Thank you for taking the opportunity to participate in this module on Getting Ready for Performance Evaluations.!s you know, the University has

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1 Thank you for taking the opportunity to participate in this module on Getting Ready for Performance Evaluations.!s you know, the University has released a new system wide policy on performance evaluations. As a result, Purdue Calumet examined its performance evaluation process and form and is launching a new approach. This module is intended to help you get ready for the mid year informal evaluation in July as well as prepare you now for the formal evaluations which will be conducted in January and February next year. 1

2 What you can expect to learn more about or be able to do as a result of participating in this module is as follows: First, you will be able to describe the critical elements of the new system wide performance evaluation policy You will also be able to explain the major changes to the Purdue calumet performance evaluation process You will become familiar with the new performance evaluation form that will be utilized by ALL staff And, lastly, you will begin the process of preparing for the midyear, informal performance evaluation using the new process and form 2

3 Let s get started by reviewing the System Wide Performance Evaluation Policy, which went into effect on January 1,

4 Following are the critical elements embedded into the new system wide policy for performance evaluations: The written performance evaluation must identify an employee s critical position responsibilities. One way to determine this is to take a look at an employee position description. Determine which responsibilities are most critical and then make sure these responsibilities are documented on the performance evaluation form. Then, the employee s performance relative to these critical responsibilities must be rated. All performance evaluations should identify performance goals that an individual has accomplished during the performance period. Goals and objectives for the upcoming performance period should be agreed to and documented as well as on the evaluation. In addition to performance goals, all individuals should be evaluated on professional development accomplishments during the performance period. As with performance goals, professional development goals for the upcoming performance period should be agreed to and documented on the evaluation. The performance evaluation should capture an employees skill level relative to the current position and capture an employee s career interests. The employee and the employee s supervisor should document comments related to the evaluation and signatures from both the employee and supervisor are required. Finally, the employee s department is responsible for maintaining the signed, performance evaluation in a central, secure location At the end of this presentation, there are links to helpful resources. There you will find a link to the full policy on staff evaluations for your reading pleasure. 4

5 Purdue Calumet conducted a thorough review of its performance evaluation processes and forms during the Spring 2012 semester. A task force conducted several focus group sessions with current staff and also benchmarked best practices to identify a better process and more consistent forms.!s a result of the task force s research, some changes have been made to Purdue Calumet s performance management process and forms. Let s start with some of the key process changes. 5

6 To begin, the performance evaluation period has been changed to a calendar year. In the past, the review period was March 1 through February 28. Effective immediately, the new evaluation period will be January through December. Please note for 2012 only, the performance review period will be March 1 through December 31. Every year thereafter, the review period will be January 1 through December 31.!nother critical process change is that critical responsibilities from an employee s position description must be identified and documented on the Performance Evaluation form. These critical responsibilities must then be considered when evaluating an employee s performance. Eight Core Competencies have been defined for ALL staff. And All staff will be evaluated against these same eight competencies. Five!dd l competencies have been defined for anyone that has administrative supervision. These supervisors will be evaluated against the core eight and the additional five. A Standardized rating scale has been defined for all staff. The rating scale ranges from 1 through 5 with 5 being the highest rating awarded. Additionally, rubric have been defined for each rating within each competency. This will help to ensure rating consistency across evaluators. A Standardized process for collecting feedback from subordinates, peers, customers, suppliers, and other individuals has been defined and will be recommended for use by all. Informal, mid year evaluations are strongly recommended. And actually, in July 2012, we will all be conducting a mid year evaluation to help us become acclimated to the new process and forms. When merit increases are communicated, usually in late June, the communication process will include more detail regarding salary increase percentage as well as dollar amount. Human Resources will be conducting an annual audit of performance evaluations to ensure that 1. they are being done and 2. to ensure they are being done in compliance with the policy As people vacate positions, the position descriptions will be updated to incorporate the 8 core competencies and the 5 additional supervisory competencies. The hiring process, will thus, focus on recruiting staff who behave in ways consistent with our core competencies. Finally, all staff new hires will receive an evaluation after 90 days on the job. This evaluation will be conducted using the core competencies as the performance criteria. As you can see, there are several process changes. Our fellow colleagues had a significant hand in helping to shape this new evaluation process. We will implement this process and in the spirit of continuous improvement, we will pause and reflect after the initial implementation and make modification if and where necessary. 6

7 Along with changes to the process, there is also a significant change to the evaluation form being utilized. In the past, each area was free to choose to use whatever evaluation tool they preferred. Some used the tool recommended by Human Resources. Some created their own evaluation form. And some areas did not have a form at all. Moving forward ALL staff will be evaluated using the same exact performance evaluation form. There are opportunities to customize the form to meet individual and department needs as you will see shortly. But for the most part, we will all be evaluated using a consistent set of criteria. Which is great. This is a huge step forward in beginning to clarify the performance culture at Purdue Calumet. 7

