1. Managerial Performance Reviews Spring 2015

2. Agenda Managerial Performance Process Part I- Self Evaluation Part II General Job Duties/Major Areas of Responsibility Part III- Goals/Performance Objectives for the Last Evaluation Period Part IV- Performance Standards Part V- Overall Assessment/Rating Part VI- Personal Development Part VII- New Goals/Objectives Signatures/Managerial Appointments

3. Intention To measure every manager’s performance against : –The manager’s primary job responsibilities –Specific objectives that the manager was intended to meet during the past year –The mission and values of the institution- the Pillars! –Commitment to the process from President Houshmand

4. Timeline May 15-June 1: employees submit a short narrative /self assessment based upon their previous year’s goals and objectives June 1-July 15: Supervisors complete evaluations July 15-August 10: one on one meetings take place with all managerial employees

5. Rating Scale Outstanding Achieves Improvement Needed/Unsatisfactory

6. Important Note! “Achieves” means that the employee is being a full member of a high-performing team, working consistently at a high level of quality and quantity. “Improvement Needed/Unsatisfactory” is a warning that substantial improvement must be made and a performance improvement plan developed. If the level of performance does not significantly improve, it may warrant a termination for cause

7. Outstanding Performance far exceeded expectations on a consistent basis. Exceptionally high quality of work performed. Performs at an exceptional level of effectiveness in achieving goals and ongoing work responsibilities; creatively solving problems and making significant, notable change in spite of significant obstacles; and contributing positive ideas to workplace techniques and programs that benefit the unit, the University and/or the area of expertise Must be approved by the Division VP/Dean and the Office of the President

8. Achieves Performance consistently meets at or above appropriate level and frequently exceeds expectations. Consistent, ongoing accomplishment of goals and ongoing work responsibilities Successful in terms of expected work output, quantity/quality and contribution to unit success

9. Improvement Needed/Unsatisfactory Performance did not consistently meet expectations or at times was below expectations. Inconsistent job performance related to goal achievement, quality, quantity of work and/or the individual is not yet technically proficient or does not show sustained and continuing progress toward achieving proficiency, ongoing work results or goals Termination for cause is likely unless performance materially improves

10. Part I- Self Assessment Provide your supervisor the following information: –Feedback on how you have met the previous year’s goals –Feedback on how you have met the overall job responsibilities –Feedback on the performance standards

11. Part II- General Job Duties/Major Areas of Responsibility Provide 4-5 major areas of responsibility Identify where the employee has been given the responsibility to: –Develop objectives designed to further the mission of the division/University –Select a course of action from among available alternatives –Directs the effectuation of management policies and practices, by overseeing or coordinating the implementation of policies/practices –Don’t forget to provide a rating!

12. Part III- Goals/Performance Objectives for Last Evaluation Period Review the goals and objectives of the last evaluation period, as provided by the employee Provide your comments and a rating

13. Part IV Performance Standards Provide comments for each standard: Student Centered: –Promotes an institutional culture that engenders a caring and supportive environment that helps each individual student feel valued. – Proactive approach to a campus environment that is intolerant of abuse and takes responsibility towards providing a safer living and learning environment place for all students Customer Focused –Anticipate the needs of internal and external customers by creating strategies to better address customer issues. – Values importance of delivery of high quality service to internal and external customers –Assures that department/area takes ownership and responsibility for providing excellent customer service.

14. Performance Standards Accountability Accepts responsibility for own goals, and goals and performance of department or area Delivers timely and accurate results Manages performance to achieve expected results Keeps supervisor informed of progress, issues, and potential problems Identifies and addresses areas of weakness that may affect organizational performance Monitors expenditures and resources to ensure spending is within allotments, or makes appropriate modifications Creates relevant options for addressing problems and opportunities and achieving desired outcomes Identifies and pursues desired outcomes for projects and meetings Demonstrates honest and ethical behavior Engagement –Gives direction in such a way that employees want to cooperate –Communicates mission and vision to subordinates and encourages involvement –Reflects the vision and values by own actions –Shares information, advice, and suggestions to help others to be more successful –Is tactful, compassionate, sensitive, and treats others with respect –Recognizes and applauds achievements of subordinates

15. Performance Standards (cont) Teamwork –Appropriately involves others in a process or decision to ensure their support –Values team success over individual success –Cooperates and collaborates with colleagues as appropriate to develop solutions Student Centeredness –Promotes an institutional culture that engenders a caring and supportive environment that helps each individual student feel valued –Proactive approach to a campus environment that is intolerant of abuse and takes responsibility towards providing a safer living and learning environment for all students. Customer Focused –Anticipate the needs of internal and external customers by creating strategies to better address customer issues. –Values importance of delivery of high quality service to internal and external customers

16. Performance Standards (cont) Inclusivity –Fosters an inclusive environment that shows respect for feelings and opinions of others –Actively seeks out diverse viewpoints, works to understand perspective of others –Creates opportunities for access and success for promoting and achieving diversity –Makes decisions based on the principals of EEO Leadership –Provides timely and honest feedback in a constructive and non-threatening way –Aligns staff to goals, delegates effectively, motivates others, gives clear direction, and initiates projects or actions –Assigns decision-making and work functions to others in an appropriate manner to maximize organizational and individual effectiveness –Provides appropriate support and acts as a resource

17. Part V- Overall Assessment/Rating Your opportunity to provide qualitative feedback supporting the overall assessment and the overall rating for the performance year

18. Part VI Personal Development This page should be developed by both the supervisor and the employee

19. Part VII New Goals/Objectives (SMART goals) This page should be created by both the supervisor and the employee, using the SMART format: –S: Specific –M: Measurable –A: Achievable –R: Realistic –T: Timely

20. Example of SMART Goal Goal: Effective & Efficient Management of Office Staff Schedule and conduct monthly meetings with staff. Use agendas and follow up at each meeting on outstanding issues. Using data collected from your customers, work with staff to develop a plan to improve customer service to be implemented by date. Examine office procedures; determine if duplication or unnecessary steps exists, make recommendations for efficiency by date.

21. Signatures Supervisor –Comments Employee –Acknowledging receipt, not necessarily agreement Division Head (Deans/VPs) Important note: The form is not considered complete until all signatures have been received and the form has been sent to Human Resources. HR will track compliance

22. Managerial Appointments 2 options for managerial appointments: –6 months –1 year If you feel a managerial employee should be non-renewed or given a six month appointment, you must work with HR and the General Counsel’s office

23. Review Managerial Performance Process Part I- General Job Duties/Major Areas of Responsibility Part II- Goals/Performance Objectives for the Last Evaluation Period Part III- Performance Standards Part IV- Overall Assessment/Rating Part V- Personal Development Part VI- New Goals/Objectives Signatures/Appointments