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HISD Non-Teacher Appraisal System
PROFESSIONAL COMPETENCIES AND RUBRICS
Manager Employee
1. Customer Focus 1. Customer Focus
2. Judgment and Decision-Making 2. Judgment and Decision-Making
3. Planning and Organization 3. Planning and Organization
4. People and Team Development 4. People and Team Development
5. Interpersonal Effectiveness 5. Interpersonal Effectiveness
6. Leadership 6. Technical Expertise
7. Standard Expectations 7. Standard Expectations
8. Department Goals 8. Department Goals
2014-2015 Professional Competencies Non-Teacher Employee appraisals are an evaluation of performance based on the following professional competencies. Rubrics that provide guidance regarding performance levels of each competency are included.
Professional Competency 1: Customer Focus
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The following best describes an employee/manager performing at Level 1, “Ineffective”, in this competency:
• Employee/Manager rarely identifiesthe expectations and requirementsof customers and internal partners.
• Employee/Manager does not seekfeedback in order to moreeffectively meet the needs of thecustomers and internal partners.
• Employee/Manager rarely servescustomers in a culturally sensitive,courteous, timely and professionalmanner.
• Employee/Manager fails to developstrong, long-term customer andinternal partner relationships.
The following best describes an employee/manager performing at Level 2, “Developing”, in this competency:
• Employee/Managerinconsistently identifies theexpectations and requirementsof customers and internalpartners.
• Employee/Manager seeks feedbackbut does not make the adjustmentsneeded.
• Employee/Manager servescustomers in a culturally sensitive,courteous, timely and professionalmanner, but the follow up is notalways timely.
• Employee/Manager developslimited long-term customer andinternal partner relationships.
The following best describes an employee/manager performing at
Level 3, “Effective”, in this competency:
• Employee/Manager consistently identifiesand meets the expectations as well as therequirements of customers and internalpartners.
• Employee/Manager seeks feedback andresponds appropriately.
• Employee/Manager serves customers in aculturally sensitive, courteous, timely andprofessional manner.
• Employee/Manager develops strong,long-term customer/internal partnerrelationships.
The following best describes an employee/manager performing at Level 4, “Highly Effective”, in this competency:
All indicators for Level 3 are met, and some or all of the following evidence is demonstrated:
• Employee/Manager obtains athorough understanding of individualcustomer’s needs, interests, and/orconcerns.
• Employee/Manager anticipates theneeds of the customer and ispro-active in addressing them.
Professional Competency 2: Judgment and Decision-Making
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The following best describes an employee/manager performing at Level 1, “Ineffective”, in this competency:
• Employee/Manager defines a problem,conducts analysis, and developsstrategies/solutions with a lack ofclarity or coherence.
• Employee/Manager makes andevaluates decisions in aninefficient manner that may resultin a significant loss of work time.
• Employee/Manager fails to exhibit astandard of professional conductand ethical practices in decision-making.
• Employee/Manager does notconsider the impact oforganizational change and lacks anunderstanding of the importance ofstakeholder engagement indecision-making.
The following best describes an employee/manager performing at Level 2, “Developing”, in this competency:
• Employee/Manager defines aproblem, but may inconsistentlyconduct analysis or developappropriate strategies/solutions.
• Employee/Manager generally makesand evaluates decisions, but doesnot do so in a timely manner.
• Employee/Manager sporadically exhibitsstandards of professional conduct andethical practices in decision-making.
• Employee/Manager considers theimpact of organizational change andunderstands the importance ofstakeholder engagement indecision-making, but may needfrequent reminders to do so.
The following best describes an employee/manager performing at Level 3, “Effective”, in this competency:
• Employee/Manager consistently defines aproblem, conducts analysis, and developsappropriate strategies/solutions.
• Employee/Manager makes decisions,evaluates, and makes timely adjustmentsas needed.
• Employee/Manager exhibits the higheststandard of professional conduct andethical practice in decision-making.
• Employee/Manager considers the impactof organizational change and understands the importance of stakeholderengagement in decision-making.
• Employee/Manager develops innovativesolutions to problems as appropriate.
The following best describes an employee/manager performing at Level 4, “Highly Effective”, in this competency:
All indicators for Level 3 are met, and some or all of the following evidence is demonstrated:
• Employee/Manager proactively createsopportunities for employees andstakeholders to successfully contribute tothe judgment and decision-makingprocess.
