TIM MCFARLINGASSOCIATE VICE PRESIDENT, HUMAN RESOURCES
Administrative Faculty Evaluation Workshop 2014
Learning Objectives
This workshop will:• Emphasize the importance of creating alignment
between the employee, manager and organization• Provide tips and suggestions for self-evaluation • Review the Competencies for Success used in
evaluation• Demonstrate the use of IPO’s (Individual
Performance Objectives) • Share ideas for employee engagement and
recognition• Review evaluation process, ratings, dates and merit
What is Wrong With Performance Evaluation?
Employees Dislikes Rigid Not Relevant Judgmental
Supervisors Dislikes Rigid “The Form” Time Intensive Possible Confrontation/Disagreement
Why bother to evaluate?
Feedback is essential for employees Some is better than none
Employees need to be heard Create alignment between Employee - Manager -
Organization Set expectations Higher productivity Keep communication lines open
Creating Alignment
Employee responsibilities aligned with unit?Employee responsibilities aligned with
institution?Requires dialogueRequires direction
Self Evaluation
Answer Four Questions1. What did I accomplish this year?2. What would I have liked to accomplish but
didn’t?3. What did I learn about myself/the
organization?4. What are my personal/professional
development goals?
These questions are considered in the context of
1. What did I accomplish this year?
2. What would I have liked to accomplish but didn’t?
3. What did I learn about myself/the organization?
4. What are my personal/professional development goals?
Job Responsibilities (PDQ)
Goals or IPO’s for 2014
CompetenciesUnexpected Events
Personal Development
Self-Evaluation Tips
Expectations – Manager and Employee Format; Length; Content
Sources for Self-evaluation Goals (IPO’s); calendar, project list, data
Self-reflection Successes, Failures, Missed Opportunities
Competencies
Competencies for Success
Analytical
Thinking
Adaptability
Communication
Diversity
&
Inclusion
Financial
Responsibility
Human Resource
Responsibility
Leadership
Teamwork
Functional Knowledge
Serving Constituents
Resource
Responsibility
Individual Manager
Performs duties in a manner that optimizes financial resources.
Continually evaluates and recommends operations to control costs and reduce expenditures.
Seeks collaborative opportunities to maximize efficiencies.
• Continually evaluates and recommends operations to control costs and reduce expenditures.
• Seeks collaborative opportunities to maximize efficiencies.
• Manages budget for optimal use of financial resources.
• Controls operating costs.• Ensures that unit adheres to
all fiscal policies and procedures.
Financial
Individual Manager
Follows established policies and procedures.
Seeks development opportunities to improve personal performance.
Provides relevant input to the policy development process.
Supports a safe and harassment free environment by practicing behaviors that are respectful of all individuals.
• Seeks development opportunities to improve personal performance.
• Provides relevant input to the policy development process.
• Manages people to achieve unit and university goals.
• Clearly communicates direction and goals.
• Models, understands and enforces personnel policies affecting unit/division.
• Fosters a climate of employee development.
• Ensures a safe and harassment free work place.
• Provides constructive feedback to employees.
• Treats employees in a fair and consistent manner.
Human Resources
Evaluation and PDQ’s. . . Who needs more paperwork?
Performance ManagementEvaluation should include feedback on job
responsibilities – guides performanceUpdate PDQ as part of evaluation process
Ratings
• Excellent: Met the requirements for ‘Commendable’ plus: significantly surpasses expectations in all aspects of position/responsibilities. Demonstrates highest knowledge and skills.
• Commendable: Met the requirements for ‘Satisfactory’ plus: Successfully met, and in some areas, significantly exceeded established goals and objectives.
• Satisfactory: Met the established goals and objectives for the evaluation period; in a few instances, may have missed some and exceeded others, but on balance performs competently.
• Unsatisfactory: Did not meet established goals and objectives for the evaluation period; has not performed competently or consistently; experienced productivity and competence in one or more categories that were applicable.
IPO’s (Individual Performance Objectives)
IPO’s Action Plan
Target Date
Measurement
CompletionDate
Objective: Improve retention and decrease start up time for new hires.
*Map process and make improvements*Continued enhancements to faculty orientation
April 1, 2014
September 1, 2014
Three month follow-up survey for employee satisfaction
Relevance to University and/or Department’s Strategic PlanThis objective is in alignment with the on-boarding strategic plan of Faculty Human Resources.
Relevance to PDQ:This IPO is relevant to the major responsibility of my position – “design, delivery and evaluation of learning opportunities.” Included in this responsibility is the charge of evaluating “training programs and make improvements or adjustments as needed.”
Development Plan
Evaluation Should be Forward Looking
Identify Personal and Professional Growth Opportunities
Link to IPO’s and Department Objectives
Managing Your BossManaging Your Employee
CommunicationAre we aligned?Does my boss manage me. . . or do I
manage my boss? – (How do I get what I need [and maybe what I want])?
Merit – Proposed Plan
2008 2009 2010 2013
2014 Merit
.25 .25 .25 .25 1.0
Scores 2 3 2 1
.5 .75 .5 .25 2
2011 2012 2014
2015 Merit
.25 .25 .50 1.0
Scores 0 2 4
0 .5 2 2.5
JULY 1, 20152.5 MERIT STEPS X $715 = $1,787.50
Show me the Money!
Successful Recognition
People drive business; emotions drive people
Validation increases engagement The most powerful validation= recognizing
progress toward a meaningful goal
Good leaders connect emotionally with employees and boost engagement
Recognition
-Thanks for getting the project done- Proud to work with you- Where are you on the …..? - My boss asked about project X- I appreciate the effort you put in on …..- I heard from Bob about the great job you did.
Keep the recognition fresh and unexpected!
“THE FORM” & “THE PROCESS”
1. Faculty member completes self-evaluation.
2. Supervisor completes evaluation and signs the cover page.
3. Employee signs cover page upon receipt of evaluation from supervisor. A copy of the evaluation is kept by the faculty member.
“THE FORM” & “THE PROCESS”
4. The evaluation form is forwarded to upper management for additional signatures.
5. The Dean/VP assigns merit and signs
6. A copy of the cover page with all signatures is given to the employee. If there were changes to the narrative of the evaluation by upper level management, the employee should receive a copy of the updated evaluation.
The “form” does not make the evaluation
Good communication does!
Timeline
ProjectedDue Date Task Responsible
01/30/15
Faculty self evaluations submitted – Individual Unit deadlines may vary All Faculty
2/1 – 3/31/15
Review meetings held with faculty member and chair/supervisor Chairs/Supervisors
03/02/15
CBE opens for changes/updates by divisions/colleges (No changes to account lines After 5/16/2014) Divisions / Colleges
4/15/15
Merit Step Assignment must be entered into the CBE web interface by this date. Divisions / Colleges
4/30/15
COMPLETION OF EVALUATION PROCESS --- Final signed evaluation forms are due to HR Deans/AVPs/Directors
Academic & Administrative FacultyDeadlines for 2014 Evaluation Period
NOTE: Individual departments, colleges and divisions will need to develop an internal timeline to ensure
completion of tasks prior to the April 30, 2015. The dates stated in this timeline represent “due dates” for completion of specified tasks. Tasks can be completed prior to the due date.
Thank you!
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