PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE"

Transcription

1 PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE Please, place cellular phone & pagers on silent mode. Thank You! Module 1 Aligning Job Performance with the Strategic Plan

2 Agenda 1. Performance Management Overview 2. Strategic Goals 3. The Process (forms and usage) 4. Employee s role in Performance Management 5. Supervisor's role in Performance Management At the end of today's session, please complete the Survey before leaving. (The survey will also be used for attendance) Note: Not all slides are in the handout. All handout material may not be updated with Slides! All Handout material may not be covered

3 Quote: The magic comes when two people communicate, break through their problems and obstacles, celebrate their success, and plan for more. -K. McKirchy

4 Section One Performance Management

5 Activity 1: Truths and Fallacies GPC Performance Management Overview # A Handout

6 Truths, Fallacies A. GPC Performance Management Overview F The performance appraisal is the only process organizations use to describe, measure, and evaluate individuals contributions. T The performance appraisal process is only one part of a larger system that regulates performance. S Design, adjust, and manage the organization as an interdependent d t system that t supports performance. Integrated HR systems include performance management and align all performance management initiatives with the organizational culture and environment.

7 Truths, Fallacies B. GPC Performance Management Overview T F The real goals are to (define) and sustain good performance, improve performance, or correct performance. The primary goal of the performance appraisal is to measure and rate performance. S The performance management process should be future oriented and focused on information, feedback and description more than measurement, evaluation and documentation.

8 Truths, Fallacies C. GPC Performance Management Overview F T A well-designed performance appraisal system will always work as planned. A process that is not used (or used improperly) by managers and employees is useless. Hold supervisors accountable for their staff S development, supervision, results, and participation in the performance management process (completed, on time and accurate).

9 Truths, Fallacies D. GPC Performance Management Overview F T Performance appraisal and performance feedback are one in the same. Appraisal is judgment; feedback is useful information. Formal, informal, ongoing, periodic, micro-level and S macro-level feedback should all be used to manage performance.

10 Truths, Fallacies E. GPC Performance Management Overview T Sustained motivation is intrinsic, extrinsic motivation has limited effectiveness. F Appropriately designed incentives will always motivate employees to perform better. S Providing challenging, meaningful work; creating a nurturing and supporting environment; and involving employees in decisions that effect their work these imperatives encourage pride in workmanship and personal growth. This is the key to sustained motivation.

11 Performance Management From The Encyclopedia: GPC Performance Management Overview Read... Performance Management refers to the ongoing process of setting goals, development planning, self-assessment, manager assessment, coaching, and evaluation.

12 Performance Management From The Encyclopedia: GPC Performance Management Overview Performance Management refers to the ongoing process of setting goals, self-assessment, manager assessment, coaching, development planning, and evaluation. Position Planning Setting Standards Planning Managing g Coaching On-going Feedback Development Planning Self-Assessment Manager Assessment Evaluation

13 Section Two Strategic Goals

14 The Big Picture at GPC GPC Performance Management Overview Vision Missioni Strategic Goals Core Values Core Competencies

15 The Big Picture GPC Performance Management Overview 1. Strategic Goals 2. Core Values 3. Core Competencies Strategic Goals Mission Vision Core Values Core Competencies

16 GPC Performance Management Overview 1. GPC Strategic Goals?

17 Strategic Goals We will strengthen student success

18 Strategic Goals W We will create and foster a culture of teamwork, leadership, quality service and continuous improvement

19 Strategic Goals We will enhance the economic, social and cultural vitality of our communities.

20 Strategic Goals We will expand access and enrollment capacity

21 GPC Strategic Goals GPC Performance Management Overview We e will strengthen student success We e will create and foster a culture of teamwork, leadership, quality service and continuous improvement We e will enhance the economic, social and cultural vitality of our communities We e will expand access and enrollment capacity

22 GPC Performance Management Overview GPC Core Values?

23 GPC Core Values Excellence Efficiency Integrity Trust Diversity Civility Passion

24 Trust The Process We believe trust is the pinnacle of our core values and essentialto to success. Our competence and character builds trust with ourselves, between each other and throughout our organization.

25 Excellence The Process We strive for excellence in all that we do in order to f model success for our students. Excellence in teaching and service provides the foundation on which our students will achieve success.

26 Integrity The Process We hold firm to our integrity. We take responsibility for our actions and we stand by our commitment to support our students, colleagues and community.

27 Civility The Process We foster a collegial environment that cultivates mutual respect, enhanced problem solving, open communication and teamwork. Civility builds trust among employees, students and members of our community and promotes cooperation across organizational boundaries.

28 Passion The Process We are passionate about the success of our students, colleagues and community. We show our passion through our quality work, creativity, teamwork, outreach and engagement with our communities.

29 Diversity The Process We welcome and embrace the diversity of our community, organization and student body. We respect all individuals for their ideas, perspectives, commonalties and differences.

30 Efficiency The Process We are committed to individual and organizational efficiency. As an efficient organization, we will increase the resources and capital of our organization, remain affordable and accessible to our students and remove barriers to success.

31 How are we doing? GPC Core Values Excellence Efficiency Integrity Trust Diversity Civility Passion

32 GPC Core Values Activity 2 Take a GPC Core Value and spend a bit of time summarizing why it matters. (Consider what it means to you personally as well)

33 x y + 2 = Great Performance

34 2 x y + = Great Performance GPC Performance Management Overview Competency : A competency is a behavior and/or skill(s) that a team/ team member must have to be successful. Activity 3 List 3 competencies needed for an individual on a team to experience great performance!

