Administrative Faculty Evaluation Workshop 2014 TIM MCFARLING ASSOCIATE VICE PRESIDENT, HUMAN RESOURCES Learning Objectives This workshop will: • Emphasize the importance of creating alignment between the employee, manager and organization • Provide tips and suggestions for self-evaluation • Review the Competencies for Success used in evaluation • Demonstrate the use of IPO’s (Individual Performance Objectives) • Share ideas for employee engagement and recognition • Review evaluation process, ratings, dates and merit What is Wrong With Performance Evaluation? Employees Dislikes Rigid Not Relevant Judgmental Supervisors Dislikes Rigid “The Form” Time Intensive Possible Confrontation/Disagreement Why bother to evaluate? Feedback is essential for employees Some is better than none Employees need to be heard Create alignment between Employee - Manager - Organization Set expectations Higher productivity Keep communication lines open Creating Alignment Employee responsibilities aligned with unit? Employee responsibilities aligned with institution? Requires dialogue Requires direction Self Evaluation Answer Four Questions 1. What did I accomplish this year? 2. What would I have liked to accomplish but didn’t? 3. What did I learn about myself/the organization? 4. What are my personal/professional development goals? These questions are considered in the context of What did I accomplish this year? 2. What would I have liked to accomplish but didn’t? 3. What did I learn about myself/the organization? 4. What are my personal/professional development goals? 1. Job Responsibilities (PDQ) Goals or IPO’s for 2014 Competencies Unexpected Events Personal Development Self-Evaluation Tips Expectations – Manager and Employee Format; Length; Content Sources for Self-evaluation Goals (IPO’s); calendar, project list, data Self-reflection Successes, Failures, Missed Opportunities Where do I find resources. . . . ? www.unr.edu/hr Competencies Competencies for Success Communication Diversity Adaptability & Human Resource Analytical Responsibility Thinking Inclusion Financial Resource Responsibility Leadership Responsibility Functional Knowledge Teamwork Serving Constituents Financial Individual Performs duties in a manner that optimizes financial resources. Continually evaluates and recommends operations to control costs and reduce expenditures. Seeks collaborative opportunities to maximize efficiencies. Manager • Continually evaluates and • • • • recommends operations to control costs and reduce expenditures. Seeks collaborative opportunities to maximize efficiencies. Manages budget for optimal use of financial resources. Controls operating costs. Ensures that unit adheres to all fiscal policies and procedures. Human Resources Manager Individual Follows established policies and procedures. Seeks development opportunities to improve personal performance. Provides relevant input to the policy development process. Supports a safe and harassment free environment by practicing behaviors that are respectful of all individuals. • • • • • • • • • Seeks development opportunities to improve personal performance. Provides relevant input to the policy development process. Manages people to achieve unit and university goals. Clearly communicates direction and goals. Models, understands and enforces personnel policies affecting unit/division. Fosters a climate of employee development. Ensures a safe and harassment free work place. Provides constructive feedback to employees. Treats employees in a fair and consistent manner. Evaluation and PDQ’s. . . Who needs more paperwork? Performance Management Evaluation should include feedback on job responsibilities – guides performance Update PDQ as part of evaluation process Ratings • Excellent: Met the requirements for ‘Commendable’ plus: significantly surpasses expectations in all aspects of position/responsibilities. Demonstrates highest knowledge and skills. • Commendable: Met the requirements for ‘Satisfactory’ plus: Successfully met, and in some areas, significantly exceeded established goals and objectives. • Satisfactory: Met the established goals and objectives for the evaluation period; in a few instances, may have missed some and exceeded others, but on balance performs competently. • Unsatisfactory: Did not meet established goals and objectives for the evaluation period; has not performed competently or consistently; experienced productivity and competence in one or more categories that were applicable. IPO’s (Individual Performance Objectives) IPO’s Action Plan Target Date Measurement Objective: *Map process and make improvements *Continued enhancements to faculty orientation April 1, 2014 Improve retention and decrease start up time for new hires. Completion Date Three month follow-up survey for employee satisfaction September 1, 2014 Relevance to University and/or Department’s Strategic Plan This objective is in alignment with the on-boarding strategic plan of Faculty Human Resources. Relevance to PDQ: This IPO is relevant to the major responsibility of my position – “design, delivery and evaluation of learning opportunities.” Included in this responsibility is the charge of evaluating “training programs and make improvements or adjustments as needed.” Development Plan Evaluation Should be Forward Looking Identify Personal and Professional Growth Opportunities Link to IPO’s and Department Objectives Managing Your Boss Managing Your Employee Communication Are we aligned? Does my boss manage me. . . or do I manage my boss? – (How do I get what I need [and maybe what I want])? Merit – Proposed Plan 2014 Merit Scores 2015 Merit Scores 2008 2009 2010 2013 .25 .25 .25 .25 2 3 2 1 .5 .75 .5 .25 2011 2012 2014 .25 .25 .50 0 2 4 0 .5 2 1.0 2 1.0 2.5 Show me the Money! JULY 1, 2015 2.5 MERIT STEPS X $715 = $1,787.50 Successful Recognition People drive business; emotions drive people Validation increases engagement The most powerful validation= recognizing progress toward a meaningful goal Good leaders connect emotionally with employees and boost engagement Recognition -Thanks for getting the project done - Proud to work with you - Where are you on the …..? - My boss asked about project X - I appreciate the effort you put in on ….. - I heard from Bob about the great job you did. Keep the recognition fresh and unexpected! “THE FORM” & “THE PROCESS” 1. Faculty member completes self-evaluation. 2. Supervisor completes evaluation and signs the cover page. 3. Employee signs cover page upon receipt of evaluation from supervisor. A copy of the evaluation is kept by the faculty member. “THE FORM” & “THE PROCESS” 4. The evaluation form is forwarded to upper management for additional signatures. 5. The Dean/VP assigns merit and signs 6. A copy of the cover page with all signatures is given to the employee. If there were changes to the narrative of the evaluation by upper level management, the employee should receive a copy of the updated evaluation. The “form” does not make the evaluation Good communication does! Timeline Academic & Administrative Faculty Deadlines for 2014 Evaluation Period Projected Due Date Task Faculty self evaluations submitted – Individual Unit 01/30/15 deadlines may vary Review meetings held with faculty member and 2/1 – 3/31/15 chair/supervisor Responsible All Faculty Chairs/Supervisors 03/02/15 CBE opens for changes/updates by divisions/colleges (No changes to account lines After 5/16/2014) Divisions / Colleges 4/15/15 Merit Step Assignment must be entered into the CBE web interface by this date. Divisions / Colleges 4/30/15 COMPLETION OF EVALUATION PROCESS --- Final signed evaluation forms are due to HR Deans/AVPs/Directors NOTE: Individual departments, colleges and divisions will need to develop an internal timeline to ensure completion of tasks prior to the April 30, 2015. The dates stated in this timeline represent “due dates” for completion of specified tasks. Tasks can be completed prior to the due date.