POLICY CONCERNING PERFORMANCE MANAGEMENT

Transcription

1 POLICY CONCERNING PERFORMANCE MANAGEMENT PURPOSE The purpse f the Plicy Cncerning Perfrmance Management is t enhance cmmunicatin between supervisrs and emplyees regarding emplyee perfrmance and t link emplyee perfrmance t the accmplishment f ASI s rganizatinal bjectives. Perfrmance Management invlves giving staff timely, relevant, and effective feedback in an effrt t prmte jb satisfactin, increase cmpetence, and develp staff in their chsen prfessin. By adpting a perfrmance management system, the Assciated Students, CSUF, Inc. seeks t imprve rganizatinal perfrmance by develping the effectiveness f its emplyees, bth as individuals and as teams. The plicy strives t encurage individual respnsibility and wrk imprvement, and seeks t cultivate partnerships built n trust, pen cmmunicatin, and mutual respect. T this end, the system seeks t ensure that all emplyees are aware f what is expected f them, are prvided with cntinuus feedback abut their perfrmance, and are prvided with pprtunities fr educatin, training, and develpment. PURPOSE WHO SHOULD KNOW THIS POLICY... 1 DEFINITIONS... 2 STANDARDS PERFORMANCE APPRAISALS INTRODUCTORY PERIOD PROGRESSIVE DISCIPLINE ADMINISTRATIVE EVALUATION PROCESS... 7 This plicy establishes a perfrmance management system fr Assciated Students, CSUF, Inc. and sets frth the perfrmance management plicies and prcedures fr the preparatin, prcessing, and use f the perfrmance evaluatin prcess, and the linking f the perfrmance reviews t ther human resurces decisins. It is the plicy f Assciated Students, CSUF, Inc. that the management f each department and team adheres t the perfrmance management system as described herein. This system is based n the imprtance f managing each individual s wrk and maintaining cntinued cmmunicatin between emplyees and their supervisrs. WHO SHOULD KNOW THIS POLICY Budget Area Administratrs Management Persnnel Supervisrs Elected/Appinted Officers Vlunteers Grant Recipients Staff P a g e 1 f 8

2 DEFINITIONS Fr purpse f this plicy, the terms used are defined as fllws: Terms Perfrmance Objectives Develpment Gals Caching Perfrmance Evaluatin Perfrmance Imprvement Plan Payrll Actin Frm Student Assistants Prfessinal Staff Definitins A perfrmance bjective is a specific end result that cntributes t the success f the rganizatin and that an emplyee is expected t accmplish r prduce. Develpment gals are skills, knwledge and experiences the emplyee needs t either remain effective in their current jb r supprt their ability t take n new respnsibilities and grw in their career. Perfrmance caching is an nging prcess which helps build and maintain effective emplyee and supervisry relatinships. Perfrmance caching can help identify an emplyee's grwth, as well as help plan and develp new skills. Perfrmance evaluatins are an pprtunity fr an emplyee and their supervisr t sit dwn and discuss their perfrmance bjectives, develpment gals, and prvide perfrmance caching. A Perfrmance Imprvement Plan is a plan aimed at helping emplyees imprve their jb perfrmance. A Payrll Actin Frm is a frm used t make changes t an emplyee s payrll prfile. Currently enrlled CSUF students Nn-student regular staff members STANDARDS 1. PERFORMANCE APPRAISALS Planning a. Setting Perfrmance Objectives Emplyees and supervisrs shuld meet t clarify expected utcmes fr the year and set bjectives that link the emplyee's jb t department and rganizatinal bjectives. Objectives define what emplyees are expected t accmplish. Supervisrs and emplyees shuld aim t define S.M.A.R.T. bjectives. Specific Measurable Attainable Relevant Timely P a g e 2 f 8

