11/11/ CUPA HR Eastern Region Conference 1. Shifting Performance Gears. Welcome and Agenda. Guiding Principles.

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1 Welcome and Agenda Shifting Performance Gears Welcome Shifting Gears of Performance Reviews at Bates Guiding Principles Performance Development at Bates Q&A Shifting Gears First - Individual departments Second - Conversations document Neutral - Change in leadership Grinding - Accreditation recommendations Fifth - Developing a Process Overdrive All onboard Guiding Principles We will strive to achieve these guiding principles in designing the Bates College Performance Development System: Foster an ongoing, supportive climate of dialogue between employees and supervisors that builds stronger relationships. Align the college s mission and values with performance expectations and build connections to the Bates community. Facilitate individual performance development and growth. Be a dynamic process that allows for changes throughout the year. Guiding Principles cont. Identify employees who are in need of additional coaching and counseling and support collaborative development of performance improvement plans. Provide consistency and sustainability across the campus for performance development. Support and strengthen the reputation of Bates College as a good employer. Performance at Bates Three Elements of Strategic Alignment Mission and Values (Core competencies) organizational values we seek in all staff regardless of position. These also support the Statement of Community Principle which clearly articulated the expectations for all members of the community to act with honesty, respect, and integrity. Organizational Goals (Job specific competencies) applies to families of jobs, (Service, Administrative/Professional, Managerial, Senior staff). Departmental/Developmental Goals helps to identify work goals specific to the department and individual, and employees commitment to continuous growth and learning CUPA HR Eastern Region Conference 1

2 Core Competencies Support for the Mission, Vision, and Community Principles of Bates College Exhibits professional behavior and positively represents the college and department through action, involvement and attitude. Behaves in ways that build a community of trust, respect, and mutual support. Works with others in a cooperative manner to accomplish mutual goals and foster teamwork and collaboration. Responds to and interacts with all individuals in a manner that is courteous, attentive, consistent and fair. Knowledge and Performance of Job Responsibilities Understands and effectively accomplishes all tasks required of the job; uses resources effectively to stay current in job knowledge required for the position. Adheres to protocols for privacy, confidentiality, and campus safety. Actively engages in an ongoing process of performance assessment, review and reflection through informal and formal discussions. Seeks opportunities to continuously learn and share knowledge. Job Family Competencies Set of competencies applicable to all jobs within a job family Job Families Service Professional and Administrative Managerial/Supervisory Senior Staff Service Problem Solving and Decision Making Seeks input and appropriate help when necessary. Makes effective decisions considering various perspectives and takes into account the impact on others. Effectively identifies priorities, and uses time and resources effectively to meet deadlines. Attendance and Dependability Has regular, timely attendance. Complies with workplace policies for hours, shifts and breaks. Is prepared to begin work at start of shift. Notifies supervisor of unplanned absences in a timely manner. Can be depended upon to perform assigned tasks. Accomplishes quality work in a timely manner. Service cont. Initiative and Flexibility Participates actively and approaches change with a positive attitude and with an open mind. Is open to multiple approaches and solutions. Proactively generates new ideas to develop or improve upon processes, methods, systems or services. Professional/Administrative Initiative and Flexibility Participates actively and approaches change with a positive attitude and with an open mind. Is open to multiple approaches and solutions. Proactively generates new ideas to develop or improve upon processes, methods, systems or services. Problem Solving and Decision Making Seeks input and appropriate help when necessary. Makes effective decisions considering various perspectives and takes into account the impact on others. Effectively identifies priorities, and uses time and resources effectively to meet deadlines. Managerial/Supervisory Leadership and People Management Models behaviors that demonstrate respect and inclusion of diverse work styles and ideas. Fosters an environment that encourages initiative, creativity, flexibility, and feedback and recognition. Achieves results through leadership, accountability, collaboration and coordination. Develops and supports career plans and learning opportunities. Addresses challenges and manages change in support of goals and objectives. Program and Project Management Generates new ideas to develop or improve upon processes, methods, systems or services. Makes effective decisions taking into account the impact on others. Identifies priorities and uses time and resources effectively. Demonstrates awareness of methods and opportunities for cost containment and takes action to reduce or maintain costs CUPA HR Eastern Region Conference 2

3 Senior Staff Senior Staff cont. Leadership Develops and communicates vision for functional area. Organizes people and processes to work toward that vision. Establishes a culture of continuous improvement. Fosters an environment that encourages initiative, creativity, flexibility and feedback. Encourages collaboration across the institution. Models behaviors that demonstrate respect and inclusion of diverse work styles and ideas. Expertise and Professional Development Possesses relevant skills, experience and knowledge base to lead functional area at a high level. Challenges self and organization to explore and adopt best practices. Encourages a culture of evidence informed decision making. Models continuous learning in relevant areas. People Management and Development Inspires staff to do their best work. Achieves results through leadership, diligence, collaboration and coordination. Supports professional development of staff and creates opportunities on campus and off to progress. Builds trust and respect through open communications. Gives staff independence and supports staff in carrying out their work. Program and Project Management Generates new ideas to develop or improve upon processes, methods, systems or services. Sets organizational priorities and sequences work in a realistic and effective manner. Makes effective decisions taking into account the impact on others. Identifies resource needs, plans, and budgets effectively, and aligns resource use within organizational priorities. Senior Staff cont. Institutional Role Effectively supports institutional decision-making and operations, including strategic planning, policy setting, and crisis management. Manages and supports the work of the Board of Trustees in designated functional area. Represents the college at relevant institutional events and meetings. Participates in institution-wide committees when appropriate. Departmental Goals Allows managers and employees to set specific expectations for work within the department Three levels individual, team, entire department Example: Human Resources Management Team Goal: Conduct review and revision of Employee Handbook Each manager will make recommendation on sections pertaining to their functional area by December Management Team will meet to finalize handbook January Recommendations to Senior Staff by April with implementation by July 1 Developmental Goals Development of the employee s goals for the upcoming year including training needs and resources. Example: Goal: Develop proficiency in a spreadsheet software program for use in rental management program Attend training class Set aside time for practice Begin using new skills in rental management program to generate utilization and forecasting reports by December Performance Development Cycle Three steps of assessment and accountability: Goal setting and competency review employee and supervisor review competencies and set goals including the discussion of expectations. August 1 to November 30 Mid-year review and revision employee and supervisor meet to review the status and make any necessary revisions. December 1 to March 31 Year End Review employee and supervisor rate competency and goal performance and meet to discuss the results. April 1 to July CUPA HR Eastern Region Conference 3

4 Goal Planning and Competency Review Mid Year Review and Revision Year End Review Rating Scales Requiring Significant Improvement immediate action plan required. Approaching Expectations additional support and attention necessary to achieve expectations; may be learning new tasks or be a new employee. Successfully Achieving Expectations fully achieving expectations in a consistent manner and sometimes exceeding. Consistently Exceeding Expectations performing beyond the requirements of their job consistently and significantly beyond expectations. End Result of Year End Review Outcomes from new system Each competency and goal are rated individually. Each competency and goal carry the same amount of weight. There is a final overall rating of performance. This is the official document for the employee file. What do we do with this information? Currently in our 6 th year Imbedded in the staff culture Improved communication between supervisors and employees Understanding of expectations for performance Consistent evaluative process Better documentation 98% completion rate 2015 CUPA HR Eastern Region Conference 4

5 Questions Thank You Melani McGuire Please complete the online evaluation form for this session. CUPA-HR will session evaluations to you today CUPA HR Eastern Region Conference 5