Prince George s County Public Schools School Lane Upper Marlboro, Maryland
|
|
|
- Alicia Wiggins
- 8 years ago
- Views:
Transcription
1 INSTRUCTIONAL DIRECTOR PERFORMANCE APPRAISAL NAME: POSITION: Appraiser: Attach Executive s goals and/or responses to this appraisal, as appropriate. PART I: GENERAL JOB COMPETENCIES As to each competency, indicate whether the Appraiser: STRONGLY AGREES (SA) AGREES (A) DISAGREES (D) STRONGLY DISAGREES (SD) Please elaborate with comments where appropriate. DRIVE, INITIATIVE AND FOLLOW- UP (PERFORMANCE PLAN) The employee maintains elevated performance goals for self and others; suggests ways to solve problems or add value; and ensures follow- through on own work and that of direct reports. The employee plans for the short and long term, manages those plans effectively and takes ownership for successes or failures as appropriate. Principal Management Goal Setting (1A) Principal Management Providing Principals Regular Feedback (1B) School Improvement SIP Planning and Monitoring (2B) School Improvement Performance Management (2C) Board of Education of Prince George s County - 1 -
2 COLLABORATIVE LEADERSHIP AND TEAMWORK The employee makes decisions after seeking input from relevant sources and on the basis of organizational needs as a whole, and ensures that group/team members have an opportunity to contribute to the discussion or work at hand. School Improvement Instructional Support (2D) School Improvement SIP Planning and Monitoring (2B) Professional Development Professional Learning (4D) Teacher Effectiveness Evaluation Progress Monitoring (3B) Teacher Effectiveness Providing Principals Guidance on Low- Performers (3C) COMMUNICATION The employee communicates ideas effectively, and in a timely manner, to the appropriate audience. Principal Management Providing Principals Regular Feedback (1B) Principal Management Accountability (1D) Principal Management Addressing Low- Performers (1E) Principal Management Supporting New Principals (1F) System Operations Expressed Concerns (5E) Board of Education of Prince George s County - 2 -
3 CUSTOMER SERVICE AND CONTINUOUS IMPROVEMENT The employee is responsive to customer needs, and responds in a timely and appropriate manner. The employee is constantly seeking ways to improve his or her performance and the performance of his or her area of responsibility. Instructional Director success in working towards meeting all benchmark metrics. JUDGMENT The employee considers the implications of his/her actions, and acts accordingly with regard to sharing information and making sound decisions. School Improvement Instructional Support (2D) Teacher Effectiveness Providing Guidance on Low- Performers (3C) Teacher Effectiveness Attendance (3D) Teacher Effectiveness Granting Tenure (3E) System Operations Expressed Concerns (5E) Board of Education of Prince George s County - 3 -
4 PART II: JOB PERFORMANCE RELATED TO SCHOOL SYSTEM GOALS (Comment as applicable) High Student Achievement (if applicable) - Sets and helps drive a vision for instruction to drive student achievement - Understands and utilizes student data in decision- making - Provides an assessment of system and/or school s instructional program - Guides and supports capacity around instruction - Effectively evaluates instructional personnel Principal Management Goal Setting (1A) Principal Management Providing Principals Regular Feedback (1B) Principal Management Using Multiple Measures in Evaluation (1C) Principal Management Addressing Low- Performers (1E) School Improvement Data Analysis (2A) School Improvement Performance Management (2C) School Improvement Instructional Support (2D) Teacher Effectiveness Talent Review (3A) Teacher Effectiveness Evaluation Progress Monitoring (3B) Teacher Effectiveness Providing Principals Guidance on Low- Performers (3C) Professional Development Focus and Alignment (4A) Professional Development Linking PD to School Performance Needs (4C) System Operations Data Quality (5A) System Operations Special Education (5B) Board of Education of Prince George s County - 4 -
