UNIVERSITY OF WISCONSIN RIVER FALLS ACADEMIC STAFF (NON TEACHING) PERFORMANCE REVIEW
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1 UNIVERSITY OF WISCONSIN RIVER FALLS ACADEMIC STAFF (NON TEACHING) PERFORMANCE REVIEW Employee Supervisor Position Review Period: Calendar Year Ending 20 PURPOSE In order to fulfill its mission, the University is committed to the growth of its employees in two ways: 1) growth in an individual s ability to produce outcomes directly linked to the University s mission, objectives, and customer requirements (addressed by the first part of this document) and 2) development of an individual s skills and abilities needed to live the University s values (addressed by the second part of this document.) VISION We will be the learning nucleus of the St. Croix Valley. We will act in close collaboration with communities, institutions and private enterprise to create a dynamic economy, sustainable communities, and an optimum quality of life. Our efforts will be firmly rooted in unbounded inquiry and a cultivated sense of civility, public service and creative expression. We will be a highly accessible gateway to explore the full range of human potential. We will inspire and educate citizens and leaders who, guided by core values, will purposely and ethically serve society. We will link our students and our communities to global opportunities and collaborative relationships in the St. Croix Valley, in Wisconsin and beyond. We will be a life-long learning partner for all those who seek to discover their own potential and the richness and complexity of our multifaceted world. FOCUSED MISSION STATEMENT Our mission is to: Help students learn so they are successful as productive, creative, ethical, engaged citizens and leaders with an informed global perspective. Summary of Key Responsibilities: (Or attached updated job description)
2 PERFORMANCE GOALS ( 3-5) SMART GOALS Goal One: Employee Self-Evaluation Supervisor Evaluation Goal Two: Employee Self-Evaluation Supervisor Evaluation Goal Three: Employee Self-Evaluation Supervisor Evaluation
3 Goal Four: Employee Self-Evaluation Supervisor Evaluation Goal Five: Employee Self-Evaluation Supervisor Evaluation Other Significant Contributions: Employee Supervisor Overall Performance Rating: Outstanding Above Expectations Successful Needs Improvement Needs Improvement Goals not met. Above Expectations Exceeded several goals. Successful All goals met. Outstanding All goals exceeded.
4 LIVING THE VALUES CORE VALUES INTEGRITY We earn trust through honesty and ethical behavior. ACADEMIC EXCELLENCE We help students attain their full potential as critical thinkers, effective communicators and committed life-long learners by providing personalized, integrated educational experiences. INCLUSIVENESS We create an environment of mutual respect, professional behavior, academic freedom, appreciation of individual differences, and rich cultural diversity. COMMUNITY We intentionally cultivate leadership through community engagement and public service in the spirit of the Wisconsin idea. CONTINUOUS IMPROVEMENT We strive for excellence through decisions based on information and analysis. KEY: ND Needs Development CA Capable AC Accomplished CM Coach and Mentor Employee Self-Assessment Supervisor INTEGRITY Adheres to an appropriate and effective set of core values and beliefs in both good and tough times Accepts responsibility for own mistakes Accurately reports one s role in situations Keeps confidences Is widely trusted Viewed as a direct, truthful individual ACADEMIC EXCELLENCE Is an effective role model brings out the best in others Is personally committed to and actively works to continuously improve him/her self Seeks feedback/gains insights from mistakes Adjusts attempts to influence and perform based on feedback and reactions of others Understands that different situations and levels may call for different skills and approaches, and adjusts behavior accordingly Picks up on the need to change personal, interpersonal and work behavior quickly Can effectively cope with change
5 INCLUSIVENESS Can quickly find common ground and solve problems for the good of all Can represent own interests and yet be fair to others Trusts people to perform Invites open dialogue and candid discussions Can accurately restate the opinions of others even when he/she disagrees Supports equal and fair treatment and opportunity for all Approaches conflicts as an opportunity for improvement COMMUNITY Builds rapport with others Develops constructive and effective relationships Can marshal resources (people, funding, material, support) to get things done Can orchestrate multiple activities at once to accomplish a goal Uses resources effectively and efficiently CONTINUOUS IMPROVEMENT Provides direct feedback and information to others so they can make accurate decisions Analyzes both successes and failures for clues to improvement Tries to understand the people and the data before making judgments Looks beyond the obvious and doesn t stop at the first answer Asks good questions and probes all fruitful sources for answers Recognizes underlying or hidden problems/patterns Makes good decisions that turn out to be correct and accurate when judged over time Makes tough decisions in a timely manner Developmental Needs/Goals for Upcoming Year: Date of Review: Employee Name: Supervisor Name: Signature: Signature:
6 GOALS FOR CALENDAR YEAR ENDING 20 Smart Goals Goal One: Goal Two: Goal Three: Goal Four: Goal Five: Date of Goal Setting Meeting: Employee Name: Supervisor Name: Signature: Signature:
7 TIMELINE Merit sheets are distributed by the Budget Office in early December, and are due back before mid- February. Therefore, the performance review process of Academic Staff employees will take place in December/January. The calendar year ending in December will be the focus of the review. Once the review is completed, work related goals and developmental goal(s) will be identified for the new calendar year. The process will be triggered by Human Resources. Copies of the review will be kept by the employee and supervisor, while the original will be put in the personnel file. All reviews will be due in the Human Resource Office by the end of January.
