2. HBCU LIBRARY ALLIANCE LEADERSHIP INSTITUTE PROJECT

3. LIBRARIANS @ NORTH CAROLINA CENTRAL UNIVERSITY April 4 - 8, 2008 Morehouse College Leadership Center Theodosia T. Shields, Ph. D. Victoria Silver, Librarian Presenters PERFORMANCE APPRAISAL INSTRUMENT for

4. ABSTRACT Librarians at North Carolina Central University are considered EPA (Exempt from State Personnel Act) non- faculty. Currently, the library faculty are subject to an annual performance review conducted by the Director of Library Services. The instrument used for this review is the NCCU Faculty Workplan. This workplan is designed to assess the duties and responsibilities of the teaching faculty. Upon review and research, librarians at NCCU will develop an instrument that will more adequately assess the duties and responsibilities of exempt non-faculty. This presentation will highlight the steps used in developing this instrument.

5. FACULTY WORKPLAN

6. HBCU PROJECT MEETING Dr. Shields and Victoria’s strategy meeting Discussed Topics

7. Session 1 HBCU Alliance Library Project Supervisors and Department Heads Handouts Faculty Evaluation Forms Duke, N.C. State, UNC, NCCU Reading Assignment Beliefs About Performance Appraisals G. Edwards Evans, A How-To-Do-It Manual for Librarians, Performance Management and Appraisal Library Performance, A Case Study Junlin Pan, Northern llinois University, U.S. and Gaoyin Qian, City University of New York, U.S.

8. Session 2 Attendance Dr. Shields, Victoria and Nine Librarians Ice Breaker Exercise Discussed pros and cons of the performance appraisal Presentations Recorder, Flip Chart, Discussion

9. SUGGESTED CRITERIA Knowledge/Technical Knowledge/Job Knowledge Quality of Work/Quantity of Work Decision-Making Accountability Cooperation/Working Relationship Initiative/Dependability

10. SUGGESTED CRITERIA Professional Responsibility Communication/Oral/Team-Working Leadership/Administration Leadership Self-Development Teaching Organization Planning Research Customer Service

11. Session 3 – Working Lunch Recap of Session 2 Presentations Team-Building Exercise

12. Break-Out Session Two Groups Odd Numbers Even Numbers Criteria Ratings

13. Criteria –Even Number Group Knowledge Communication Skills Teamwork Productivity Accountability Leadership Problem Solving/Decision-Making

14. RATINGS Outstanding Very Good Good Marginal Deficient

15. Criteria – Odd Number Group Job Knowledge Quality of Work Accountability Professionalism Initiative/Leadership Management Customer Service Professional Development Working Relationship/Teamwork

16. RATINGS Outstanding Very Good Good Fair Poor

17. SESSION 4 FINAL CRITERIA and RATINGS CUSTOMER SERIVCE – provide prompt and friendly service to internal and external customers. JOB KNOWLEDGE – degree to which the employee understands the job elements required to perform work assignments properly. TEAM WORK/WORKING RELATIONSHIP – maintains harmonious working relations, support and respect of others.. MANAGEMENT (if applicable) - employees supervised demonstrate productivity, competence and high morale. INSTRUCTIONAL SERVICE (if applicable) – provides users with the skills and knowledge necessary to locate and extract the information they need as students and long-life learners.

18. CRITERIA QUALITY of WORK - thoroughness, accuracy and dependability of work results. Performs assigned duties accurately and thoroughly with only minimal errors. QUANTITY of WORK – amount of work accomplished in relations to the workload in a given period of time. LEADERSHIP - effectively makes decisions within scope of assigned position, and uses resources wisely. ACCOUNTABILITY – takes responsibility for fulfilling job duties. PROFESSIONAL DEVELOPMENT – demonstrates commitment to maintaining a high level of professional awareness; participates in professional activities and/or academic community activities as appropriate.

19. RATINGS OUTSTANDING Highest level of performance; this rating is given to any employee who consistently does far more than expected for the position. (i.e. Provides leadership, fosters teamwork, highly productive, innovative, responsive and generates top quality work for NCCU). VERY GOOD Performance consistently meets the requirement standards, or objectives of the job. (i.e. Shows initiative and versatility, works collaboratively, has strong technical & interpersonal skills or has achieved significant improvement in these areas).

20. RATINGS Meets all the relevant job performance standards. (i.e. Meets standards on a consistently basis). MARGINAL Employee generally is doing the job at a minimal level, and improvement is needed to fully meet expectations. (i.e. Seldom exceeds and often falls short of desired results). GOOD POOR Performance fails to meet the defined expectations at the level expected for employees. (i.e. Performance is consistently below requirements and meets few or none of the standards/objectives).

21. WHAT’S NEXT Self-Evaluation Submitted to Provost for approval Draft Document

22. QUESTIONS???