• Employee/Manager leverages thedecision making skills and knowledge ofall employees to successfully meet goals.
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nly • Manager does not involve staff,
stakeholders, and others, asappropriate, in decision-making.
• Manager infrequently seeks feedbackfrom staff and/or stakeholders whenmaking decisions and inconsistentlyprovides staff with opportunities fordecision making.
• Manager consistently involves staff,stakeholders, and others, asappropriate, in decision-making.
Professional Competency 3: Planning and Organization
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The following best describes an employee/manager performing at Level 1, “Ineffective”, in this competency:
• Employee/Manager rarely supportsthe district, department, or team’sbeliefs, mission, and vision.
• Employee/Manager has a limitedunderstanding of organizational goalswhich impact alignment of the work.
• Employee/Manager fails to plan anddoes not assist in executing thedepartment’s work, which stifles aneffective workflow.
• Employee/Manager does not seek to improve the work processes.
• Employee/Manager is not proactive inestablishing personal goals.
The following best describes an employee/manager performing at Level 2, “Developing”, in this competency:
• Employee/Manager inconsistentlysupports the district, department, orteam’s beliefs, mission, and vision.
• Employee/Manager understandsorganizational goals and objectivesbut fails to align the work accordingly.
• Employee/Manager plans and assists inexecuting the department’s work, butdoes not establish effective processesfor a steady workflow.
• Employee/Manager seeks to improve the work processes when a request is made.
• Employee/Manager is proactive inestablishing personal goals andoccasionally takes action to achievethem.
The following best describes an employee/manager performing at Level 3, “Effective”, in this competency:
• Employee/Manager consistently supportsthe district, department, or team’s beliefs,mission, and vision.
• Employee/Manager understandsorganizational goals and objectives andaligns work accordingly.
• Employee/Manager plans and assists inexecuting the department’s work, whichincludes establishing effective processes,workflow and integration with others.
• Employee/Manager continuously seeks to improve the work processes.
• Employee/Manager is proactive inestablishing personal goals and takes actionto achieve them.
The following best describes an employee/manager performing at Level 4, “Highly Effective”, in this competency:
All indicators for Level 3 are met, and some or all of the following evidence is demonstrated:
• Employee /Manager takes the initiativeto develop and implement strategies toincrease the productivity of thedepartment and/or team to meet thedistrict’s goals.
• Employee/Manager prioritizes the tasks or initiatives that are most critical ortime sensitive.
• Employee/Manager defines workefforts, organizes people, information,and resources to getthe tasks done in a timely manner.
• Manager is unable to determineorganizational goals and objectives,both short and long term.
• Manager fails to meet the budgetrequirements, such as timely paymentto vendors, in support of the strategicpriorities of the district.
• Manager determines organizationalgoals and objectives, but fails to alignthem to the goals of the district.
• Manager inconsistently meets thebudget requirements, such as timelypayment to vendors, in support of thestrategic priorities of the district.
• Manager determines organizational goalsand objectives, both short and long term,that align to the goals of the district.
• Manager estimates and meets budgetrequirements, such as timely payment tovendors, in support of the strategicpriorities of the district.
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Professional Competency 4: People and Team Development The following best describes an employee/manager performing at Level 1, “Ineffective”, in this competency:
• Employee/Manager can vaguely definethe performance expectations and seldommeets them.
• Employee/Manager avoids conflictresolution and allows problems to grow.
• Employee/Manager rarely demonstratesrespect for others.
• Employee/Manager occasionally engages in succession planning.
• Employee/Manager rarely uses teambuilding strategies or createsopportunities for collaboration.
• Employee/Manager fails to inspire ormotivate the team to do or be their best.
The following best describes an employee/manager performing at Level 2, “Developing”, in this competency:
• Employee/Manager understands theperformance expectations but meetsthem intermittently.
• Employee/Manager may allow problems to grow because they are resolved slowly.
• Employee/Manager inconsistentlydemonstrates respect for others.
• Employee/Manager engages in succession planning when it is requested.
• Employee/Manager occasionally uses teambuilding and creates opportunities forcollaboration.
• Employee/Manager occasionally inspires ormotivates the team to do and be their best.