8 GOALS FOR CALENDAR YEAR ENDING 20 SMART Goals Click on the SMART Goals hotlink for information on goal setting. Remember, your work related goals should be tangible, attainable and help move the organization forward. Goal One: Goal Two: Goal Three: Goal Four: Goal Five: Date of Goal Setting Meeting: Employee Name: Supervisor Name: Signature: Signature:
9 SMART GOALS Smart goals are Specific Measurable Action Oriented Realistic Time Bound Specific State exactly what will be accomplished by when, for whom. A specific goal states what you are going to do, why it is important to do, and how it will be accomplished. Example: A vague or general goal might be To improve my health, I m going to get in shape. A specific statement of that goal would be To improve my health, I m going to join a fitness club and work out three days per week, an hour each time, for twelve weeks. Measurable Establish concrete criteria for measuring progress towards the attainment of each goal. This allows monitoring of progress, and course correction when needed. Example: The measurable parts of the specific example above are underlined. To improve my health, I m going to join a fitness club and work out three days per week, an hour each time, for twelve weeks. Action Oriented Identify exactly what will be done by using action verbs. Some useful verbs might be assemble, conduct, deliver, formulate, inspect, locate, operate, produce, recommend, supply, utilize. Example: The action parts of the example are underlined. To improve my health, I m going to join a fitness club and work out three days per week, an hour each time, for twelve weeks. Realistic The goal should be do-able within the availability of resources, knowledge and time. The project should also fit within the overall strategy of the organization (reality check). A big goal can be easier to reach than a small one, because the larger goal exerts more motivational force. What is a realistic goal for one individual may be unrealistic for another, when various constraints are factored in: skills and knowledge of the person, work setting, work context for the goal, various forces that may be present. Example: The goal To improve my health, I m going to join a fitness club and work out three days per week, an hour each time, for twelve weeks might be a realistic goal for someone who is twenty pounds overweight but an unrealistic (an even dangerous one) for someone 150 pounds overweight.
10 Time-Bound Identify a realistic timeframe for completing the goal. This creates a target to shoot for, and allows the creation of a timeline with starting points, ending points, and fixed durations that can be used to maintain focus and assess progress. Example: The timeframe of the example is underlined. To improve my health, I m going to join a fitness club and work out three days per week, an hour each time, for twelve weeks. Examples of Work-Related SMART Goals 1) Update the classified employee handbook and redistribute it to all classified employees with a sign-off sheet before the end of the third quarter, Prepare an electronic version of the handbook, and post it on the Web at the same time the electronic version is released. Determine appropriate search capability for the electronic version. Establish a timeline for this project before the end of February, ) Minimize rework and missed deadlines by developing and delivering a training session with all Dean s assistants prior to the end of second quarter, Explain differences, and then demonstrate the forms and procedures used in contracting, overloads and summer appointments. 3) Meet or exceed the 90% participation rate from 2006 in each of the campus intramural activities throughout the year 4) Monitor, and develop and implement strategies to decrease the number of forfeits by 10% in each intramural activity during 2007.
