Staff Performance Evaluation Process

Transcription

1 Staff Performance Evaluation Process 2019

2 Introductions & Housekeeping Name? Position? How long at NKU? How long as manager at NKU? Have you been a manager at a previous employer and done performance evaluations there?

3 Philosophy The University is committed to continuous, measurable improvement in all of its endeavors. Every employee is essential to this commitment and must be part of the process. The individual performance review and goal setting must be linked to institutional and unit planning processes. The performance review and goal setting process provides the opportunity for goal setting, selfassessment and professional development planning as well as recognition of meritorious service.

4 Two Part Performance Review Process 1. Review Process 2. Goal Setting

5 Review Process Evaluate performance against the defined job responsibilities. Measure performance against goals agreed upon by the employee and supervisor at the beginning of the year. Reflect on accomplishments and how they were achieved. Consider employee s interaction with the entire University Community as well as the community-atlarge. Identify specific employee needs with suggestions and opportunity to improve. Ongoing dialogue to ensure mutual understanding of continuing progress.

6 Goal Setting Objectives agreed upon by employee and supervisor for coming year. Individual goals and objectives must be developed within the context of the unit s goals and objectives.

7 SMART Objectives Specific Measurable Achievable Results-focused Time-bound

8 Objective Example Objective: Develop a new filing system. Standard: By Oct 1, 2014, develop a user-friendly filing system that can be implemented in no more than two weeks. Users will be able to find documents the first time they look, 98% of the time.

9 The Performance Evaluation Process

10 Preparing for the Meeting Involve the employee Agree on a time and place in advance Ask the employee to prepare a self-evaluation Gather data Job description Past performance data Training records

11 Conducting the Evaluation Meeting Put the employee at ease State the purpose of the discussion and the advantages of the evaluation system Build on the employee s strengths Listen to the employee Compare performance to standards Assign performance ratings Develop an overall rating Agree on mutual objectives for the next year No surprises Close the discussion

12 Following Up Evaluate employees in their environment Communicate positive feedback regularly Coaching is the key

13 Rating Scale Unsatisfactory = Employee did not meet any performance expectations Needs Improvement = Employee did not meet some performance expectations Meets Expectations = Employee met performance expectations

14 Rating Scale Above Expectations = Employee met and occasionally exceeded performance expectations Exceptional = Employee consistently exceeded all performance expectations throughout the year Not Applicable = Does not apply to employee s current position

15 Sections of New Performance Review Form Overall Performance Rating Criteria Questions for discussion Goals

16 Excellence Understands all requirements of the job and demonstrates the functional and technical skills to perform duties and responsibilities. Proficient with all computer based systems pertaining to the job, such as SAP. Applies prior knowledge or experience to new assignments. Actions are consistently well-considered, taking into account all relevant information and departmental guidelines; accuracy levels consistently meet or exceed department standards or expectations.

17 Integrity Engages in honest, fair, and ethical behavior. Ensures that goals and priorities of NKU are at the heart of every decision and action. Effectively manages time to accomplish goals and meet deadlines. Works well within schedules and deadlines. Establishes priorities and sets goals. Gathers and considers appropriate data before finalizing decision. Identifies viable alternative solutions and evaluates pros and cons of each. Adapts to changing priorities, procedures, and assignments.

18 Inclusiveness Embraces diversity, and global awareness in all dimensions of work. Demonstrates a willingness to help others in a positive, courteous, and professional manner at all times. Encourages and supports collaboration. Responds to others needs and requests in a timely manner. Recognizes others for accomplishments. Can skillfully compromise. Is tolerant of personal differences. Quickly assimilates and applies new job-related information.

19 Collegiality Makes customer service a priority on a consistent basis. Clearly and concisely presents and expresses information verbally. Demonstrates active listening skills. Demonstrates effective business writing skills.

20 Innovation Motivates self to complete responsibilities. Demonstrates appropriate follow through on assigned activities. Initiates actions and/or suggests ideas to support mission of department / university as appropriate. Strives to expand personal and professional capabilities by using external sources such as college courses, technical journals, and training opportunities.

21 Steps 1. Self evaluation 2. Supervisor evaluation 3. Meeting to Discuss 4. Employee review time and follow-up 5. Department Head signature (input? If so, precedes #4) 6. VP review (input? If so, precedes #4) 7. Must be received in HR by 4/5/19

22 Worth repeating Must be received in Human Resources by: Evaluation Timeframe: March 2018 through March 2019

23 Next Steps Prior to the end of the FY, usually in May, the Vice Presidents will get information on the merit pool. The Department Heads will ask for a recommendation from the Supervisor.

24 Supervisor recommendations The recommendations should be based on the recently completed evaluation process.

25 Employees notified The Vice Presidents will send a letter to each employee informing them of their merit increase.

26 Review Process Feedback 2018 Why NKU evaluates Who should be evaluated Evaluation time-frame To what end (linked to pay?) Is there a similar process for faculty?