3 Perfrmance bjectives shuld fit int and supprt the verall strategic bjectives and gals f the rganizatin, the advancement f the department and expectatins f the psitin. Each emplyee shuld be assigned between 3 and 15 bjectives which may be carried frward frm the previus year, revised, r new bjectives added during the review perid as necessary. b. Creating Develpment Gals Supervisrs and emplyees shuld wrk tgether t create develpment plans as part f the annual perfrmance evaluatin prcess. The plan can fcus n meeting psitin expectatins and gaining prfessinal develpment skills. Meeting psitin expectatins is necessary t successfully perfrm ne's jb. Prfessinal develpment skills are the skills and knwledge that g beynd the scpe f the emplyee's jb descriptin, althugh they may indirectly imprve jb perfrmance. Develpment plans cmmnly include classes, but can als include elements such as crss-training and special prject participatin. Check-In a. Cmmunicating Expectatins Once perfrmance bjectives are set, supervisrs shuld check in regularly with emplyees t discuss the status f bjectives and t prvide feedback based n bservatins f an emplyee's perfrmance. It is equally imprtant t prvide feedback n areas f success as n thse requiring imprvement. Check-ins als prvide the pprtunity t adjust bjectives as the year unflds. ASI recgnizes that emplyees have a right t knw hw they are perfrming and it is the respnsibility f supervisrs t prvide this infrmatin. This shuld be dne n a quarterly basis and dcumented thrugh an Emplyee Check-In Frm; hwever, verall perfrmance is frmally evaluated and dcumented n a yearly basis. It is therefre mandatry fr all supervisrs t cmmunicate and clarify expectatins thrughut the year. This is t be dne by setting bjectives and/r establishing clear standards f perfrmance that are aligned with ASI crprate gals at the beginning f each perfrmance evaluatin cycle. It is against these expectatins, bjectives and standards that emplyee perfrmance will be evaluated. b. Effective Caching Caching is a methd f prviding feedback. It helps shape perfrmance and increases the likelihd that the emplyee's results will meet expectatins. A caching sessin generally fcuses n ne r tw aspects f perfrmance, rather than the verall review that takes place in a frmal yearly perfrmance evaluatin. c. Key Elements f Caching Cach t fcus attentin n any specific aspect f the emplyee's perfrmance Observe the emplyee's wrk and slicit feedback frm thers if apprpriate Take the time t understand why perfrmance is successful r needs imprvement Advise the emplyee ahead f time n issues t be discussed Invlve the emplyee in identifying successes and slutins Discuss alternative slutins Agree n actin(s) t be taken Recgnize successes and imprvements P a g e 3 f 8

4 Dcument key elements f the caching sessin Schedule fllw-up meeting(s) t measure results. Review The perfrmance evaluatin will have a direct crrelatin t ASI Strategic Gals, jb expectatins utlined in the jb descriptins, ffer the pprtunity t explre career advancement and prvide emplyees with feedback t imprve perfrmance. The frmal meeting between the supervisr and emplyee serves many purpses: Prvide a meaningful, sincere and well planned prcess that generates hnest and pen dialgue, including crrective and cnstructive feedback abut perfrmance and cnduct, within which twway feedback abut the wrkplace can ccur; Allw the emplyee and supervisr t create clear and cncise perfrmance standards that link directly t ASI s gals and pririties; Ensure that perfrmance standards reflect key areas f the emplyee s respnsibilities and duties as indicated in the psitin descriptin; Use a cmbinatin f resurces (which may include peers, custmers, cwrkers and the emplyee s supervisrs) t gather data frm which the emplyee and supervisr will: Identify skills, knwledge and attitude that are exceptinal, adequate, r thse in need f imprvement Identify pprtunities fr grwth thrugh changes in the psitin descriptin r shrt-term assignments Develp a plan that identifies training and ther learning pprtunities t assist the emplyee in attaining their develpment gals, as well as expected levels f perfrmance Identify pprtunities fr feedback thrughut the year Prvide a framewrk fr prmting a culture f respnsibility, accuntability and transparency Prvide a basis fr equitable reward and recgnitin, as well as input r successin planning a. Timing Each calendar year, every prfessinal emplyee will be evaluated in the mnth f June. The evaluatin cycle is July 1st June 30 th. Student assistants will be evaluated after they have achieved ne f the fllwing evaluatin milestnes: 280 hurs wrked 680 hurs wrked 1000 hurs wrked Every additinal 1000 hurs wrked thereafter Tw weeks prir t yur review date, emplyees shuld receive ntice frm their supervisr f the meeting date as well as infrmatin n hw t prepare fr the perfrmance evaluatin. b. Emplyee Rle and Respnsibilities It is the respnsibility f all emplyees t review their jb descriptin prir t their perfrmance evaluatin. In additin, all emplyees must review the gals f the department t ensure their wrk aligns with the strategic plan f the rganizatin. Finally, all emplyees must cmplete the self-assessment prtin f the perfrmance evaluatin t prvide reference t achievements, past perfrmance, and challenges. c. Preparatin fr the Perfrmance Review and Planning Prcess P a g e 4 f 8

