Performance Management At-A-Glance
|
|
- Hilary Shelton
- 6 years ago
- Views:
Transcription
1 Performance Management At-A-Glance The Annual Performance Management Cycle for the Harvard Longwood Campus coincides with the fiscal year, and consists of three phases Planning/Goal Setting Coaching/Implementing Assessing. Each phase of the cycle includes conversations between managers and staff, as well as documenting in the PeopleSoft eperformance system. The Performance Management timeline is: Planning & Goal Setting July 1st-September 30th Coaching & Implementing October-March Assessing April 1st-May 31st (June 30th for HSDM) On the pages that follow, you will find instructions for all three phases of the Performance Management Cycle, with particular emphasis on the process for documenting goals and assessments using eperformance. To complement these instructions, we provide workshops on goal-setting and year-end assessments. You may enroll in an upcoming workshop by clicking here for staff or here for managers. For the most updated tools and resources, click here. 1 P a g e
2 Phase 1: Planning & Goal Setting (Staff) I m a staff member who wants to document my goals for the current performance cycle, and my department and/or manager uses the eperformance: Standard Form Complete just the first 3 sections of the form in PeopleSoft: PeopleSoft Self-Service; under Performance Management choose My Current Documents. Click on Annual Review. Notify your manager that s/he may now review and Complete the document in eperformance. Summary Form Complete these 3 sections of the WordDoc version of the form: Summary and Exception Form users can find Planning/Goal Setting WordDoc here, under Forms. Notify your manager that s/he may now review and confirm by providing a soft/hard copy. Exception Form Complete these 3 sections of the WordDoc version of the form: Summary and Exception Form users can find Planning/Goal Setting WordDoc here, under Forms. Notify your manager that s/he may now review and confirm by providing a soft/hard copy. 2 P a g e
3 Phase 1: Planning & Goal Setting (Managers) I m a manager who wants to approve goals for my team for the current performance cycle, and my department uses the eperformance: Standard Form Review just the first 3 sections of the form in PeopleSoft: PeopleSoft Manager Self-Service; under Performance Management choose Team Current Documents. Click on Annual Review for each of your direct reports. Click Complete once in the grid listing all team members, and again within the document itself. Summary Form Review these 3 sections of the WordDoc version of the form: Summary and Exception Form users can find Planning/Goal Setting WordDoc here, under Forms. Save this document as you will refer to it during both the Coaching and Assessment phases. Exception Form Review these 3 sections of the WordDoc version of the form: Summary and Exception Form users can find Planning/Goal Setting WordDoc here, under Forms. Save this document as you will refer to it during both the Coaching and Assessment phases. 3 P a g e
4 Phase 2: Coaching & Implementing (Staff & Managers) I m a staff member or manager who wants Schedule a check-in conversation with your manager/direct Goal documents completed in Phase 1. to review progress-to-date on goals report. Review the goals established in July-September. Open-ended questions. established at the beginning of the Discuss goals completed, obstacles encountered, and any Active listening. Performance Management Cycle. necessary adjustments to timelines/scope that may impact the successful completion of the goal. Identify action steps or resources that can positively impact outcomes. Positive problem-solving. 4 P a g e
5 Phase 3: Year-end Assessment (Staff) I m a staff member ready to complete my Self-Evaluation for the current performance cycle, and my department and/or manager uses the eperformance: Standard Form Make sure the goals document is marked complete PeopleSoft Self-Service; under Performance Management Select reviewers for 360 Feedback in PS (Optional) choose My Current Documents. Click on Annual Review. Complete the Self-Evaluation in PS (Optional) Your manager will then be notified to complete the Manager Evaluation and will click Share with Employee Once your manager comments, s/he may now click Share with Employee ; upon review, you may add comments and click Acknowledge to complete the process. Summary Form Your Manager will initiate the Year-end Document in PeopleSoft, commenting on:, Professional Growth & Development Goals, and competencies Complete the Self-Evaluation in PS (Optional) Once your manager comments, s/he may now click Share with Employee ; upon review, you may add comments and click Acknowledge to complete the process. Optional: If you wish to seek feedback from key clients and/or colleagues, discuss potential Reviewers with your manager and complete the Select Reviewers section; your manager will receive the feedback directly and incorporate into his/her overall comments. PeopleSoft Self-Service; under Performance Management choose My Current Documents. Click on Annual Review. Note: 360 feedback is not an option in PeopleSoft eperformance on the Summary Form. 5 P a g e
