. The Perform management team will be available through the remainder of 2021 to help assist departments as they migrate to the new system. Please reach out to the team with any questions.

The timeline below is automatically set on the County standard evaluation. We recommend you review these dates and generate Google calendar reminders if necessary.

Evaluation Timeline
  • 45 days before evaluation is due, the evaluation is automatically generated and the supervisor will be notified via email.
    • Log in to NEOGOV
    • Add or edit current goals to begin the evaluation process
    • Start the evaluation
      • 360 evaluations should be launched, if applicable, with a due date the supervisor sets when initiating the 360’s.
  • 20 days before the evaluation due date, the employee's self review is due.
  • 15 days before the evaluation due date, the supervisor's ratings on the evaluation are due.
  • 4 days before the evaluation due date, the employee's second level supervisor's review, approval, and signature of the evaluation is due.
    • If evaluation has a “Below Expectations” rating, it will automatically be routed to the HR Generalist for review before it can be presented to the employee.
  • 2 days before the evaluation is due, the supervisor will meet with the employee to discuss the review. If the supervisor would like the employee to review the evaluation prior to this meeting, the evaluation must be approved and signed prior to this meeting.
  • 1 day before the evaluation is due, the supervisor will approve and sign the evaluation.  
  • 0 days before the evaluation is due, the employee will sign off on the evaluation.

Year-Round Performance Management (Supervisors)

  • Meet with your employees one-on-one regularly (may need to consider a higher frequency with new employees, and lower frequency with seasoned employees).
  • Utilize the Journal function in NEOGOV throughout the year, and encourage your employees to do the same. These can be added directly into the evaluation with one click.
  • Plan your time accordingly using HR’s recommended timeline listed above.
  • Schedule enough time for the meeting and presenting the evaluation. Don't rush.
  • You will receive a notice 45 days before your employee’s evaluation is due.  If you would like to have additional notice, please request a list of when all your employees' performance evaluations are due from your department's payroll rep or HR Generalist.
  • Decide if you will provide a copy of the evaluation to the employee before delivery. Keep in mind your individual employees and how they may respond.
  • You must use the County Performance Evaluation Form unless you have a department specific form previously approved by HR.
  • Encourage  your employee to complete a self-evaluation.
  • Consider collecting 360 feedback from peers and coworkers. Contact your HR Generalist for options.
  • Merits are processed automatically by payroll on a bi-weekly basis.  Ensure you are leaving enough time to prepare the evaluation and notify your generalist if the employee does not qualify for a merit increase based on performance.

Demonstrates expected performance inconsistently. Performance failed to meet expectations in one or more essential areas of responsibility. Achieves some, but not all priority goals. Knowledge, skills, and/or abilities have not been demonstrated at appropriate levels. A performance improvement plan (PIP) may be considered as a way to monitor performance improvement. Please contact and work with your HR Generalist on the PIP.

  • Requires close supervision to achieve some work responsibilities.
  • Inconsistently contributes to solving problems.
  • Occasionally looks for reasons why work or goals cannot be accomplished, rather than looking for ways to complete the work.
  • Inconsistently demonstrates exceptional customer service.
  • Occasionally has difficulty managing multiple priorities.
  • Occasionally has difficulty handling change and may reject ideas without due consideration.
  • Not always open to constructive feedback, and at times may place blame elsewhere.
  • Infrequently receives positive feedback from customers and colleagues.
  • Occasionally has difficulty maintaining a positive and professional manner, including when under pressure or in stressful situations.
  • Substandard
  • Below par
  • Inferior
  • Below average
  • Imperfect
  • Poor
  • Unfit
  • Unacceptable
  • Lacking

Consistently demonstrates effective performance. Consistently meets and occasionally exceeds goals and expectations. Performance is reflective of a fully qualified and experienced individual in this position. Viewed as someone who gets the job done and effectively prioritizes work. Contributes to the overall objectives of the department and/or organization.

  • Identifies problems and frequently presents viable solutions to problems. (May require some coaching to determine the appropriate solution and the plan to execute the solution.)
  • Often demonstrates a willingness to complete work that may be out of the scope of their regular responsibilities.
  • Consistently demonstrates exceptional customer service.
  • Is able to handle multiple priorities.
  • Is open to implementing process improvements and often suggests process improvements and development opportunities for him/herself, the team, and the department.
  • Is open to change and maintains a positive attitude throughout the change.
  • Openly receives constructive feedback and opportunity for improvement and development.
  • Consistently receives positive feedback from customers and colleagues.
  • Often demonstrates leadership among peers and colleagues.
  • Maintains a positive and professional manner when under pressure or in stressful situations.
  • Reliable
  • Consistent
  • Steady
  • Go to
  • Confident
  • Intentional
  • Trustworthy
  • Collaborative
  • Team player
  • Rising star
  • Responsible

Contributions have tremendous and consistent positive impact and value to the department and to the organization. May be unique, often one-time achievements that measurably  improve progress toward organizational goals. Easily recognized as a top performer compared to peers. Viewed as an excellent resource for providing training, guidance, and support to others. Demonstrates high level capabilities and proactively takes on higher levels of responsibility. Consistently demonstrates high levels of effort, effectiveness, and judgment with limited or no supervision. Achieves valuable accomplishments in several critical areas of the job.