5 Supervisrs will have 30 days t prepare the perfrmance evaluatin fr their emplyees. It is therefre critical t begin the prcess early t allw time fr apprval. Apprval Ruting is as fllws: Supervisr, Department Directr, and Human Resurces Crdinatr r Human Resurces Directr. d. Supervisr s Rle and Respnsibility It is the respnsibility f the supervisr t review the emplyee s jb descriptin t determine if they fully r partially achieve the set perfrmance standards utlined in the jb descriptin. Supervisrs must review previus perfrmance evaluatins, self-assessment fr achievements, past perfrmance and challenges. Supervisrs shuld then review the gals f the rganizatin t evaluate hw the emplyee cntributed t the crprate gals. The supervisr shuld review the emplyee s perfrmance bjectives and standards t ensure they align with the current jb respnsibilities as well as gals f the rganizatin. Supervisrs must then review the cmpleted training received and identify areas f needed develpment t be dcumented in a perfrmance imprvement plan. Cmpleted perfrmance evaluatins shuld be submitted t the Human Resurces department with all required signatures alng with a Payrll Actin Frm if applicable. 2. INTRODUCTORY PERIOD An intrductry perid is required fr all new hires and emplyees assuming a new psitin due t reclassificatin, prmtin, etc. The intrductry perid is intended t give emplyees the pprtunity t demnstrate their ability t achieve a satisfactry level f perfrmance and t determine whether the new psitin meets their expectatins. ASI uses this perid t evaluate emplyee capabilities, wrk habits, and verall perfrmance. Either the emplyee r ASI may end the at-will emplyment relatinship at any time during r after the intrductry perid, with r withut cause r advance ntice. Nn-exempt staff psitins shall serve and successfully cmplete an intrductry perid f n less than ninety (90) days f full-time wrk. Part-time service des nt cunt as time served tward Regular Emplyee Status. Exempt, Administrative, and Executive psitins shall serve and successfully cmplete an intrductry perid f n less than ne (1) year f full-time wrk. Student assistants shall serve and successfully cmplete an intrductry perid f n less than 280 hurs f wrk. Upn successful cmpletin f the prbatinary perid, the emplyee shall be cnsidered at will and bth ASI and the emplyee shall have the right t terminate the emplyment relatinship at any time fr any reasn that des nt vilate ASI plicy. Further explanatin can be fund in the ASI At-Will Emplyment Plicy. Temprary Service Part-time temprary service shall nt cunt as credited service tward the intrductry perid. Full-time temprary service apprved by the Executive Directr may cunt as credited service tward the intrductry perid. Leave f Absence Time spent n leave des nt apply tward the cmpletin f a required intrductry perid. The intrductry perid shall be extended by a perid f time equal t the time spent n leave status. P a g e 5 f 8

