Coastal Bend College Human Resources

Transcription

1 Coastal Bend College Human Resources

2 November 11-22, 2013 April 21-May 1, 2014 Summer Schedule TBA January 2014 May 2014 February 1-17, 2014 February 17 30, 2014 End of Course Evaluations Completed End of Course Evaluations Managed by Institutional Effectiveness Office (IEO) (Claire Fletcher) Faculty Members Receive End of Course Evaluations; Complete Faculty Self-Evaluation Form Division Chairs Complete Evaluations For Faculty Under Their Supervision; Quality Strategies Developed As Needed Faculty Chairs & Directors Complete Faculty Evaluation Form, all Administrators Complete Professional Evaluation Form March 3 28, 2014 March 3, 2014 March 20, 2014 Appropriate Staff Complete Clerical Evaluation Form All Summary Evaluations Due To The Respective PLT Member; PLT Submits to the Office Of Human Resources. Contract Employees go to the Board; personnel budget development process is finalized. 2

3 Prepare and plan for a performance evaluation Communicate the importance of providing meaningful feedback to employee Develop understanding of the performance evaluation forms function & use Encourage supervisors to complete their employee evaluations 3

4 It s more than filling out a form: It s an important opportunity to help: Employees Oneself and the department Coastal Bend College Everyone needs an annual check-up: What is not being done correctly? What is being done correctly? It s an opportunity to build on individual and institutional strengths 4

5 Assists the supervisor in getting the most from their employees Assists the employees in reaching potential Furnishes a human touch to a process which provides the greatest benefit to all concerned Assists CBC in meeting legal requirements 5

6 Use Proper Forms Required for Standardization Evaluations are conducted annually Employees should be informed if improvement is required Supervisors should: note the employee s accomplishments note areas for improvement note goal setting & goal review require signature on form(s) 6

7 Supervisors should understand the scale s numerical system on the various evaluation forms and should be specific, factual, and honest with their employees: Poor and/or Very Poor (1 or 2 on scale) evaluation marks (if there are multiple of these on the form should indicate that the employee should be placed on a Performance Improvement Plan. This signals that the employee Needs Improvement One or more of the qualifier terms unsatisfactory, inferior, inadequate, mediocre, and/or deficient may apply. This rating describes performance in which improvement in one or more areas is required to meet the Neutral Standard. If this is marked, please explain. Neutral (3 on scale) evaluation marks indicate that an employee is performing the job description just as it is written, and performing the essential job functions. They are not performing any additional work outside of the description, then they should receive a Neutral on their evaluation which is the minimum that should be required of all employees. Good and/or Very Good (4 or 5 on scale) evaluation marks indicate that the work the employee is performing is over and/or above the job description as it is written. One or more of the terms effectively, successfully, impressively might apply. This is used for performance that clearly meets the standard of excellence. 7

8 It might be necessary to revise - either remove and/or add - to the Job Description: If a given job function is no longer part of the employee s job, make recommended revision and submit to supervisor for review and approval. PLT supervisor will contact Human Resources for the approved change and will file it for the employee. If it is necessary to add job functions that have become a part of the employee s job, but which are not yet reflected in the job description, work with the 1 st level supervisor and make recommendation to PLT supervisor for approval. PLT supervisor will contact Human Resources with the change and any realignment of salary. Human Resources serves as the custodian of official employee job descriptions. 8

9 It is important that if an employee does not meet the neutral evaluation mark that an explanation is placed on the evaluation and a Performance Improvement Plan (PIP) is developed. A PIP form must be completed, signed, and followed-up on per the prescribed remediation and timeline. PIP s become permanent records in the employees file. The intent is to remediate the employee deficiency(ies) and not serve as a punitive activity. 9

10 Annual Goal Setting The employee and supervisor should agree on a set of goals for the employee for the next year, complete the Goal Setting Form: Within two weeks of review an employee should be given a signed copy of their Goal Setting Form. Supervisor submits a copy of the Goal Setting Form for employee file and uses it for the following year s Performance Evaluation 10

11 Have the current job description to assist in the employee s performance evaluation Ask for the employee s input; it will help to request input prior to the evaluation meeting to be discussed during the meeting. Evaluate performance based on job description and goals not personality; customer service is not a personality consideration it is a job function. Be specific, more factual and less subjective Be positive and build on strengths Provide constructive criticism for employee Discuss personal/professional growth opportunities 11

12 Tips For Conducting Effective Performance Evaluations 12

13 Be Honest Obtain mutual understanding of expectations SANDWICH criticism -good, bad, good -goal, problem, correction Give employees goals and specific ways to improve Have documentation/examples (Why do you say employee is not reliable?) (Contrast desired and actual performance.) 13

14 Perform the evaluation in private Allow the employee a chance to respond Close the evaluation by expressing enthusiasm for continuing to work together OR confidence that problems can be resolved by working together 14

15 Utilize the Halo phenomenon which is an individual who is a nice person an individual who is a long-time employee an individual who is very good at one task or generally good worker Rely on Horns an individual with whom you have a personality or style conflict an individual who has had one bad incident an individual who has one area of poor performance 15

16 Ignore relatively new information which might have been presented through several sources Rely entirely on subjective criteria Argue 16

17 Improves employee morale and productivity: People like to know what s expected of them and how they re doing; the evaluation is one way to communicate expectations Allows supervisors to correct problems as soon as possible and to make sure job gets done 17

18 Protects Employer and Supervisor Provides objective basis for salary and promotion recommendations Provides objective, job-related explanation for employment action if sued for discrimination retaliation or state law tort (defamation, intentional infliction of emotional distress, invasion of privacy TEC claims more easily addressed by employer if: written CBC rule is violated Performance Improvement Plan is provided and not fulfilled: written warning about consequences of further violation 18

19 Reminder to the supervisor: Annual evaluation form is not a substitute for ongoing, day-to-day documentation of verbal counseling, written reprimands, etc. Annual form and memos regarding counseling are only as good as what is written on them Be Prepared for conducting any evaluation Be Objective and Honest Give and Get Feedback Set Future Goals with employees 19

20 Review the employee s file Review the employee s past performance appraisals Be sure there is a current job description, Prepare an outline of the employee s past performance and future goals Schedule an appointment for the conference & keep appointment Conduct the conference in a private place with no interruptions 20

21 Assess the performance not the person, Do not let personal feelings influence comments Document positive and negative events throughout the year Provide facts to support comments Reflect on the goals set at the last evaluation and the progress made Address positive aspects of performance before discussing problem areas 21

22 Ask the employee to think about any questions or issues s/he may want to address at the evaluation conference Be frank and factual Encourage the employee to do the same Go over the final evaluation together, review the comments and the reasons that support comments 22

23 After talking about the past and present, enable the employee to focus on the future Specify how the employee may improve performance Set realistic goals to maintain and improve performance 23

24 Advise the employee that signing is acknowledging receipt of the evaluation and not necessarily agreement Advise the employee that she/he may submit their own comments which will be attached to the evaluation 24

25 All Forms are interactive and all sections need to be completed. Clerical Evaluation Form Professional Evaluation Form Faculty Self Evaluation Form Faculty Evaluation Form Division Chair Evaluation Form Human Resources Evaluation Template 25

26 QUESTIONS? Please direct your questions to: Human Resources Voice: (361) Fax: (361)