The following best describes an employee/manager performing at Level 3, “Effective”, in this competency:
• Employee/Manager understands, definescommunicates, and meets the performanceexpectation.
• Employee/Manager productively resolvesconflicts and minimizes problems.
• Employee/Manager consistentlydemonstrates respect for others.
• Employee/Manager engages in succession planning.
• Employee/Manager uses teambuildingstrategies and creates opportunities forcollaboration.
• Employee/Manager inspires, influences, and motivates the team to do and be their best.
The following best describes an employee/manager performing at Level 4, “Highly Effective”, in this competency:
All indicators for Level 3 are met, and some or all of the following evidence is demonstrated:
• Employee/Manager builds effective teams andpartners with the appropriate individuals tomanage operations successfully and completetasks quickly.
• Employee/Manager provides challengingassignments and encourages others to acceptdevelopmental opportunities to flourish.
• Employee/Manager identifies innovative ways topromote team building and reduce conflicts.
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• Manager does not maintain a two-waydialogue with employees that promotescoaching and feedback.
• Manager seldom addressesperformance issues in a timely manner.
• Manager rarely identifies individualswith leadership potential and does notfoster their development.
• Manager maintains a two-way dialogue with employees that promotes coaching and feedback but does not do it consistently.
• Manager addresses performance issues but itmay not be in a timely manner.
• Manager inconsistently identifies individuals with leadership potential and fosters theirdevelopment.
• Manager maintains a two-way dialogue with employees that promotes coaching and feedback.
• Manager addresses performance issues in atimely manner.
• Manager consistently identifies individualswith leadership potential and fosters theirdevelopment.
Professional Competency 5: Interpersonal Effectiveness
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The following best describes an employee/manager performing at Level 1, “Ineffective”, in this competency:
• Employee/Manager communicatesineffectively in written and oralpresentations.
• Employee/Manager does notcontribute to a positive workenvironment.
• Employee/Manager does not holdself and others accountable forhigh standards and fails to acceptresponsibility for mistakes.
• Employee/Manager fails tounderstand diverse opinions.
• Employee/Manager fails to addressconflict situations.
• Employee/Manager does notrecognize the need to change tacticswhen something isn’t working.
The following best describes an employee/manager performing at Level 2, “Developing”, in this competency:
• Employee/Manager occasionallycommunicates effectively in written andoral presentations.
• Employee/Manager inconsistentlycontributes to a positive workenvironment.
• Employee/Manager inconsistently holdsself and others accountable for highstandards and accepts responsibility formistakes.
• Employee/Manager infrequently seeksto understand diverse opinions.
• Employee/Manager addresses conflictsituations with very little understandingwhich limits the win-win outcomes.
• Employee/Manager seldom changestactics when something isn’t working.
The following best describes an employee/manager performing at Level 3, “Effective”, in this competency:
• Employee/Manager communicateseffectively in written and oralpresentations.
• Employee/Manager consistentlycontributes to a positive workenvironment.
• Employee/Manager holds self andothers accountable for high standardsand accepts responsibility for mistakes.
• Employee/Manager seeks to understanddiverse opinions.
• Employee/Manager addresses conflictsituations with understanding andwin-win outcomes.
• Employee/Manager can change tacticswhen something isn’t working.
• Employee/Manager is seen as direct andtruthful by peers and others.
The following best describes an employee/manager performing at Level 4, “Highly Effective”, in this competency:
All indicators for Level 3 are met, and some or all of the following evidence is demonstrated:
• Employee/Manager seeks 360°feedback and continuously improves.
• Employee/Manager builds relationships with team members and across theorganization.
• Employee/Manager providesconstructive and appropriatefeedback that result in increasedemployee retention rate.
Professional Competency 6: Technical Expertise
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The following best describes an employee performing at Level 1, “Ineffective”, in this competency:
• Employee rarely completes theday-to-day functions and/or technicalaspects of the job.
• Employee does not complete theminimum requirements on-time.
• Employee deliverables are of poor quality.
The following best describes an employee performing at Level 2, “Developing”, in this competency:
• Employee completes the day-to-dayfunctions and/or technical aspects ofthe job but does not do soconsistently.
• Employee may obtain training uponrequest but does not apply theknowledge to enhance the quality ofwork.
