TIM MCFARLINGASSOCIATE VICE PRESIDENT, HUMAN RESOURCES

Administrative Faculty Evaluation Workshop 2014

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

What is Wrong With Performance Evaluation?

Employees Dislikes Rigid Not Relevant Judgmental

Supervisors Dislikes Rigid “The Form” Time Intensive Possible Confrontation/Disagreement

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

Creating Alignment

Employee responsibilities aligned with unit?Employee responsibilities aligned with

institution?Requires dialogueRequires direction

Self Evaluation

Answer Four Questions1. What did I accomplish this year?2. What would I have liked to accomplish but

didn’t?3. What did I learn about myself/the

organization?4. What are my personal/professional

development goals?

These questions are considered in the context of

1. What did I accomplish this year?

2. What would I have liked to accomplish but didn’t?

3. What did I learn about myself/the organization?

4. What are my personal/professional development goals?

Job Responsibilities (PDQ)

Goals or IPO’s for 2014

CompetenciesUnexpected Events

Personal Development

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

Where do I find resources. . . . ?

www.unr.edu/hr

Competencies

Competencies for Success

Analytical

Thinking

Adaptability

Communication

Diversity

&

Inclusion

Financial

Responsibility

Human Resource

Responsibility

Leadership

Teamwork

Functional Knowledge

Serving Constituents

Resource

Responsibility

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.

Financial

Individual Manager

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.

• 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.

Human Resources

Evaluation and PDQ’s. . . Who needs more paperwork?

Performance ManagementEvaluation should include feedback on job

responsibilities – guides performanceUpdate PDQ as part of evaluation process

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.

IPO’s (Individual Performance Objectives)

IPO’s Action Plan

Target Date

Measurement

CompletionDate

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 PlanThis 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.”

Development Plan

Evaluation Should be Forward Looking

Identify Personal and Professional Growth Opportunities

Link to IPO’s and Department Objectives

Managing Your BossManaging Your Employee

CommunicationAre 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])?

Merit – Proposed Plan

2008 2009 2010 2013

2014 Merit

.25 .25 .25 .25 1.0

Scores 2 3 2 1

.5 .75 .5 .25 2

2011 2012 2014

2015 Merit

.25 .25 .50 1.0

Scores 0 2 4

0 .5 2 2.5

JULY 1, 20152.5 MERIT STEPS X $715 = $1,787.50

Show me the Money!

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

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!

“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.

“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.

The “form” does not make the evaluation

Good communication does!

Timeline

ProjectedDue 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. Divisions / Colleges

     

4/30/15

 COMPLETION OF EVALUATION PROCESS --- Final signed evaluation forms are due to HR Deans/AVPs/Directors

Academic & Administrative FacultyDeadlines for 2014 Evaluation Period

  NOTE: Individual departments, colleges and divisions will need to develop an internal timeline to ensure

completion of tasks prior to the April 30, 2015. The dates stated in this timeline represent “due dates” for completion of specified tasks. Tasks can be completed prior to the due date.

Thank you!