5 Effective Teaching (if applicable) - Sets and helps drive a vision for human capital - Contributes to the effective assessment of instructional leader and teacher effectiveness - Guides and supports school system capacity around developing effective instructional leaders and teachers Principal Management Goal Setting (1A) Principal Management Providing Principals Regular Feedback (1B) School Improvement Data Analysis (2A) School Improvement Performance Management (2C) School Improvement Instructional Support (2D) Teacher Effectiveness Talent Review (3A) Teacher Effectiveness Evaluation Progress Monitoring (3B) Teacher Effectiveness Providing Principals Guidance on Low- Performers (3C) Teacher Effectiveness Attendance (3D) Professional Development Focus and Alignment (4A) Professional Development Linking PD to Individual Principal Performance (4B) Professional Development Linking PD to School Performance Needs (4C) Professional Development Professional Learning (4D) Safe and Supportive Schools (if applicable) - Sets and helps drive a vision for a climate of respect and collaboration Board of Education of Prince George s County - 5 -
6 - - Guides and supports managers and principals in the development of safe and supportive schools and work locations Assesses and creates structures for safe and supportive environments Principal Management Goal Setting (1A) System Operations Data Quality (5A) System Operations Procedural Compliance (5C) System Operations Student- Based Budgeting (5D) Strong Community Partnerships (if applicable) - Responds effectively to community concerns - Develops strong relationships with community partners - Elicits community input effectively - Demonstrates strong group leadership School Improvement SIP Planning and Monitoring (2B) School Improvement Performance Management (2C) System Operations Expressed Concerns (5E) Board of Education of Prince George s County - 6 -
7 Efficient and Effective Operations (if applicable) - Manages budgets - Manages the growth and development of personnel - Manages projects to completion - Utilizes space and facilities to maximum efficiency - Supports managers and principals in their capacity around efficient and effective operations - Utilizes staff effectively to support students and schools - Leverages resources to support schools - Interacts effectively with school system departments - Adheres to policy and legal processes Teacher Effectiveness Talent Review (3A) Teacher Effectiveness Evaluation Progress Monitoring (3B) System Operations Data Quality (5A) System Operations Special Education (5B) System Operations Procedural Compliance (5C) System Operations Student- Based Budgeting (5D) System Operations Expressed Concerns (5E) System Operations Title I Compliance (5F) Board of Education of Prince George s County - 7 -
8 Board of Education of Prince George s County - 8 -
EMPLOYEE INFORMATION
Catholic Diocese of Raleigh Annual Performance Review EMPLOYEE INFORMATION EMPLOYEE NAME JOB TITLE SUPERVISOR/MANAGER PERIOD COVERED BY THIS APPRAISAL TYPE OF REVIEW Annual SIGNATURE OF REVIEWING MANAGER
Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1
Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate
*This is a sample only actual evaluations must completed and submitted in PeopleSoft*
*This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today
Sample Professional Learning Plan for Administrator
Sample Professional Learning Plan for Administrator Please indicate, with x in box, if administrator is on a plan of improvement Plan of Improvement Name: Position/Title: New Date Developed: District:
Becoming a Trusted HR Advisor
Becoming a Trusted HR Advisor Prepared by Consulting/Talent & Rewards HR Effectiveness Presentation to University of California Topics for Today The Changing Role of HR in Organizations Today What s Getting
Self Assessment. Introduction and Purpose of the Self Assessment Welcome to the AdvancED Self Assessment.