6 Phase 3: Year-end Assessment (Staff) Exception Form Your Manager will initiate the Year-end Document in PeopleSoft, commenting on:, Professional Growth & Development Goals, and competencies Select reviewers for 360 Feedback in PS (Optional) Complete the Self-Evaluation in PS (Optional) Once your manager comments, s/he may now click Share with Employee ; upon review, you may add comments and click Acknowledge to complete the process. PeopleSoft Self-Service; under Performance Management choose My Current Documents. Click on Annual Review. Optional: If you wish to seek feedback from key clients and/or colleagues, discuss potential Reviewers with your manager and complete the Select Reviewers section; your manager will receive the feedback directly and incorporate into his/her overall comments. 6 P a g e
7 Phase 3: Year-end Assessment (Managers) I m a manager who wants to complete Annual Review documents for each of my direct reports for the current performance cycle, and my department uses the eperformance: Standard Form Review Staff Member s Self-Evaluation in PeopleSoft. Log into PeopleSoft. Choose Manager Self-Service>Performance Complete the Manager s Evaluation in eperformance with the following mind: Mgmt.>Current Team Documents. Click on Annual Review for each direct report. Enter the Overall Rating (see options on p. 9) Optional sections: Select Reviewers Manager Feedback (for anyone with Direct Reports) Discuss your comments with your staff member (you may share the document in the system either before or after your discussion, giving the individual the opportunity to comment). Click Share with Employee in eperformance. Summary Form Review Staff Member s Self-Evaluation in PeopleSoft/ soft copy. Complete the Manager s Evaluation in eperformance with the following mind: Goals Summary Overall Summary and Rating (see options on p.9) Optional: Gather feedback from 3-5 colleagues/clients to inform your overall comments, by phone, , or using the HLC Feedback Tool. Discuss your comments with your staff member. You may upload any accompanying documents as an attachment in PeopleSoft. Click Share with Employee in eperformance. If you wish to seek feedback from key clients and/or colleagues, discuss potential Reviewers with your direct report(s); gather feedback through eperformance using Select Reviewers ; summarize the feedback and incorporate into your overall comments. Log into PeopleSoft. Choose Manager Self-Service>Performance Mgmt.>Current Team Documents. Click on Annual Review for each direct report. Optional: If you wish to seek feedback from key clients and/or colleagues, discuss potential Feedback Providers with your manager; s/he may then enlist the HLC Feedback Tool to request feedback to incorporate into his/her overall comments. Note: 360 feedback is not an option in PeopleSoft eperformance on the Summary Form. 7 P a g e
8 Phase 3: Year-end Assessment (Managers cont d) Exception Form Review Staff Member s Self-Evaluation in PeopleSoft/soft copy. Complete your Overall Summary and assign the Overall Rating (see options on p. 9) Optional: Gather feedback from 3-5 colleagues/clients to inform your overall comments, using PeopleSoft, phone, , or the HLC Feedback Tool. Discuss your comments with your staff member. You may upload any accompanying documents as an attachment in PeopleSoft. Click Share with Employee in eperformance. Log into PeopleSoft. Choose Manager Self-Service>Performance Mgmt.>Current Team Documents. Click on Annual Review for each direct report. If you wish to seek feedback from key clients and/or colleagues, discuss potential Reviewers with your direct report(s); gather feedback through eperformance using Select Reviewers ; summarize the feedback and incorporate into your overall comments; or, you may use the HLC Feedback Tool. 8 P a g e
9 Overall performance rating 5 Leading performance 4 Strong performance 3 Solid performance 2 Building performance 1 Not meeting expectations Definition Contributions have tremendous and consistently positive impact and value to the department and or the organization. May be unique, often one-time achievements that measurably improve progress towards 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 level of performance. Consistently works toward overall objectives of the department and or organization. Viewed as a role model in position. Demonstrates high levels of effort, effectiveness, and judgment with limited or no supervision. Consistently demonstrates effective performance. 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 the organization. Achieves valuable accomplishments in several critical areas of the job. Working toward gaining proficiency. Demonstrates satisfactory performance inconsistently. Achieves some but not all goals and is acquiring necessary knowledge and skills. For new employees: this rating can be used when an employee is still coming up to speed with their job duties as appropriate, based on their tenure in the position. The quality of performance is inadequate and shows little or no improvement. Knowledge, skills, and abilities have not been demonstrated at appropriate levels. Application guidance Reserved for work that is truly extraordinary across the board. It could involve unique, onetime initiatives that required the mastery of different skills and a significant time commitment to skill building and completion of a project or event. This rating also indicates work that had a far-reaching impact in moving the department ahead on a significant goal. Applies to an employee who consistently demonstrates a high level of performance. Throughout the entire performance year, the employee worked above and beyond to successfully achieve