6 Reductin in Time Base A reductin in the time base during an intrductry perid interrupts the intrductry perid. If an emplyee is placed n a partial leave f absence (reduced hurs), the Executive Directr and the Human Resurces Directr may then determine whether r nt there has been a break in the intrductry perid. Reclassificatin If an emplyee mves t a higher r lwer classificatin in which they have nt previusly served, a full intrductry perid is required. If an emplyee is reclassified within the same level, a new intrductry perid is nt required. 3. PROGRESSIVE DISCIPLINE ASI expects all emplyees t be aware f and t fllw wrkplace plicies and prcedures fr the wellbeing f ur students, staff, and custmers. ASI emplyees are expected t cmply with ASI plicy and prcedure as well as requirements frm federal, state, and lcal law. This plicy defines the prcess fr crrecting single and repeat episdes f emplyee failure t cmply with ASI plicy r prcedure and/r t meet specific wrkplace expectatins fr cnduct. Crrectins t unacceptable behavir will be addressed under this plicy. Prgressive Discipline is a prcess designed t mdify unacceptable emplyee behavirs, which als allws fr discipline t start at a higher step based n the severity and circumstances f the situatin. An emplyee is expected t sustain imprvement while n prgressive discipline. Prgressive Discipline Steps The purpse f prgressive discipline is t assist emplyees by being clear and precise abut prblems and the cnsequences if the same perfrmance issues r miscnduct reccur. It is imprtant that discipline is applied in a fair and cnsistent manner. The supervisr has a critical rle in cnducting a fair and bjective investigatin f a situatin. The supervisr must have an understanding f the facts and circumstances befre assessing apprpriate discipline. The supervisr shuld discuss the situatin with the Human Resurces Department t determine the apprpriate level f disciplinary actin. Many situatins shuld be able t be reslved thrugh verbal cunseling r caching; hwever, sme incidents and behavir may be severe enugh t merit a frmal written warning, suspensin, final warning r terminatin. The seriusness f the ffense and the emplyee's disciplinary and perfrmance histry will be cnsidered when determining the level t be applied. All decisins t escalate disciplinary actin t a higher level f discipline shuld be made in cnsultatin with Human Resurces. Step 1- Verbal Warning: The purpse f a verbal warning is t clearly cmmunicate an emplyee s behavir and clarify plicies and expectatins. The impact f the incident r vilatin shuld als be taken int cnsideratin. The supervisr shuld dcument fr their recrds that the cnversatin that ccurred, keeping in mind the significance f the impact f the act r missin. The supervisr shuld als draft a perfrmance imprvement plan that utlines what perfrmance is expected f the emplyee and any supprt, caching, r training that will be prvided by ASI. Step 2 First Written Warning: If the cnduct addressed by a verbal warning is repeated r additinal prblems ccur, the supervisr shuld fllw up with a written warning in the frm f a letter. The letter shuld describe the unacceptable cnduct, utline expectatins, and state that further disciplinary actin will ccur if the behavir is repeated. The supervisr shuld als draft a perfrmance imprvement plan that utlines what P a g e 6 f 8