Self Assessment Introduction and Purpose of the Self Assessment Welcome to the AdvancED Self Assessment. The Self Assessment is designed to serve as a valuable tool to help schools assess and maintain
[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy
![[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy](/thumbs/39/18358224.jpg "[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy")
2016 Beaumont Health Physician Leadership Academy [BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Engagement. Entrepreneurialism. Effectiveness. Better Care. Improved Partnerships. Enhanced Organizational
The Johns Hopkins University Human Resources Competency Dictionary
The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision
Manage team performance
Unit 333 Manage team performance UAN: Level: 3 Credit value: 4 GLH: 21 Relationship to NOS: Assessment requirements specified by a sector or regulatory body: Aim: A/506/1821 Management & Leadership (2012)
Strategic Development of Internal Leaders Competency Based Development Goals and Activities
General Leadership Competencies Strategic Development of Internal Leaders Competency Based Development Goals and Activities - SAMPLE - Sample Specific Development Goal Sample Development Action (s) (the
Business Architecture A Balance of Approaches to Implementation. Business Architecture Innovation Summit June 2013 Presenter: Andrew Sommers
Business Architecture A Balance of Approaches to Implementation Business Architecture Innovation Summit June 2013 Presenter: Andrew Sommers Implementing Business Architecture at Capital Group Positioning
Principles of Adult Learning. Andragogy : an dra go gy : ˈandrəˌɡäjē,-ɡäɡē
Principles of Adult Learning Andragogy : an dra go gy : ˈandrəˌɡäjē,-ɡäɡē Bad Examples of PD Think of a time when you have endured an ineffective professional development session. What were some aspects
NOT APPLICABLE (N/A): Reviewer has no direct knowledge of employee's behavior in this area. Job Knowledge Score: / 5.0
Manager Performance Appraisal Appraisal Score Overall Score: / 5.0 Employee Information Name: Manager Name: Job Title: Department: Hire Date: Rating Scale Definition (5) EXCEPTIONAL: Consistently exceeds
. g .,, . . , Applicability of ACC Performance Excellence Program (PEP)
ACC Performance Excellence Program (PEP) Performance Review for Classified, Professional-Technical, Administrative Employees Employee Evaluation of Supervisor s Work Performance (An Upward Evaluation)
Effectively Managing Change in Your IT Modernization Effort
Leveraging People, Processes, and Technology Effectively Managing Change in Your IT Modernization Effort A White Paper 7500 Old Georgetown Road, 11th Floor Bethesda, MD 20814-6198 Tel: 240-482-2100 Fax:
Employee Performance Review
Employee Performance Review Source: Learn to Read, Inc. Review Date: Date of Last Review: Employment Date: Name: Title: Reports to: Expectation Basis Leadership Readily assumes responsibility for projects
OCSD School Leadership Program. Where Do We Stand and Where Are We Going?
OCSD School Leadership Program Where Do We Stand and Where Are We Going? Florida s school leaders must possess the abilities and skills necessary to perform their designated tasks in a highperforming manner.
Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
K - 12 Principal & Superintendent
BOSA COMPETENCY MATRIX Minnesota Administrative Licensure K - 12 Principal & Superintendent WINONA STATE UNIVERSITY COLLEGE OF EDUCATION DEPARTMENT OF EDUCATIONAL LEADERSHIP Name: Place of Employment Mailing
Head of Engineering Job Description
Head of Engineering Job Description (Job Code and Level: E006) Definition: Overall responsibility and accountability for the Engineering function across the UK which will include people and budgetary management.
Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015
Job title: Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015 Contract type: Permanent About Teach First How much you achieve in life should not be determined
Alabama Standards for Instructional Leaders
Alabama Standards for Instructional Leaders To realize the mission of enhancing school leadership among principals and administrators in Alabama resulting in improved academic achievement for all students,
ANNUAL FACULTY PERFORMANCE APPRAISAL POLICY
ANNUAL FACULTY PERFORMANCE APPRAISAL POLICY PURPOSE The purpose of this policy is to ensure that each faculty member receives an annual formal written performance appraisal. POLICY STATEMENT It is the
ASAE s Job Task Analysis Strategic Level Competencies
ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management
CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013
CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013 Name: Position: Anniversary Date in Position: Department: Supervisor: Appraisal Period: from to PURPOSE Communication about performance between
AMOCO SKILLS APPRAISAL
AMOCO SKILLS APPRAISAL APM-MPG s Inventory The Inventory is divided into eight performance dimension sections identifying the skills required to do your job. Communication Creativity/Innovation Decision
Performance Appraisal Process
Table of Contents Essential Process Deadline Dates... 3 Mission, Strategic Priorities, Strategic Theme... 4 Process Description... 5 Components... 5 Major Areas of Performance Appraisal... 8 Performance
Effective School Leadership and Management Program (ESLMP)
Effective School Leadership and Management Program (ESLMP) DAY 1 TIME SESSION RESOURCE PERSON 8:00 am 8:30am Registration and Briefing Pre Program-Need 8:30am 9:30am My Leadership Potential Analysis 9:30am
360 Degree Feedback Form - Team Leader
360 Degree Feedback Form - Team Leader This form is to provide 360 degree feedback to the Team Leader, [name] on areas critical to the success of ClASS. This form will be filled by the ClASS team members
Business & Technology Applications Analyst
NC 12234 OSP 6/2004 Business & Technology Applications Analyst DESCRIPTION OF WORK: This is technical and analytical work in developing, designing, and/or supporting applications for the business, research,
STATUS OF EMPLOYMENT:
EVALUATING AND RECOMMENDING PERSONNEL FOR CONTINUED EMPLOYMENT The continuing appraisal of College District employees is an essential component for improving employee performance and services to students.