goals and they often worked with very limited or no supervision. Describes employees who consistently demonstrate effective performance, who get the job done and effectively prioritize work. Typically the majority of employees will receive an overall rating of 3. Appropriate for employees who are new to their role and are still learning the skills of the position. This rating is also for employees who have an uneven or inconsistent performance. The employee might perform some goals well, but other goals require additional training, coaching, and feedback. Should not come as a surprise to an employee regular performance discussions should have been in place consistently before this point of final assessment. An employee receiving this rating should already be on a Performance Improvement Plan. Speak to your Human Resources department before giving this rating. 9 P a g e
10 Goal rating Definition 3 Met Goal was fully achieved (i.e. on time, on budget). 2 Partially met One or more dimensions of the goal (i.e. on time, on budget, etc.) were not achieved. 1 Needs improvement Most or all dimensions of the goal (i.e. on time, on budget, etc.) were not achieved. 0 Not applicable This goal is no longer applicable. Competency rating Definition 4 Advanced Has broad and deep understanding and skills, with substantial expertise and experience in this area. Can apply this competency regularly and independently and display this competency in complex, varied situations. Role model for this competency. 3 Proficient Has sufficient understanding and experience to operate at a full professional level with this broad range of moderately complex situations. Can generalize basic principles to effectively function in both predicable and new situations. 2 Developing Newly developing in this area; has a general understanding of key principles but limited or no applied experience with this competency. Is capable of using this competency with coaching and support, in simple situations. 1 Does not demonstrate Does not demonstrate this competency at the expected level, even with available assistance or direction from others. 10 P a g e
Performance Management. Office of Human Resources
Performance Management Office of Human Resources Session Agenda Introductions Session Objective Performance Cycle, Timeline, and Process Components of Effective Performance Management Clear Goals Ongoing
More informationView Point Health Basics of Supervision Module 5: Performance Management
View Point Health Basics of Supervision Module 5: Performance Management 1. Basics of Performance Management 2. The Initial Performance Plan 3. The Performance Management Cycle 4. The Position Description
More informationCompleting Your Annual Self-Evaluation for Managers in Performance Central
Performance Central is Vanderbilt University Medical Center s employee evaluation system that focuses on constructive dialogue between supervisors and those reporting to them in order to improve work performance
More information2018 Nomination Guide
2018 Nomination Guide The Models of Excellence Selection Committee depends on the content of the award nominations to make its rating decisions. Therefore, nominations submitted should be as detailed and
More informationAPPENDIX INDIVIDUAL PERFORMANCE AND
From Quality Improvement for Emergency Obstetric Care: Leadership Manual 2003 EngenderHealth APPENDIX INDIVIDUAL PERFORMANCE AND THE QUALITY IMPROVEMENT PROCESS The process described in this manual emphasizes
More informationPerformance Appraisal System
Performance Appraisal System 2017 University of New England Performance Appraisal System Purpose and Philosophy The purpose of the Performance Appraisal System at UNE is to ensure that managers and employees
More informationPerformance Leader Navigator Individual Feedback Report For: Chris Anderson
For: Chris Anderson Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: Self 1 Manager 1 Direct Report 5 Peer 3 Customer 4
More informationUC Core Competency Model
UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication
More informationOnline Performance Reviews with PeopleAdmin
Online Performance Reviews with PeopleAdmin Supervisor Guide This detailed guide is designed to help you, the supervisor, navigate the online Performance Communication Process using PeopleAdmin. Included
More information11/9/12. Competency-Oriented Interviewing. What we ll cover. LACOE Competencies
Competency-Oriented Interviewing PTC/SC- Annual Conference November 2012 Shirley Chang and Chanjira Luu Los Angeles County Office of Education Chang_shirley@lacoe.edu Luu_chanjira@lacoe.edu What we ll
More informationEvalS. Performance Evaluation Management System. Professional Faculty Supervisor Guide to EvalS
EvalS Performance Evaluation Management System Professional Faculty Supervisor Guide to EvalS Professional Faculty Supervisor User s Guide to EvalS Logging on to the EvalS System You will receive an email
More informationCAMPUS ADVANTAGE INC. Job Description. JOB TITLE: Corporate Intern
CAMPUS ADVANTAGE INC. Job Description JOB TITLE: Corporate Intern Reports To: Director of Employee Engagement & Training Prepared by: ADP TotalSource January 30, 2016 SUMMARY This position is primarily
More informationAmeriCorps*VISTA Selection & Placement
AmeriCorps*VISTA Selection & Placement EVALUATING AND SELECTING APPLICANTS Evaluation and selection of applicants is the final stage of the recruitment process. By carefully evaluating applications and
