Transcript PERFORMANCE EVALUATION - City University of New York

Who Should Be Evaluated?
All HEO EMPLOYEES
13.3b
 One year appointment
 Two year appointment
 Substitute
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Barriers to Effective
Performance Evaluation
Evaluating performance can raise
uncomfortable feelings
 Dislike “confrontation”
 Risk of offending the employee
 Too busy with other pressing issues
 Unsure of who should conduct the
evaluation
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Barriers to Effective
Performance Evaluation
Lack of confidence; inability to write an
effective evaluation
 The form is intimidating – takes too
much time to complete
 Evaluating substitute employees or
employees with 13.3b is difficult
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PE Form Competencies
- for HEO Series Personnel
 In 1999 CUNY revised performance
evaluation tool for HEO series.
 Previous evaluation tool was open ended
and provided little consistency in standards of
performance.
 In 2001 Brooklyn College began using the
revised evaluation tool, which adopted a
competency based approach.
What Is a Competency?
A competency defines what a person
should know, be able to do, AND a
pattern of behavior that represents what
the best people do most often to
achieve superior results.
Types of Competencies
Core Competencies represent those
patterns of behavior related to
performance that apply to most
HEOs.
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Communication
Interpersonal
Customer Service
Professionalism
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Diversity
Management
Leadership
Types of Competencies
Domains of responsibility and domain
competencies are part of the
competency model for performance
management developed for the HEO
title series.
 The domains represent areas of
responsibility within the University that
require similar sets of skills.
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Types of Competencies
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Examples of Domains of Responsibility:
Academic Computing, Library
Technology and Senior IT Management
 Admissions and Recruitment
 Facilities Management and Space
Planning
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Types of Competencies
Domain competencies are those patterns
of behavior related to performance that
are more closely associated with one’s
professional area of expertise, e.g.
institutional advancement or facilities
management.
Types of Competencies
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Analytical Thinking
Coaching/Mentoring
Creative/Innovative
Detail Oriented
Fact Finder/Investigator
Marketing
Mental Dexterity
Negotiator/Influences Others
Quantitative orientation
Risk-taker
Systematic Thinking
Value of Using
Competency Based
Approach
Helps clarify what doing the job well looks like.
 Easier to give employee feedback on
expectations and outcomes.
Because approach is behavioral, allows for
better understanding of how performance of the
job differs from one person to the next.
Summary of Competencies
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Competencies are a way to define patterns of
performance behavior in such a way that
allows for:
 Discussion of desired and expected
performance
 Potential areas for development
 Giving the employee a clearer picture of
what you define as doing the job well
Performance Evaluation
Conference
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A critical component of the evaluative process
Provides supervisor and employee an
opportunity to engage in an open and
constructive discussion regarding:
 The employee’s job performance
 Accomplishments
 Areas of needed improvement
 Training and development
 Future performance goals and expectations
Performance Evaluation
Conference
 During
the meeting the supervisor
should:
 Solicit
the employee’s comments and
suggestions
 Create an atmosphere in which the
employee is encouraged to speak candidly
 Reply to suggestions or observations
Preparing for the PE
Conference
 Review last year’s evaluation.
 Review job duties and responsibilities.
 Create list of special assignments or
projects (completed or not) and how
well they were accomplished.
 List out examples that illustrate core
and domain competencies.
Preparing for the PE
Conference
 Determine where the person is doing well and
where there are performance gaps.
 Think about possible developmental activities
such as:
• Coaching
• Reading articles
• Job shadowing
• Attending lectures or workshops
Preparing for the PE
Conference
 Give employee notice of the meeting
 Do not complete the evaluation form
beforehand.
 Meet, be open to the other’s point of view.
Preparing for the PE
Conference
 After the meeting, complete the Performance
Evaluation Memorandum.
 Give employee a copy of evaluation for
review, comment and signature.
 Submit completed review to next level
supervisor, if appropriate.
 Send to Human Resources.
Other Considerations
 While reviewing the job description:
• If the duties and responsibilities have
changed• And that change has been continuous over
time Contact HR for a consultation to determine if
the change actually falls outside the scope of
the previous job description.
 Identify goals and objectives on which the
employee will be measured in the next review
Other Considerations
 An example of these would include:
Projects
 New initiatives
 Process improvements related to the department
 College and University goals and objectives
 These would be over and above the
accountabilities outlined in their job
description.
 This would also be a good time to review the
employee’s time & leave record.
HEO Evaluation Schedule
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Section 18.3(b) of the Agreement
between The City University of New
York and the Professional Staff
Congress requires that every member
of the non-teaching instructional staff
have an evaluation conference at least
once each year.
HEO Evaluation Schedule
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In order to complete the evaluation
process in a timely fashion and to
evaluate all employees effectively –
including those not subject to annual
reappointment – beginning Fall 2003,
the evaluation period for all HEO series
personnel will be from January 1st to
December 31st.
HEO Evaluation Schedule
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Evaluations for the period of January 1, 2003
through December 1, 2003 are due in the
Office of Human Resource Services no later
than January 31, 2004.
If you have already held an evaluation
conference during 2003, the evaluation
period would begin with the end date of the
last evaluation and end on December 31st.
Summary
The Competency Based Performance
for HEO series personnel is intended to:
Give more clarity to the discussion of
performance standards
Facilitate the evaluation process
Encourage more meaningful
developmental activities.
Handouts
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Performance Management Memorandum
CORE Competencies (including examples of
typical behaviors for specific titles)
Domains of Responsibility - HEO Title Series
Domain Competencies
Time & Leave Information
If You Need Help or Have
Additional Questions
Contact:
Barbara Lawson or Debra Quashie
Extension 5161