PERFORMANCE APPRAISAL EMPLOYEE GUIDE
PERFORMANCE APPRAISAL EMPLOYEE GUIDE TABLE OF CONTENTS INTRODUCTION...3 THE PERFORMANCE APPRAISAL FORM...4 Performance Factors...4 Performance Levels...4 Performance Appraisal Rating...5 Appraiser s Overview
SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT
SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT TOOLKIT April 2015 CONTENTS 1 Succession planning 3 What is succession planning? Succession planning process Leadership development 4 What is leadership development?
LEADS in a Caring Environment
LEADS in a Caring Environment Topics Covered Update LEADS strategic plan What we heard from CHLNet Members Leadership Capacity Development Best Practices Components / Recommendations Community of Practice
St. Charles School District. Counselor Growth Guide and. Evaluation Documents
St. Charles School District Growth Guide and Evaluation Documents 2014-2015 City of St. Charles School District MISSION The City of St. Charles School District will REACH, TEACH, and EMPOWER all students
APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values.
APPENDIX I Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. Identify the underlying priorities that should guide decisions about performance.
Data Governance A Big Step for your Big Data Initiatives
Data Governance A Big Step for your Big Data Initiatives RoundWorld Solutions, Inc. 191 Calle Magdalena Suite 290 Encinitas, CA 92024 Phone: 866-868-5130 12.29.2014 CONTENTS 1.0 Introduction...... 3 1.1
Process, Process, Process!
Process, Process, Process! The Way to Continuous Improvement November 12, 2012 Process and Performance Management 1 All Processes Lead to Student Achievement Process Management 2 Work Happens Horizontally
Educator Evaluation System Standards. Preamble
Educator Evaluation System Standards Preamble Improving achievement requires recruitment of talented teachers and principals and stronger instructional practices, which in turn are driven by strategic
Job description - Business Improvement Manager
Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for
F. PERFORMANCE APPRAISAL AND DEVELOPMENT SYSTEM
F. PERFORMANCE APPRAISAL AND DEVELOPMENT SYSTEM GENERAL POLICY It is the policy of Scott County to regularly evaluate the work performance of its employees and provide them with relevant feedback to enable
Audrey Lane Deputy for Organizational Advancement
Audrey Lane Deputy for Organizational Advancement February 10, 2011 (Board Meeting) Achievement Gap, Teacher Development Cycle (TDC), Formal Evaluation, Board s Role in TDC March 28, 2011 (Board Meeting)
FOOTHILL-DE ANZA COMMUNITY COLLEGE DISTRICT
APPENDIX C FOOTHILL-DE ANZA COMMUNITY COLLEGE DISTRICT ADMINISTRATIVE PERFORMANCE APPRAISAL FORM Philosophy and Policy The performance of all Foothill-De Anza Community College District administrators
Framework for Leadership
Framework for Leadership Date Leader Self-Assessment Evaluator Assessment Domain 1: Strategic/Cultural Leadership Principals/school leaders systemically and collaboratively develop a positive culture to
Springfield College Performance Planning and Review
PERFORMANCE APPRAISAL/ANNUAL REVIEW SPRINGFIELD COLLEGE Employee Name Position Department Supervisor Performance Review Period beginning (month) (year) Job Importance Rating Scale 0 - Not Applicable to
10% (September 2009). 80% of staff