  • Consistently presents viable solutions to problems and the plan to execute the solutions.
  • Routinely demonstrates a willingness to complete work that may be out of scope of their regular responsibilities.
  • Consistently volunteers to take on new tasks and/or initiatives and sees through to completion without the need for direction and with little to no coaching.
  • Effectively handles multiple priorities.
  • Consistently looks for process improvements and development opportunities for him/herself, the team, and the department.
  • Consistently demonstrates exceptional customer service.
  • Is always willing to lead change, and help others through change.
  • Consistently seeks out constructive feedback and opportunity for improvement and development.
  • Consistently demonstrates leadership among peers and colleagues.
  • Consistently maintains a positive and professional manner when under pressure, or in stressful situations.
  • Top of the curve
  • Outstanding
  • Top performer
  • Excellence
  • Star
  • Highly Responsible
  • Resourceful
  • People go to them for answers
  • Independent
  • Highly trusted
  • Innovative, continuous improvement
  • Best of the best
  • Outdoes others
  • Outshines

Set SMART goals with your employees during their performance evaluation.

    Define the goal as much as possible with no unclear language. Who is involved? What do I want to accomplish? When will it be done? Why am I doing this? What requirements do I have?
    Can you track the progress and measure the outcome? How much? How many? How will I know when my goal is accomplished?
    Is the goal reasonable enough to be accomplished? How so? Make sure the goal is not out of reach, or below standard performance.
    Is the goal worthwhile and will it meet your needs? Is each goal consistent with the other goals you have established, and fit with your immediate and long-term plans?
    Your objective should include a time limit. (Complete this step by month/day/year.) It will establish a sense of urgency and prompt you to have better time management.
  • Feedback provided in the evaluation should only be reflective of performance during the date range associated with the current evaluation.
  • Be specific with your examples - provide facts, not opinions.
  • Describe the impact and possible consequences (operations, customer, coworkers, etc.) of the behavior or action - positive or negative.
  • Be clear and objective.  Define expectations and include specific timeframes. 
  • Direct, honest, straightforward communication is best. Sidestepping the truth doesn’t allow the employee the opportunity to improve and can make supervision more difficult.
  • All feedback provided in the evaluation should be previously discussed with the employee.
  • Make sure your comments match your ratings.
  • If the overall rating is below expectations, the evaluation will automatically be routed to your HR Generalist to review before it can be sent to the employee.
  • If delivering in the office, meet in a quiet, confidential location.  Another option is going to lunch or coffee.
  • Consider writing a personalized thank you note to the employee.
  • Start the conversation by acknowledging the employee’s contributions over the evaluation timeline. 
  • Empathize, don’t sympathize.  If you would like to discuss delivering a difficult evaluation, contact your HR Generalist.
  • Take time to celebrate.    
  • Allow time for the employee to process the feedback and to ask questions.
  • Be prepared to continue the conversation at another time if needed
  • If you have not already done so, sign the evaluation in NEOGOV. The system will release the evaluation to the employee to electronically sign.  Once it’s finalized, provide a copy to your payroll rep to enter into UKG.


  1. Please use this email address ( get help with NeoGov Perform.

  2. All training materials are located above, under the Resources/Tutorials tab.

  3. Perform is available through Okta:

    Direct link:

  4. No, employee self evaluations are optional and not required.

  5. Evaluations are downloaded from Perform and uploaded into your UKG employee file by your department’s payroll representative. UKG is the book of record for all employee evaluations.

  6. You can view a completed standard evaluation by clicking here. You will also see completed on evaluations on your dashboard under ‘My Evaluations’.

  7. Yes, there is a 360 survey available. Supervisors can opt to send out one 360 survey before doing ratings. The 360 survey can be sent out to as many individuals as desired (both Larimer County employees and external partners), but this can only be sent out one time.

  8. How do Employee’s future goals and Supervisor’s goals interact?
    These do not directly interact, both are tracked and recorded in NeoGov. The intent is for the Supervisor to discuss goals with their Employee and collaborate on the future goals. The Supervisor’s goals are pulled into the final section of the employee’s evaluation for the upcoming year. 

    Will Future Goals that I list this year show up in my 2nd year evaluation?
    Yes, the Goals will carry forward. Perform will pull in the employee’s Future Goals as Current Goals for the following year.

  9. The Critical Characteristics are from the county Strategic Plan Goal 3, Objective 2 are used to measure employee adaptability, inclusivity, and collaboration. Supervisor comments are not required for these questions, only ratings are required.

  10. Filling out an evaluation needs to be done on a computer workstation for the best and most comfortable formatting. This will also allow you to see all of the questions, job description, etc. as expected.

    You can use mobile devices (phones and tablets) for signing off on an evaluation only. Please keep the mobile device in mobile device mode for the best experience.

    • If employees are expected to sign off on their evaluations using a mobile device, they will need to review the evaluation prior with their supervisor. The mobile devices have the evaluation content available, but it is not easy to navigate to see all of the information when using a phone or tablet.
    • Tablets are recommended over phones due to the better webpage and evaluation formatting on the device.

Human Resources Department

HOURS: Monday - Friday, 8:00am-4:30pm

200 West Oak, Suite 3200, Fort Collins, CO 80521
PO Box 1190, Fort Collins, CO 80522
PHONE: (970) 498-5970 | FAX: (970) 498-5980
Email Human Resources