More informationCOMMUNITY ACTION PLANNING COUNCIL
COMMUNITY ACTION PLANNING COUNCIL INSTRUCTIONS FOR PREPARING AND CONDUCTING EMPLOYEE PERFORMANCE EVALUATIONS It is the policy of Community Action to conduct a formal performance evaluation with all parttime
More information2017 PMF Application Guide
10 general steps that you should follow as you prepare, work on, and complete the PMF application The timeline for this cycle is as follows: Friday, November 18, 2016 Application for the PMF Class of 2017
More informationPerformance Planning and Development Annual Review Form
Use the tab key to move the cursor to gray areas and tables will automatically expand as information is entered. To access this form electronically, go to: http://www.hr.wayne.edu/appraisals/. Employee
More informationPosition Description - SUPPORT COORDINATOR (Level 5) Leisure Networks Association Inc. - Connecting people to their communities
Position Description - SUPPORT COORDINATOR (Level 5) Leisure Networks Association Inc. - Connecting people to their communities THE POSITION Position Title: Support Coordinator (Level 5) Reports to: Team
More informationApplying for membership
Applying for membership ASSESSMENT OF PRACTICAL EXPERIENCE Updated Practical Experience Requirements (PER) from 1 February 2016 Contents Introduction 1 CGMA Competency Framework 2 CGMA Competency Framework
More informationStrategic Planning Process
Process Oklahoma Baptist University Continuous Quality Enhancement Institutional Effectiveness Spence Spencer, AVP for IE 2017-2018 1 Table of Contents Purpose... 2 Introduction... 2 University Planning
More informationJohnson County Community College. Faculty Mentoring Handbook
Johnson County Community College Faculty Mentoring Handbook 1 Faculty Mentoring The purpose of faculty mentoring is to foster cooperation leading to excellence of all newly hired full-time faculty members
More informationPERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMENT DEPARTMENT OF TRAINING HUMAN RESOURCES MANUAL SUPERVISOR 2015 Contents Performance Management Introduction... 3 Performance Management Definitions... 4 Performance Management Menus...
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationSample Performance Review Supervisor Excelling
Sample Performance Review Supervisor Excelling In our monthly 1-on-1s you see that I believe I do drive for results. Every morning I review the Upload Report and prioritize the applications that need to
More informationCUNY Evaluation Memorandum - HEO Series
Supervisors Instructions Preferably once each semester, but at least once each year, employees in the HEO series are required to have an evaluation conference with the chairperson or supervisor to be designated
More informationSW 701 Foundation Field Practicum. Learning Contract Supplement: A Guide to Completing the Learning Contract
SW 701 Foundation Field Practicum Learning Contract Supplement: A Guide to Completing the Learning Contract Welcome to Practicum! Practicum is a time for blending classroom lecture and assignments to actual
More informationBUDGET ANALYST COMPETENCY PROFILE
Description of Work: The Budget Analyst provides leadership, oversight, and support in the execution of the budget to agency head and/or division management. Analysts examine budgets and expenditures for
More informationBasic CV Proforma FIRST NAME.. SECOND NAME. SURNAME... PHONE NUMBER. MOBILE.. ..
Basic CV Proforma PLEASE GIVE YOUR FULL NAME FIRST NAME.. SECOND NAME. SURNAME... FULL ADDRESS INCLUDING POST CODE. PHONE NUMBER... MOBILE... EMAIL.. POST CODE.. PERSONAL PROFILE Look at the list of personal
More informationClassified Employee Performance Rubric
Classified Employee Performance Rubric Revised: July 16, 2013 This rubric is to be used as a guide to determine performance levels. If comments are used from this rubric on the evaluation form then you
More informationCompetency Dictionary
HARVARD UNIVERSITY Competency Dictionary ver. FY14 Welcome to the Harvard University Competency Dictionary. Here you will find a list of competencies that Harvard values in their employees. Please click
More informationSupervisor Online Performance Review
Supervisor Online Performance Review See the University of Vermont Performance Review Process for additional details including the purpose of Performance Reviews and an overview of the performance review
More informationCalifornia State University San Marcos. MPP Performance Planning and Review Program Handbook
California State University San Marcos MPP Performance Planning and Review Program Handbook Updated May, 2008 Table of Contents Section I Introduction...................................... Page 2 Section
More informationPERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators
PERFORMANCE MANAGEMENT PROCESS For Full-Time Faculty, Staff, and Administrators GOALS & GUIDING PRINCIPLES Philosophy and Purpose of Performance Management Goal of Performance Management at San Jacinto
More informationPerformance Evaluation
Performance Evaluation Supervisor s guide to completing employee performance evaluation 1 Steps to completing the evaluation: 1. Complete the Plan Review last periods goals Review Job Description 2. Complete
More informationOFF-CAMPUS EMPLOYER INTERNSHIP GUIDE
1 OFF-CAMPUS EMPLOYER INTERNSHIP GUIDE University of North Dakota CAREER SERVICES 2891 2ND AVE. N., STOP 9014 GRAND FORKS, ND 58202 701.777.4103 UND.EDU/CAREERSERVICES 2 TABLE OF CONTENTS Value of Internships...