Human Resources Strategy Outcome 1: Enhanced talent and leadership 1.1. Percentage of staff who have completed skills profiles 10% (September 2009). 80% of staff 1.2. Percentage of women in management
Annual Appraisal Instructions and Rating Descriptions
Annual Appraisal Instructions and Rating Descriptions Rating Descriptions ACU uses a 5-point rating scale to measure performance. Please use the following ratings and definitions to complete sections 1,
EXECUTIVE SUMMARY CREATING DISTRICT CONDITIONS THAT ENABLE ALL PRINCIPALS TO BE EFFECTIVE J U N E - 2014
EXECUTIVE SUMMARY CREATING DISTRICT CONDITIONS THAT ENABLE ALL PRINCIPALS TO BE EFFECTIVE J U N E - 2014 Gina Ikemoto, Lori Taliaferro and Benjamin Fenton New Leaders Jacquelyn Davis George W. Bush Institute,
The Fundamentals of Modern Talent Management for Business and HR Professionals
BersinBasics The Modern Talent for Business and HR Professionals Copyright 2012 Bersin & Associates. All rights reserved. M A I N T O P I C S A N D T R A C K S & Succession Leadership Fundamentals Competencies
Building for the future
Building for the future Why predictive analytics matter now William Gaker Goals for today Growth and establishment of the people analytics field Best practices for building a people analytics function
Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES
Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES What is employee satisfaction? Employee satisfaction is the individual employee s general attitude towards the job. It is also an employee
DENVER PUBLIC SCHOOLS. EduStat Case Study. Denver Public Schools: Making Meaning of Data to Enable School Leaders to Make Human Capital Decisions
DENVER PUBLIC SCHOOLS EduStat Case Study Denver Public Schools: Making Meaning of Data to Enable School Leaders to Make Human Capital Decisions Nicole Wolden and Erin McMahon 7/19/2013. Title: Making Meaning
Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the
Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)
Modernization of Email Marketing for the Property Manager. A Property Management Solution by
Modernization of Email Marketing for the Property Manager A Property Management Solution by At FireDrum, a core belief of ours is to develop solutions specific to our customer s needs. We do not support
Support Services Evaluation Handbook
Support Services Evaluation Handbook for members of Paraprofessionals and School-Related Personnel (PRSP), Baltimore Teachers Union, Local 340 City Union of Baltimore (CUB), Local 800 Baltimore City Public
ACMP Certification Committee. Methods for Demonstrating Competency
ACMP Certification Committee Methods for Demonstrating Competency 6 February 2014 CCMP Assessment of Competency ACMP s Certification Committee recommended a two-part assessment through which CCMP applicants
SUCCESS FACTOR QUESTIONS ADVANCED LEVEL
SUCCESS FACTOR QUESTIONS ADVANCED LEVEL THINKING STRATEGICALLY What do you understand by the bigger picture? How important do you think this is and why? Use an example to illustrate your answer. From information
USDA New Supervisor Training Standard
USDA Virtual University, College of Leadership and Professional Development United States Department of Agriculture Office of Human Resources Management Virtual University 1400 independence Avenue, SW
Core Leadership Competencies
Core Leadership Competencies The following guidance further clarifies the distinctions between levels of performance for the 8 core competencies outlined in Element 1 of all DHS SES performance plans.