7 perfrmance is expected f the emplyee and any supprt, caching, r training that will be prvided by ASI. Step 3 Final Written Warning: If the cnduct addressed by a first written warning is repeated r additinal prblems ccur, the supervisr shuld fllw up with a final written warning in the frm f a letter. The letter shuld describe the unacceptable cnduct, utline expectatins, and state that further disciplinary actin will ccur if the behavir is repeated. The supervisr shuld update the perfrmance imprvement plan that further explains what perfrmance is expected f the emplyee and any supprt, caching, r training that will be prvided by ASI. Step 4 - Suspensin r Demtin: If the cnduct addressed by the written warnings is repeated r additinal prblems ccur, discipline may prgress t a final warning, which may include a suspensin r psitin demtin. Hwever, a single incident may be s severe as t merit an immediate final warning and suspensin r demtin. As nted abve, the supervisr shuld wrk in cnsultatin with the Human Resurces Department prir t taking disciplinary actins at higher levels, which include written warnings, final warnings (including suspensin r demtin) and terminatin. The supervisr shuld update the perfrmance imprvement plan that further explains what perfrmance is expected f the emplyee and any supprt, caching, r training that will be prvided by ASI. Step 5 - Terminatin f Emplyment: Emplyment may be terminated based n prgressive discipline and n the severity f a single incident. Miscnduct that invlves dishnesty, vilatin f the law, r significant risks t ASI s peratins r t the safety r well-being f neself r thers is grunds fr immediate terminatin f emplyment. Hwever, the facts and circumstances f each case will determine what actin, up t and including discharge frm emplyment, is apprpriate. Decisins t terminate emplyment shuld be made in cnsultatin with the Human Resurces Directr and Executive Directr. Examples f serius miscnduct can be fund in the Plicy Cncerning Emplyee Cnduct. 4. ADMINISTRATIVE EVALUATION PROCESS a. Evaluatin f the ASI Executive Directr The evaluatin f the ASI Executive Directr shall take place n later than the 14th week f the Spring Semester f each academic year. The review cmmittee that will evaluate the ASI Executive Directr shall cnsist f the Chair f the Bard f Directrs wh shall serve as chair, three (3) Members f the Bard f Directrs, the University President s Representative t the BOD, the ASI President, Vice President, Vice Chair/Secretary, and Vice Chair/Treasurer. The evaluatin shall be cmpleted by the Cmmittee and then presented t the Vice President f Student Affairs fr review. Within a clsed sessin, the Bard f Directrs tgether with the ASI Executive Directr will discuss the evaluatin. Fllwing the ASI Bard f Directrs apprval, the evaluatin will be signed by the Chair f the Bard f Directrs. The final evaluatin reprt shall be frwarded t the President f the University. The evaluatin shall then be placed in the Executive Directr s emplyment file. Prcess fr Evaluatin P a g e 7 f 8

8 The review cmmittee shall use the standard CSUF management perfrmance evaluatin frms in cnducting the Executive Directr s annual review. The review shall take int cnsideratin prgress made in meeting established gals. Additinal criteria may include but nt be limited t ASI/University relatins, verall management f the TSU, student/staff relatins, fiscal and human resurces management, and adherence t State Educatin Cdes, Title 5 f the Califrnia Cde f Regulatins, Executive Orders, and ther plicies regulating CSU auxiliaries. b. Psitin Review fr the ASI Executive Directr The ASI Executive Directr psitin shall underg a psitin review at least nce every three years r as requested by the CSUF Vice President fr Student Affairs, ASI President, r ASI Bard f Directrs Chair, and at any time a vacancy in the psitin ccurs. This review shall be cnducted fr the purpse f establishing an apprpriate salary range fr the psitin. Additinally, jb duties and/r respnsibilities may be added, deleted r mdified as required. Jb Duties & Respnsibilities Fllwing cnsultatin with the Vice President fr Student Affairs, ASI President, and ASI Bard f Directrs Chair, prpsed changes t the jb duties and/r respnsibilities f the psitin will be presented t the ASI Gvernance Cmmittee by the ASI Human Resurces Directr. The ASI Gvernance Cmmittee shall frward its recmmendatin and cmments t the ASI Bard f Directrs fr apprpriate actin. Cmpensatin The ASI Human Resurces Directr shall cnduct a cmpensatin review t insure equity and cmparability as utlined in Califrnia Educatin Cde Sectin Recmmended cmpensatin adjustments shall be based n the fllwing infrmatin: Salary cmparisn with similar psitins within the Auxiliary Organizatin Assciatin. Salary cmparisn t psitins f similar scpe and respnsibility at CSUF. Salary cmparisn t psitins f similar scpe and respnsibility within the surrunding cmmunities. Recmmended adjustments t the Executive Directr s salary shall be presented t the ASI Gvernance Cmmittee by the ASI Human Resurces Directr fllwing cnsultatin with the ASI President, the ASI Bard f Directrs Chair, the Vice President fr Student Affairs and the University President. The Gvernance Cmmittee shall frward its recmmendatin and cmments t the ASI Bard f Directr fr apprpriate actin. DATE APPROVED: 10/17/17 P a g e 8 f 8