8 The new performance evaluation form that will be used by all staff consists of 7 main sections. 1. The first portion of the form contains information about the employee. Things like, the employee s name, the employee s position title, the employee s org unit, etc. 2. The second portion of the form, a very important part of the form, is where the employee s critical position responsibilities will be documented. Employee and supervisor review the position description and determine the most important responsibilities that individual has in his/her position and these are translated over to the performance evaluation form. 3. The third section of the form is where the Eight Core Competencies reside. 4. The fourth section of the form contains the Five Additional Supervisor Competencies for those that have administrative supervision authority. 5. The fifth section of the form is for departmental customization. Some departments may choose to add one or two additional competencies that are important to their unit. Human Resources, for example, will add confidentiality as another core competency for all HR department staff. 6. The sixth section of the form is for performance goals and professional development goals 7. And finally, the last section of the form is for supervisor and employee comments and signatures. 8

9 We are going to stop at this point and engage in a hands on activity to familiarize you with the form and to begin thinking about the content contained in the form as it relates to your position. To participate in this exercise you will need a printed copy of the performance evaluation form. There is a link to the form on the last slide of this presentation. If you need to, print out the form and return to this slide. Then take each bullet point one by one and complete the tasks listed. After each bullet, pause the presentation until you have completed the task, then play the presentation to get the next set of instructions. Continue in this manner until you have completed all the tasks on this slide. 9

10 The previous set of tasks was intended to help you become familiar with the performance evaluation form as it relates to your position and your unit. Now let s look at a checklist for supervisors that will help all of us get ready for the informal mid year evaluation. A link to the checklist for supervisors as well as the checklist for employees can be found at the end of this presentation. The next several slides will walk you through the items on the first half of that checklist. 10

11 There are tasks that the supervisor is responsible for doing at the very start of the performance period. Typically, the beginning of a performance period will be January. But because this year, we are just now rolling out the new process, the tasks will be performed NOW. We are going to take each of these 5 tasks and take them one at a time and elaborate. 11

12 The first task on the checklist indicates that the supervisor should review this new performance evaluation process with all his/her direct reports. It is recommended this be done in a face to face unit wide meeting. Encourage folks to ask questions to ensure that everyone understands the new process. Here are some recommended topics for that meeting. You can share slides 3-8 of this presentation with your staff. Go through the performance evaluation form piece by piece with your staff. Discuss each competency and how the competency relates to their positions. You can do a similar exercise to what we just did briefly here. And lastly you can discuss with your staff if they feel there should be any additional competencies that are specific to your unit. If you decide as a unit that an additional competency is warranted, brainstorm a definition for the competency. Brainstorm definitions for each of the rating scale items. Involving your departmental staff in the creation of a departmental competency and its definitions will increase buy in. 12

13 The second task indicates that your department s goals should be shared with all staff and a discussion should ensue regarding how the department s goals relate to Purdue Calumet s goals. There is a link to Purdue Calumet s current goals at the end of this slide presentation. Discuss these four goals with your staff, what they mean, how your department s goals support the University s goals, and also how each staff member s goals or work fits. Engage your staff in an exercise related to this last item where they identify ways they support the department s goals and then ways in which the department s goals support PUC s goals. It is important for each individual to feel as if they make a valuable contribution to the organization. Showing them how they help further the dept and University goals is a wonderful way to show this. 13

14 The third task indicates that the supervisor should secure each direct report s position description and provide that position description to the employee. You and employee should review the position description to ensure that it accurately reflects the current responsibilities of the position. If it does not, now is a good time to update that position description. If a revision is required, go ahead and update the description and forward the updated version to Human Resources. 14

15 Using the template performance evaluation form, prepare a template evaluation form for each direct report. This will require that you fill in the following sections: *Employee Information *The Employee s critical position responsibilities *Add Dept Competencies if applicable *Enter the Total # of Competencies the employee will be evaluated on in the designated field on the form *Weight the competency, performance goals and professional development goals sections and enter those weightings in the designated fields on the form. *Save the template evaluation form and provide the electronic personalized evaluation form to the employee. Completing a personalized template form for each employee ensures that each person knows exactly what he/she will be evaluated on and how each section is weighted. This will require you to fill in the employee s position information, the employee s critical position responsibilities, you will have to place weights on the three core categories of the evaluation (competencies, goals, professional development) 15

16 This last step, the 360 eval process, is something that supervisors should be thinking about now. We won t be collecting 360 feedback for the informal evaluation in July, but you do need to begin thinking and talking about how 360 feedback will occur for the formal evaluation at the end of the year. So, to begin with, supervisors should review the recommended 360 feedback process. We will be going over that in just a few minutes. Second, supervisors should meet with each direct report to determine the approach that makes the most sense for that individual. 16

17 So let s discuss a recommended approach for implementing 360 degree feedback with your direct reports. And keep in mind, this is just a recommended approach. How you choose to use this in your area is up to you. 17

18 Let s review one approach for soliciting, collecting and using 360 degree feedback. A link to the instructions and sample forms can be found at the end of this presentation. Identify evaluators Determine competencies to be evaluated Identify a coordinator to administer 360 evaluations Coordinator prepares the survey instrument Employee sends letter to evaluators requesting participation Coordinator sends out survey Coordinator prepares summary of feedback Employee and supervisor use feedback to assist in completing performance evaluation Employee sends thank you letter to evaluators Sample eval instruments, letters, and feedback summary templates are provided for your use. The approach used for collecting feedback can be hard copy, electronic or online. The choice is yours how you wish to pursue this. 18

19 19

20 Thank you for participating. Now Go Get Ready for conducting those informal evaluation! Please visit the human resources website, the employee relations page for access to all info related to performance evaluations! 20

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