More informationInternship Creation and Maintenance Guide
Internship Creation and Maintenance Guide based on Starting and Maintaining a Quality Internship Program by Michael True. What is an internship? An internship is any carefully monitored work or service
More informationThe below rating scale is used to determine UW-Stevens Point competency proficiency.
Performance Review Guide Competencies are comprised of defined knowledge, skills, and behaviors needed to be effective in one s role, department, and institution. A competency model provides a guide for
More informationClear Writing Recognition Process
Clear Writing Recognition Process 1. LNO Clear Writing Lead Organization 2 2. Fee Structure 3 3. Steering Committee 4 4. Appeal Process 6 5. Third Party Arbitrator 7 6. Recognition Appeal Process (Flow
More informationBSV Better SuperVision Ltd. #904, Street Edmonton, AB T5K 2J1. Phone: (780) Fax: (780)
BSV Better SuperVision Ltd. #904, 10050-112 Street Edmonton, AB T5K 2J1 Email: bsv@clra.org Phone: (780)702-5835 Fax: (780)451-5447 1 BSV Better SuperVision Ltd. ON-THE-JOB COACHING TOOL PART ONE - INTRODUCTION
More informationEnvironmental Professional Intern (EPI) Mentoring Guidelines
Institute of Professional Environmental Practice 600 Forbes Avenue, 339 Fisher Hall, Pittsburgh, PA 15282 USA Phone +1-412-396-1703; Fax +1-412-396-1704; E-mail ipep@duq.edu Environmental Professional
More informationUniversity Executive Directive #11-07 Issue Date: May 16, Subject: Management Personnel Plan Revision Date: Approved: President
University Executive Directive #11-07 Issue Date: May 16, 2012 Subject: Management Personnel Plan Revision Date: Approved: President President Contact: Human Resources 510-885-3634 AUTHORITY: Sections
More informationPractical experience log User guide. For candidates for the practice of the profession
Practical experience log User guide For candidates for the practice of the profession Table of contents Description of the practical experience log 2 Overview of the steps to follow 2 Step 1 - Start of
More informationUniversity of Pennsylvania. Penn Pal Program for New Staff Members
University of Pennsylvania Penn Pal Program for New Staff Members Allow the manager to focus on valuable role and performance aspects rather than lowlevel operational issues during the new staff member
More informationMentoring Guidelines and Ideas
Mentoring Guidelines and Ideas What Is Mentoring? Mentoring is an equal partnership with two way learning. Both the mentor and mentee should be gaining insights from the mentoring process. Typically, the
More informationUND DEPARTMENT INTERNSHIP GUIDE
1 UND Internship Guide UND DEPARTMENT INTERNSHIP GUIDE CAREER SERVICES 2891 2ND AVE. N., STOP 9014 GRAND FORKS, ND 58202 701.777.4103 UND.EDU/CAREERSERVICES NANCY.NELSON@UND.EDU 2 UND Internship Guide
More informationLSUHSC-SCHOOL OF MEDICINE PERFORMANCE PLANNING AND REVIEW FORM
LSUHSC-SCHOOL OF MEDICINE PERFORMANCE PLANNING AND REVIEW FORM Employee Name: Employee ID #: Job Title: Does this employee supervise others? Yes No Anniversary Date: _ Rating Period: _ to PERFORMANCE PLANNING
More informationSTAFF PERFORMANCE RATING GUIDE
Job Knowledge: Demonstrates sufficient knowledge, competency, and understanding to perform all aspects of the job efficiently, effectively, and safely. Subject matter expert in all job facets. Has skills
More informationImplementation of Performance Coaching Using PPS/RBA
Implementation of Performance Coaching Using PPS/RBA Phase 1: Build Role Database Step 1: Define the roles that comprise the position Most jobs/positions contain more than one role. Each role needs to
More informationNOVAtime Employee Time and Attendance System SUPERVISORS. Table of Contents
CAMBRIDGE PUBLIC SCHOOLS NOVAtime Employee Time and Attendance System SUPERVISORS Table of Contents Logging into NOVAtime 2 A. Reviewing and Approving an Employee Timesheet 3 Completing a Timesheet 3 Reviewing
More informationDetermining Your Performance Evaluation Mindset
Determining Your Performance Evaluation Mindset You should respond to this quiz as you actually think. The result of this quiz does not need to be shared. Answer each question true (T) or false (F) 1.
