1. Administrative Faculty Evaluation Workshop 2014
Tim McFarling
Associate Vice President, Human Resources

2. 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

3. What is Wrong With Performance Evaluation?
Employees Dislikes
Rigid
Not Relevant
Judgmental
Supervisors Dislikes
“The Form”
Time Intensive
Possible Confrontation/Disagreement

4. 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

5. Creating Alignment Employee responsibilities aligned with unit?
Employee responsibilities aligned with institution?
Requires dialogue
Requires direction

6. Self Evaluation Answer Four Questions What did I accomplish this year?
What would I have liked to accomplish but didn’t?
What did I learn about myself/the organization?
What are my personal/professional development goals?

7. These questions are considered in the context of
What did I accomplish this year?
What would I have liked to accomplish but didn’t?
What did I learn about myself/the organization?
What are my personal/professional development goals?
Job Responsibilities (PDQ)
Goals or IPO’s for 2014
Competencies
Unexpected Events
Personal Development

8. 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

9. Where do I find resources. . . . ?

10. Competencies
Competencies for Success

11. Financial
Individual
Manager
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.
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.

12. Human Resources Individual Manager
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.
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.

13. 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

14. 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.

15. IPO’s (Individual Performance Objectives)
Action Plan
Target Date
Measurement
Completion
Date
Objective: Improve retention and decrease start up time for new hires.
*Map process and make improvements
*Continued enhancements to faculty orientation
April 1, 2014
September 1, 2014
Three month follow-up survey for employee satisfaction
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.”

16. Development Plan Evaluation Should be Forward Looking
Identify Personal and Professional Growth Opportunities
Link to IPO’s and Department Objectives

17. 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])?

18. Merit – Proposed Plan 2008 2009 2010 2013 2014 Merit .25 1.0 Scores 2.5
.75
2011
2012
2014
2015 Merit
.50 4
2.5

19. Show me the Money!
July 1, 2015
2.5 merit steps x $715 = $1,787.50

20. 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

21. 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!

22. “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.

23. “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.

24. The “form” does not make the evaluation
Good communication does!

25. Deadlines for 2014 Evaluation Period
Timeline
Academic & Administrative Faculty
Deadlines for 2014 Evaluation Period
Projected
Due Date
Task
Responsible
01/30/15
Faculty self evaluations submitted – Individual Unit deadlines may vary
All Faculty
2/1 – 3/31/15
Review meetings held with faculty member and chair/supervisor
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.
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, The dates stated in this timeline represent “due dates” for completion of specified tasks. Tasks can be completed prior to the due date.

27. Thank you!