Performance Evaluation Senior Leadership
Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the
Strategic Plan. Valid as of January 1, 2015
Strategic Plan Valid as of January 1, 2015 SBP 00001(01/2015) 2015 City of Colorado Springs on behalf of Colorado Springs Page 1 of 14 INTRODUCTION Integrated and long-term strategic, operational and financial
Human Resources Management in Public Service Organizations PUAD 5220 Syllabus, Spring 2015 Thursday 6:30p 9:15p
Human Resources Management in Public Service Organizations PUAD 5220 Syllabus, Spring 2015 Thursday 6:30p 9:15p Facilitator Information Name: Tamara R. Dixon Telephone: 303-518-2037 Email Address: tamara.dixon@ucdenver.edu
2010 2015 AIA Strategic Plan 1
2010 2015 Strategic Plan The American Institute of Architects Driving positive change through the power of design AIA THE AMERICAN INSTITUTE OF ARCHITECTS 2010 2015 AIA Strategic Plan 1 2010 2015 AIA Strategic
Standards for School Counseling
Standards for School Counseling Page 1 Standards for School Counseling WAC Standards... 1 CACREP Standards... 7 Conceptual Framework Standards... 12 WAC Standards The items below indicate the candidate
JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN
DEPARTMENT OF HUMAN RESOURCES JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN Introduction Human resource strategies are institutional efforts to support people (leaders, faculty and staff) to contribute to
Senior Executive Service Performance Management System Department of the Interior
Senior Executive Service Performance Management System Department of the Interior 1. System Coverage The Department of the Interior (hereafter referred to as the agency) Senior Executive Service (SES)
Core Competencies in Association Professional Development
Core Competencies in Association Professional Development 2009 Update These competencies are general descriptions of the behavior or actions needed to successfully perform the association professional
Introduction. December 2011 - Final
Introduction The Missouri School Counselor Standards convey the expectations of performance for professional school counselors. The standards are based on teaching and counseling theory indicating that
Technical Assistance Team. Introduction and Overview
Technical Assistance Team Introduction and Overview September 2013 The Teacher Incentive Fund (TIF) Technical Assistance (TA) Team is federally funded to provide technical support to the 36 TIF 4 grantees
Principal Practice Observation Tool
Principal Performance Review Office of School Quality Division of Teaching and Learning Principal Practice Observation Tool 2014-15 The was created as an evidence gathering tool to be used by evaluators
The Successful Manager s Leadership Program
The Successful Manager s Leadership Program The Successful Manager s Leadership Program The University of Minnesota s College of Continuing Education (CCE) is pleased to present the following information
Candidates will demonstrate ethical attitudes and behaviors.
EDET 628 Apply instructional design principles to create a unit of instruction which integrates technology and enhances student understanding Demonstrate purposeful alignment of state competencies and
Contract management - what to think about?
Contract management - what to think about? CONTRACT MANAGEMENT DIAGNOSTIC - OPERATIONAL CONSIDERATIONS 1 Planning and Governance 1. There is a planned transition from the tendering/contract award phase
Managing Performance An Introduction/Refresher. March 15, 2000
Managing Performance An Introduction/Refresher March 15, 2000 Agenda The process is a resource to help measure and improve performance. The Performance Management Process & Form Performance Planning Integrating
Big Data Engineer Position Description
Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL
DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL Developed by Workitect, Inc. June, 2007 TABLE OF CONTENTS A. Overview of the Competencies by Cluster... 3 B. Call Center Manager Competencies... 4 C. Overview
Pima Community College District. Vice Chancellor of Human Resources
Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima
Leadership Principles
Leadership Principles Building value-based leadership. We have defined five values that form the shared foundation of our business practices. They provide orientation for all of our employees. Our leaders,
Name: Tom Triplett Position Title: Instructional Dean Position Responsibility: BITE and Information Technology Career Majors
Name: Tom Triplett Position Title: Instructional Dean Position Responsibility: BITE and Information Technology Career Majors TTC Position Description: Instructional Dean Official Organizational Title:
ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources
ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job
Warrnambool East Primary School, VIC
Performance and development documentation - March 2013 Warrnambool East Primary School, VIC Contents Staff feedback and appraisal program 2012 (Extract) Includes WEPS 2012 Annual Implementation Plan, Effective
Performance Appraisal Review for Exempt Employees
Client Company Performance Appraisal Review for Exempt Employees Employee Name Department Title Date Started Current Position Date of Review Current Supervisor Instructions Review employee s performance
Benchmarking Partnerships
Leadership Development Frameworkexample case study This sample Best Practice Leadership Development Framework Capability Case Study is identified and described with other local Australian and international
Talent Management Trends in Higher Education
Introduction Managing human resources processes in higher education institutions requires a balancing act. It involves managing complex processes across the entire employment lifecycle, from recruiting,
MANAGER OF HUMAN RESOURCES CORPORATE SERVICES
MANAGER OF HUMAN RESOURCES CORPORATE SERVICES GENERAL PURPOSE The Manager of Human Resources is responsible for the overall management and support provided through the County s Human Resources unit. The
Information Technology Services 2015-2019 Strategic Plan. Values and Foundational Principles
Information Technology Services 2015-2019 Strategic Plan Our Vision ITS will be an innovative leader and trusted partner in the development and delivery of responsive IT services and support. Our Mission
Job Title: Executive Director of Organizational and Professional Learning
Equal Opportunity Employer Job Description Job Title: Executive Director of Organizational and Professional Learning Reports to: Chief Academic Officer Department: Teaching and Learning Number of Days:
collaboration/teamwork and clinical knowledge and decision-making (attachment 4.1.b). The Staff Nurse position description links position
4.1 Describe the formal and informal performance appraisal processes used in the organization, including self-appraisal, peer review, and 360 o evaluation (as appropriate) for all levels in the organization.