More informationPERSONNEL EVALUATION AND RECORD KEEPING
PERSONNEL EVALUATION AND RECORD KEEPING PERFORMANCE EVALUATIONS The purpose of Performance Evaluations at OCS is to enhance the total learning environment for students and to strive for expert instruction
More informationEvalS. Performance Evaluation Management System. Classified NON-IT Supervisor Guide to EvalS
EvalS Performance Evaluation Management System Classified NON-IT Supervisor Guide to EvalS Supervisor User Guide to EvalS Logging on to the EvalS System You will receive an email when you need to complete
More informationAPPLICATION for SCRIPPS HEALTH EMERGING LEADER PROGRAM
PROGRAM GUIDELINES AND CRITERIA PROGRAM OBJECTIVE: The objective of the Scripps Health Emerging Leader Program is to give non-managerial staff an understanding of the role, challenges and skills required
More informationMaster's Degree Program in Technical and Scientific Communication (MTSC)
Master's Degree Program in Technical and Scientific Communication (MTSC) Regulations Governing Internships FOR MTSC STUDENTS Department of English Miami University Oxford, OH 45056 Revised November 2004
More informationApplicant Status, Pre & Post Interview Process
Applicant Status, Pre & Post Interview Process 1 Applicant List The search chair opens the posting and selects Applicants from the center menu. The search chair is the only user who can change the applicant/candidate
More informationA CPD (continuing professional development) plan is the first step to achieving your CPD goals
How to prepare a CPD Plan A CPD (continuing professional development) plan is the first step to achieving your CPD goals What is a CPD Plan? A CPD Plan is a step-by-step framework for you to: list the
More informationJob Description: Operations Manager September 2017
Job Description: Operations Manager September 2017 Title: Operations Manager Reporting to: Executive Director Purpose As a senior member of the Management Team, the Operations Manager is responsible for
More informationHow to plan an audit engagement
01 November 2017 How to plan an audit engagement Chartered Institute of Internal Auditors Planning audit projects, or engagements, well will ensure you deliver a quality assurance and consulting service
More informationPosition Description - SUPPORT COORDINATOR Leisure Networks Connecting People
Position Description - SUPPORT COORDINATOR Leisure Networks Connecting People THE POSITION Position Title: Support Coordinator Reports to: Team Leader, Community Connections Award: Social, Community, Home
More informationThis position is in the Joint Office of Strategic Planning. This position is for the Medical School Campus.
Planning Associate - Joint Office of Strategic Planning 33673 Washington University School of Medicine in St. Louis MO This position is full-time and works approximately 40 hours per week. Department Name/Job
More informationAchieving Results Through Genuine Leadership
Achieving Results Through Genuine Leadership T R A I N I N G Facing tough issues and aggressive goals, top organizations win by preparing genuine leaders who live out the mission and values of the organization.
More informationThe CEO s Guide to Developing Your Executive Team: How to Identify and Address Mediocrity in the C-Suite. By Lawrence King and Cheryl B.
The CEO s Guide to Developing Your Executive Team: How to Identify and Address Mediocrity in the C-Suite By Lawrence King and Cheryl B. McMillan Most Common Mistakes That CEOs Make: Tolerating Mediocrity
More informationBoston University. Performance Evaluation Program
Boston University Performance Evaluation Program Administrative Employees Exempt and Non-Exempt (excludes staff covered by Collective Bargaining Agreements and Certain Contracts) Table of Contents Performance
More informationPerformance Appraisal
Performance Appraisal Including Plans for the Next Review Period Period Rated: Summer 0 to Spring 0 Today s : If shorter rating period, show dates below: From: To: Employee Name: Title: Is employee a supervisor?
