Presentation on theme: "SDAO 2013 A NNUAL C ONFERENCE MAKING EXECUTIVE DIRECTOR PERFORMANCE EVALUATION MEANINGFUL Presented by Judy Clark, SPHR HR Answers, Inc."— Presentation transcript:
SDAO 2013 A NNUAL C ONFERENCE MAKING EXECUTIVE DIRECTOR PERFORMANCE EVALUATION MEANINGFUL Presented by Judy Clark, SPHR HR Answers, Inc.
S ESSION O BJECTIVES Discuss the benefits of the evaluation process. Review the elements of a good evaluation process. Explore different ways of conducting an evaluation. Examine documents helpful to the evaluation process. Address questions from attendees.
U NDERSTANDING THE E VALUATION Evaluation is the process of reviewing past performance and planning for future performance. Evaluating the ED is a critical task designed to ensure that the Board/Commissioners and the ED/GM are on the same page about the priorities and processes of the District.
B ASIC O RGANIZATIONAL M ANAGEMENT P RINCIPLES Let people know what is expected of them. Give them a chance to perform. Give them help when and as needed. Let them know how they are doing, eliminating surprises. Recognize and reward them on their results.
F OUR P HASES OF P ERFORMANCE M ANAGEMENT 1. Planning Performance 3. Appraising Performance 4. Developing Performance 2. Managing Performance
P ERFORMANCE F LOWCHART Organizational Goals Position Description Job Standards Performance Appraisal Report results & plan next cycles goals
H OW AN ED E VALUATION IS D IFFERENT Commissioners/Boards are about policy and public relations; therefore there is less visibility regarding the EDs style of operations and management. The what is more obvious than the how. Often supervisors/managers know more than those they are evaluating…that is not always the case with Boards and EDs.
B ENEFITS OF AN ED E VALUATION Board is seen as effective in its oversight role. Helps ensure that organizational goals are met. ED is given information about compliments deserved and improvements needed. Enhances the relationship between ED and Board. Documentation exists outlining performance concerns/issues if needed.
T YPICAL P ROCESS Job Description is written/revised that outlines the responsibilities and scope of position. Budget and goals are set for the year. Performance targets are assessed periodically throughout the year. Ninety days before the review is due, information about the year and accomplishments is collected. Commissioners Staff Community members Executive Director (Self-Evaluation)
T YPICAL P ROCESS ( CONT.) Documents are drafted and reviewed by Commissioners. Determination of pay raise (if any) is made. Conversation with ED occurs – can be everyone or whomever is serving as Chair. Goals for next year are finalized.
W AYS TO G ATHER I NFORMATION Questionnaires Interviews – in-person or by phone Focus Groups Employee Opinion surveys Done by Commissioners or done by outside consultants
P OSSIBLE E VALUATION C RITERIA Financial results compared to budget Maintenance of reserves Clean Financial and Operational Audits Employee Turnover Degree to which program/service goals were met Public opinion as evidenced by articles, public comment, etc. Exercise of good judgment Timeliness of materials, responses, etc.
P OSSIBLE E VALUATION C RITERIA ( CONT.) Planning Capability Ability to answer Commissioners questions Initiation of new ideas/services Ability to represent the District to the community Leadership and management of staff Serves as a role model for policies and organizational values ????
E RRORS THAT CAN OCCUR Contrast Error – comparing ED with a predecessor or other individuals the Commissioners know Halo/Horn Effect – error that occurs because of something the ED does extremely well or does poorly Bias Error – error that occurs because the ED thinks or behaves differently than the Commissioners Recency Error – error that occurs because only recent performance is considered
I TEMS TO C ONSIDER Levels of performance rating Three – Four – Five Ask ED to provide a Summary of Accomplishments. Would a Professional Development Plan be appropriate? Who will collect the information? Who will conduct the evaluation? How will information from the evaluation conversation be shared with the rest of the Commission/Board?
Q UESTIONS … A NSWERS …. D ISCUSSION …
T HANK YOU ! Training Employee and Managerial Training Needs Assessment Confidential Employee Surveys Customized Training One-on-One Coaching Facilitation of: – Meetings/Retreats – Strategic Planning Sessions Train-the-Trainer Materials Training Room Monthly Workshops/Programs Human Resources Affirmative Action Plans Compensation Employee Relations Policy & Procedure Human Resource Practices Audit Compliance Employment Benefits Labor Relations Investigations Recruitment/Staffing HR Resource Library Career Management & Outplacement Services HR-On-Call (Advantage Plan) Immediate, Unlimited Phone Support Access to HR Resources/Materials via website HR Newsletter/Alerts Discounts on Other HRA Products and Services HR Answers, Inc.