11 University of Wisconsin System Council of Academic Staff Representatives Thursday, October 12, 2006 Meeting Minutes Attendees: Judith Blackstone, UW-Eau Claire Sheri Arendt, UW-Green Bay Deborah Veglahn, UW-LaCrosse Read Gilgen, UW-Madison Jon Lenichek, UW-Milwaukee Ann Marie Johnson, UW-Oshkosh Rebecca Ferguson, UW-Parkside Cyndi Reuter, UW-Platteville Kimberly Gould Speckman, UW-River Falls Mike Pagel, UW-Stevens Point Dennis Shaw, UW-Stout Donna Dahlvang, UW-Superior Michael Cohen, UW-Whitewater Dave Carlson, UW Rock County Heather Boyd, UW-Extension Sal Carranza, UW System Administration Ron Singer, UW System Administration Bob Jokisch, UW System Administration Bill Steffenhagen, UW-Madison (ASPRO President) Associate Vice President Ron Singer and Bob Jokisch joined the teleconference at 10:30 following a discussion among Academic Staff Representatives. The session began with the approval of the minutes from the September 14 meeting. Questions were then raised about whether there will be a face-to-face meeting with the Academic Staff Reps and the Faculty Reps on May 4. Dave Carlson and Bob Jokisch will follow up on this issue. Associate Vice President Ron Singer discussed the conversation President Reilly had with the Faculty Reps on the Growth Agenda. While they were very supportive of the Growth Agenda, they felt they weren t very involved in the development of their campus budget proposals. Some of the Academic Staff Reps also commented that they weren t very involved in the process either. Dave Carlson noted that the Academic Staff Reps agreed that they would put together a statement of support for the Growth Agenda and take it to the various campus Academic Staff governance groups. Academic Staff Reps next discussed their concern with the role of Academic Staff in decisionmaking. In addition to their concern about the lack of academic staff involvement in the
12 development of budget proposals, they also raised concerns about the lack of early involvement in the disciplinary process and criminal background checks. They felt that the process would have been faster with early governance involvement. Ron Singer noted that there is disagreement on the nature of faculty and academic staff involvement in decision-making and the need to move quickly to address legislative concerns. It was agreed that the May meeting may be a good time for faculty and academic staff to come together to discuss governance issues. Ron Singer next provided an update on the Legislative Audit Bureau Report on UW Personnel Policies. A confidential copy has been shared with select UW System Administration staff, but cannot be shared more widely until it is released on 10/13/06. There will be an opportunity for academic staff and faculty involvement in policy changes in the future. On the Disciplinary Process, the Board of Regents committee has received input from the campus governance groups with respect to both the policy and the process. The Committee will be meeting in October to review the comments and decide next steps. The Academic Staff Leadership conference is planned for June 28 at UW-Superior. The Academic Staff Reps will send suggestions on topics and themes to Donna Dahlvang. Associate Vice President Al Crist next updated the Academic Staff Reps on HR issues. On the LAB Report, Al noted that they are following up with campus HR offices to examine some of the findings of the LAB Audit. They also need to engage governance groups in the process. In response to a question on limited appointments, Al noted that there will not be backup appointments if limited employees are hired from outside the UW System. In regards to AA/EEO staffing at UW System Administration, Al Crist explained that they are in the process of hiring a Special Assistant for Affirmative Action, Gender Equity, and Diversity. This staffing change is in response to recommendations from EEO staff and the Status of Women Committee. This position will also have a dotted line reporting directly to the President. On the Compensation Advisory Committee, Al Crist reported that they will be reporting to the Board of Regents in December. They are working with OSER on the Recruitment and Retention Fund that would include faculty and academic staff. On Criminal Background Checks, Al stated that they are working with HR and AA offices and the Office of the General Counsel to do background checks for all new hires. They need to insure that the information is secure and that there is an appropriate and fair review. They do not want to deter people from applying for jobs. Concern was raised about inadequate input from faculty and academic staff. Al Crist explained that there was only one decision possible a systemwide policy of background checks for all new hires. However, Al stated that there would be faculty and academic staff involvement in implementation. The teleconference ended following further discussion among Academic Staff Representatives.
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