More informationOperating procedure. Managing customer contacts
Operating procedure Managing customer contacts Contents 1. Introduction 2. Staff welfare 3. Application and context of this procedure 4. Defining and dealing with challenging customer behaviour 5. Equality
More informationClaims/Operations Supervisor One Sitting Assessment Fact Sheet
Claims/Operations Supervisor One Sitting Assessment Fact Sheet Overview The Claims/Operations Supervisor solution is for entry-level management positions that involve supervising hourly employees. Sample
More informationPerformance Planning Guide. Version: 2.1 Last Updated: April 2015
Performance Planning Guide Version: 2.1 Last Updated: April 2015 Table of contents Performance planning: Staff development and feedback at Ryerson University... 2 Introduction... 2 Our Time to Lead: Ryerson
More informationManaging and Evaluating Employee Performance. January 2018
Managing and Evaluating Employee Performance January 2018 Timelines Non-Instructional Academic Staff and Limited Fiscal year Processes begin in July for prior year (July 1 June 30) Due by end of August
More informationEarly Intervention Specialists
certification for Early Intervention Specialists june 2016 Massachusetts Department of Public Health Early Intervention Services www.mass.gov/dph/earlyintervention certification for Early Intervention
More informationMGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES
MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection
More informationOUTSTANDING Rating 5
OUTSTANDING Rating 5 An employee at this level consistently meets expectations for a specific responsibility as defined under the Exceeding Expectations performance and significantly exceeds expectations
More informationtalent grid a manager s guide
TALENT GRID talent grid a manager s guide SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 1 14/02/2017 08:50 introduction The key to our success as a business is identifying and developing our
More informationSituation Response Guide
Guide Situation Overtime Rule and reactions. If there are more than one or two individuals rushing or deferring work in order to leave early come in late or take a late lunch, the unproductive behavior
More informationPERFORMANCE MANAGEMENT SELF-EVALUATION USER GUIDE (ISSUED FEBRUARY 1, 2017)
INTRODUCTION We would like to announce the launch of this years Performance Management cycle. The Performance Management system is an online evaluative tool for Administrative & Support Staff that will
More informationBLOOMSBURG UNIVERSITY Bloomsburg, Pennsylvania DEPARTMENT OF MANAGEMENT COLLEGE OF BUSINESS - INTERNSHIP GUIDELINES
1 STATEMENT OF OBJECTIVE The University's definition is: BLOOMSBURG UNIVERSITY Bloomsburg, Pennsylvania 17815 DEPARTMENT OF MANAGEMENT COLLEGE OF BUSINESS - INTERNSHIP GUIDELINES "An internship is an educational
More informationCertified Enterprise Coach (CEC) Application - SAMPLE
Certified Enterprise Coach (CEC) Application - SAMPLE Application Instructions Download and read the CEC Application Instructions - June 2015 from the Scrum Alliance Website. Application Review Process
More informationTechnical Assistance, Coaching and Capacity Building. Evidence2Success
Technical Assistance, Coaching and Capacity Building Evidence2Success 2015 Contents I. Technical Assistance, Coaching and Capacity Building 3 II. Evidence2Success Leaders in the Community 5 IV. Overview
More informationSCU OF HEALTH SCIENCES Job Description. JOB TITLE: Data Analyst. Reports To: Dean, OIE Prepared by: ADP TotalSource September 26, 2017
SCU OF HEALTH SCIENCES Job Description JOB TITLE: Data Analyst Reports To: Dean, OIE Prepared by: ADP TotalSource September 26, 2017 SUMMARY: This position is primarily responsible for data collection
More informationDefense Civilian Intelligence Personnel System Performance Management
Department of the Army Volume 2011 Defense Civilian Intelligence Personnel System Performance Management July 2011 Department of the Army DCIPS Policy Summary of Change, July 2011 VOLUME 2011 Defense Civilian
More informationMSA 690 Internship Handbook
MSA 690 Internship Handbook *Internship agreements and paperwork MUST be in place by the following deadlines: July 15 for the Fall semester October 15 for the Spring Semester March 15 for the Summer semester
More informationHuman Resources Applicants Handbook
Human Resources Applicants Handbook 2017-18 1 P age Thank you for submitting your application to Texans Can Academies (TCA). Texans Can Academies is a progressive, dynamic school district immersed in a
More informationInformal observations may occur anytime, formal observations will be scheduled in advance.
CLASSIFIED EMPLOYEE PERFORMANCE EVALUATION HANDBOOK ===================================================================== I II III IV V Evaluation Overview Definitions and Key Terms Responsibilities Performance
More informationEIGHT STEPS TO CREATING A PERSONAL BRAND By Susan Peppercorn
EIGHT STEPS TO CREATING A PERSONAL BRAND By Susan Peppercorn 1. WHAT IS A PERSONAL BRAND? In the words of branding guru, William Arruda, Personal branding is not about you. It s about putting your stamp
More informationUniversity Human Resources Performance Development Toolkit October 2016
University Human Resources Performance Development Toolkit October 2016 What is Performance Development? Performance development is the process of planning for, discussing and evaluating employee performance.