Project Management Career Path Plan
Agency Name Project Management Plan Start Introduction This tool was designed to provide individuals with the information they need to develop along the Project Management track within the Agency. This
STANDARD 1: THE TEACHER DEMONSTRATES APPLIED CONTENT KNOWLEDGE
February 2008 STANDARD 1: THE TEACHER DEMONSTRATES APPLIED CONTENT KNOWLEDGE The teacher demonstrates a current and sufficient academic knowledge of certified content areas to develop student knowledge
Boston University. 2015 Performance Evaluation Program. Administrative Employees Exempt and Non-Exempt
Boston University 2015 Performance Evaluation Program Administrative Employees Exempt and Non-Exempt (excludes staff covered by Collective Bargaining Agreements and Certain Contracts) October 2015 TABLE
AXIS AWARDS APPLICATION PREPARATION DOCUMENT
AXIS AWARDS APPLICATION PREPARATION DOCUMENT INSTRUCTIONS PLEASE READ CAREFULLY This document lists all the questions in the online application form. Use this document to help prepare your application
EMPLOYEE PERFORMANCE REVIEW GUIDELINES
EMPLOYEE PERFORMANCE REVIEW GUIDELINES DEPARTMENT OF HUMAN RESOURCES SPRING 2014 Employee Performance Review Guidelines The performance review process helps individual employees and organizations throughout
Purpose of Performance Management
Purpose of Performance Management What is Performance Management? Set of interactions between the managers and employees over the course of the business year with the purpose p of: Promotions / Advancement
The Importance of Quality Data to Your School Performance
Using Data to Maintain Your Competitive Advantage Goal Data Suggested Activity Confirming Community Need As your school grows, your community will change. Populations will move into and out of the area
eperformance Overview Campus Services
eperformance Overview Campus Services Talent Management: A Strategic Priority at Harvard A survey of our peer institutions shows that talent management is becoming a high priority among Universities Developing
Instructional and Information Technology Strategic Plan Update. June 1, 2015
Instructional and Information Technology Strategic Plan Update June 1, 2015 Context Strategic Plan Drivers Why create a new plan now? IT Strategy 2012-15 is expiring Technology has evolved Signficant portion
BEST PRACTICES IN UTILIZING 360 DEGREE FEEDBACK
BEST PRACTICES IN UTILIZING 360 DEGREE FEEDBACK Kenneth M. Nowack Ph.D. 3435 Ocean Park Blvd. Suite 214 Santa Monica, CA 90405 (310) 452-5130 (310) 450-0548 Fax www.envisialearning.com 2008 Envisia Learning
The Road to Enterprise Data Governance: Applying the Data Management Maturity Model in a Financial Services Firm
The Road to Enterprise Data Governance: Applying the Data Management Maturity Model in a Financial Services Firm Patrick DeKenipp, SVP of Business Intelligence, Sterling National Bank events.techtarget.com