• Employee delivers marginal resultsupon request.
The following best describes an employee performing at Level 3, “Effective,” in this competency:
• Employee completes day-to-day functionsand properly executes the technical aspectsof the job.
• Employee obtains the appropriate trainingand certifications to complete workresponsibilities.
• Employee delivers high-quality,measureable, and timely results.
The following best describes an employee performing at Level 4, “Highly Effective”, in this competency:
All indicators for Level 3 are met, and some or all of the following evidence is demonstrated:
• Employee seeks out additionalprofessional development beyondwhat is required to completeresponsibilities at an expert level.
• Employee initiates projects anddevelops products that arehigh-quality deliverables with timelyresults.
Professional Competency 6: Leadership
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The following best describes a manager performing at Level 1, “Ineffective”, in this competency:
• Manager incorporates limitedperspectives from a select group ofpeople.
• Manager does not articulate avision and/or direction for theteam.
• Manager does not accurately definethe problems and fails to plan toaddress the issues.
The following best describes a manager performing at Level 2, “Developing”, in this competency:
• Manager understands multipleperspectives but does notconsistently incorporate ideas.
• Manager articulates a vision forthe team but may notconsistently direct or guide theteam to ensure execution.
• Manager can identify a problembut may not plan accordingly tosolve the dilemma.
The following best describes a manager performing at Level 3, “Effective”, in this competency:
• Manager leads change whileincorporating multiple perspectivesfrom diverse stakeholders.
• Manager defines and articulates visionand direction for the team.
• Manager anticipates problemsand plans a strategy to addressthe situation accordingly.
• Manager relates well to diversityinside and outside the organization.
• Manager can maneuver through complex situations effectively.
• Manager demonstrates sensitivity tohow people and organizations function.
The following best describes a manager performing at Level 4, “Highly Effective”, in this competency:
All indicators for Level 3 are met, and some or all of the following evidence is demonstrated:
• Manager collaborates with other departments and affects change in otherareas of the organization.
• Manager provides opportunities foremployees with potential to develop as future leaders.
Professional Competency 7: Standard Expectations N
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The following best describes an employee/manager performing at Level 1, “Ineffective”, in this competency:
• Employee/Manager dresses in amanner that is inappropriate forthe job assignment or in a manner
that fails to reflect positively on thedistrict and ignores feedback onmultiple occasions.
• Employee/Manager fails to complywith district/department policies andprocedures regarding attendanceand/or demonstrates a pattern of
absenteeism.
• Employee/Manager has a pattern ofarriving to work late and is notpunctual for scheduled meetings aswell as other assigned duties.
• Employee/Manager fails to complywith established policies andprocedures.
The following best describes an employee/manager performing at Level 2, “Developing”, in this competency:
• Employee/Manager requiresindividualized feedback or guidance inorder to dress in a manner that isappropriate for the job assignment andin a manner that reflects positively onthe district.
• Employee/Manager inconsistentlycomplies with district/departmentpolicies and procedures regardingattendance.
• Employee/Manager arrives to workon time and is punctual for scheduledmeetings as well as other assignedduties with frequent reminders.
• Employee/Manager occasionallycomplies with established policiesand procedures.
The following best describes an employee/manager performing at Level 3, “Effective”, in this competency:
• Employee/Manager dresses in amanner that is appropriate for the jobassignment and in a manner thatreflects positively on the district.
• Employee/Manager consistently complies with district/department goals regarding attendance.
Employee/Manager arrives to work on time and is punctual for scheduled meetings as well as other assigned duties.
Level 4: Not applicable to this criterion.
•
Employee/Manager complies with established policies and procedures.
•
Professional Competency 8: Campus/Department Goals
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The following best describes an employee/manager performing at Level 1, “Ineffective”, in this competency:
• Employee/Manager meets less than 51%of the Campus/Department goals.
The following best describes an employee/manager performing at Level 2, “Developing”, in this competency:
• Employee/Manager meets 51-75%of the Campus/Department goals.
The following best describes an employee/manager performing at Level 3, “Effective”, in this competency:
• Employee/Manager meets 76-99%of the Campus/Department goals.
The following best describes an employee/manager performing at Level 4, “Highly Effective”, in this competency:
• Employee/Manager meets100% of the Campus/Department goals.