More informationCore Competencies and Behavioral Indicators
COMMUNICATION Shares and receives information using clear oral, written and interpersonal communication skills.. Demonstrates effective written and oral communication skills.. Actively listens, provides
More informationFTIP Senior Executive & Leadership Development Training
FTIP Senior Executive & Leadership Development Training We thank you for your interest in the upcoming FTIP SES & Leadership Development training. Listed below are some of the upcoming workshops. Please
More informationINTERNATIONAL BUSINESS ACCELERATOR GET READY TO TAKE ON THE WORLD
DEARIN & ASSOCIATES INTERNATIONAL BUSINESS ACCELERATOR GET READY TO TAKE ON THE WORLD DEARIN & ASSOCIATES IS THE NEXT BIG THING FOR YOUR COMPANY OFF Are you a small business leader? Do you want to make
More informationPerformance Management and Evaluation System Manual. Carroll County, Virginia
Performance Management and Evaluation System Manual Carroll County, Virginia January 2011 Table of Contents 1. PERFORMANCE MANAGEMENT PROGRAM OVERVIEW... 1 A. Introduction... 1 B. Purpose... 1 C. Benefits...
More informationPERFORMANCE EVALUATION FORM INSTRUCTIONS
PERFORMANCE EVALUATION FORM INSTRUCTIONS 1) When you open the Evaluation in Adobe Reader, go to the menu and click File then Save As. Choose where you want to save the form. Save in following format: Type
More informationPERFORMANCE EVALUATIONS IN PACES. Instructions for Managers/Supervisors
PERFORMANCE EVALUATIONS IN PACES Annual performance assessments are to be completed and submitted to the Office of Human Resources between January 1 through May 31 of each year. Feedback should reflect
More informationThe Ultimate Guide to Becoming a Business Manager
The Ultimate Guide to Becoming a Business Manager A Hocking College Publication Contents 2 Is it your desire to manage a business? 3 The standout candidate 5 Why Hocking College? Hocking College Business
More informationFrequently Asked Questions
Frequently Asked Questions General Information 1. What is recognition? Recognition is the timely acknowledgement of an individual or team s efforts for a job well done that supports the organization s
More informationDO YOU WANT A MENTOR?
DO YOU WANT A MENTOR? TABLE OF CONTENTS I THINK I WANT A MENTOR--AM I READY?...2 HOW TO FIND A MENTOR THAT IS RIGHT FOR YOU...3 TIPS FOR A SUCCESSFUL RELATIONSHIP...4 THE GOALS ARE ACHIEVED--WHAT NEXT?...6
More informationLEADERSHIP PERFORMANCE CRITERIA
LEADERSHIP PERFORMANCE CRITERIA EMPLOYEE RESPONSIBILITIES (leadership) Job Knowledge Demonstrates an understanding and working knowledge of current role, profession, and industry. Has sought out personal
More informationSocial Care Induction Framework for Wales Manager s Guidance This guidance is for those responsible for workers during an induction period
Manager s Guidance This guidance is for those responsible for workers during an induction period There are two sections in the Manager s Guidance: 1 - How to use the Framework 2 - How to assess against
More informationBUILDING TRUST SAMPLE
BUILDING TRUST Building Trust Self Survey A B As a leader or peer, I Demonstrate strong task knowledge and skills 1 2 3 4 5 6 Constantly learn and build my expertise 1 2 3 4 5 6 Use my skills to assist
More informationTechnology Deployment and Operations Technician
LIT Job Description Job Family: Job Title: Department Name: Level: Deployment and Operations Technology Deployment and Operations Technician Learning and Information Technology (LIT) ITB Revised: May 20,
More informationCOACHING FOR EFFECTIVE CAREER CONVERSATIONS Toolkit and Resources
COACHING FOR EFFECTIVE CAREER CONVERSATIONS Toolkit and Resources Impact-Coaches Inc. 131 Ridley Blvd Toronto, ON M5M 3L8 416.488.0026 sandra@impact-coaches.com www.impact-coaches.com CAREER PLANNING CONVERSATIONS
More informationIS&T Leadership Job Description
IS&T Leadership Job Description December 1, 2015 IT Leadership Job Description December 1, 2015 Page i Table of Contents General Characteristics... 1 Job Path... 2 Explanation of Proficiency Level Definitions...
More informationMACRO Student Evaluation
MACRO Student Evaluation I. Cover Sheet Student Name Home Phone Work Phone Cell Phone Email (Please Check) Full-time Part-time Field Instructor Work Phone Email Agency Cell Phone Site Address Faculty Liaison
More informationPASSPORT TO PERFORMANCE Your Year-End. Empowering you to do your best work every day
Your Journey @ Year-End Empowering you to do your best work every day YOUR JOURNEY We know that our success as a business depends on the success of the people within it. When we help everyone continue
More information