35 GPC Core Competencies? GPC Performance Management Overview

36 GPC Core Competencies Organizational Accountability Teamwork Personal Responsibility Continuous Improvement Customer Service Problem-Solving Communications

37 Competency A competency is a behavior and/or skill(s) that a team/ team member must have to be successful. # 1 Handout

38 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Personal Responsibility Displays rational, sound, moral, trustworthy judgment in both physical behavior and personal interactions to ensure integrity is upheld, quality service is rendered and student and employee retention and success are positively impacted. Key Behaviors Creates trust in interactions with others through honesty, integrity, transparency and consistency in ones actions. Demonstrates civility and respect in interpersonal interactions by acting in ways that maintain and enhance the self esteem of others. Demonstrates passion, demonstrates leadership and takes initiative and does what is required to get the job done in a timely manner. Is actively self motivated, Adapts behavior and Is flexible to match the needs of a situation; adapts to and supports change.

39 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Customer Service Meets or exceeds expectations tti of customers by providing quality service within established guidelines. Key Behaviors Treats customers with courtesy and civility. Communicates in a way that s understandable, courteous and respectful. Listens attentively to understand the needs of customers. Persists to achieve appropriate outcomes, quality service and excellence inthe face ofobstacles obstacles, constraintsorsetbacks or setbacks. Hasa a can do attitude.

40 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem Solving Identifies and Problem-Solving implements Sli efficient and excellent solutions to problems. Key Behaviors Identifies the existence of and the cause(s) of a problem. Develops understanding of customer needs and wants by listening and asking questions. Identifies college policies, procedures, and practices that are relevant to the situation. Develops,analyses analysesandimplementsand efficient andeffective alternative solutions in a timely manner. Uses good judgment, logic and reasoning.

41 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Teamwork Works collaboratively in a group of two or more people in order to achieve the common objective(s) and/or goal(s) of the entire group, the department and the College. Key Behaviors Contributes individual knowledge skills, ideas, relevant information and effort willingly. Develops the skills needed for effectiveness in achieving team goals. Is interested in learning. Exercises flexibility and compromise and adapts to others behavioral style to achieve team goals. Respects the diversity and individuality of others and is respectful of differences in perspectives. Seeks, is open to, and provides constructive feedback. Puts aside personal agenda and places the goals of the group first. Displays passion for and interest in the project (i.e. motivated), gets involved, demonstrates leadership and goes beyond his/her role and is committed to the successful completion of team goals.

42 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Continuous Improvement and Learning Improves in the performance of job duties. Makes appropriate use of technology and engages in continually gaining knowledge, learning new programs and/or processes for application to work related tasks. Key Behaviors Actively seeks learning opportunities to improve effectiveness creativity and efficiency in the performance of job responsibilities. Has a passion for learning. Takes on additional tasks willingly in order to increase knowledge of current position and participates in cross training, while maintaining a high level of performance in base job duties. Demonstrates leadership and actively seeks information concerning changes in college policies and procedures and cooperates in the transition to a new process or procedure. Develops a smooth transition plan for job related tasks in cooperation with supervisor. Seeks, reads, studies, attends, participates in and applies the knowledge from professional development opportunities from various sources and in available formats both within the college and from external organizations in cooperation with supervision. ii Develops and maintains a working knowledge of new tools and technological advances and applies, when applicable, new knowledge to job processes.

43 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Communication (Oral and Written) Conveys information orally and in writing, clearly and effectively, in all circumstances. Presents ideas that are understood by the reader/listener. Reads and interprets written information appropriate for the job. Key Behaviors Conveys clear ideas and information orally, both one on one and in group settings. Respects diversity and adjusts presentation style for audience by way of non verbal communication, tone of voice, body language and/or visual aids. Writes and speaks in a clear, concise, organized manner to convey messages appropriately. Listens well with the intent to respond in a positive manner. Documents work activities appropriately. Engages with students and employees and provides them the information they need to be successful in the most effective medium/media i.e. discussion, meeting, video, , personal letter Openly communicates with colleagues, students and others.

44 Teamwork Communications Organizational Accountability Continuous Improvement Personal Responsibility Customer Service Problem-Solving Sli Organizational Accountability Fulfills commitments effectively, resolves issues, solves problems and interacts with others in a positive manner aligned with the vision, mission, goals and values of the GPC Strategic Plan. Key Behaviors Completes job duties in accordance with established performance standards. Manages time and completes tasks effectively, within established timeframes. Recognizes the urgency of completing work and acts accordingly. Uses the college s vision, mission and values effectively as the foundation for making decisions and performing job duties. Complies with appropriate Federal and State laws and BOR and GPC policies and procedures in all actions and decisions. Acts with integrity and accepts responsibility for the consequences of actions and decisions.

45 Performance Management From The Encyclopedia: GPC Performance Management Overview Performance Management Performance Management refers to the ongoing process of setting goals, development planning, self-assessment, manager assessment, coaching, and evaluation.

46 1. Performance Management Features GPC Performance Management Overview Feature Use Future Oriented Aimed at improving performance, instead of documenting the past. Non Evaluative Does not only rate performance, but also describes, analyses, and interprets it. Feedback Based Supervisor gives and receives information that is used to improve performance. Dialogue Driven Conversational, non-judgmental, two-way exchange of information.

47 1. Performance Management Features GPC Performance Management Overview Feature Collaborative Operational Investigative Continuous Use Partnership between employee and manager. Aimed at problem solving and troubleshooting performance. Emphasizes data gathering and record keeping. Frequent meetings designed to seek clarity and understanding about desired performance

48 1. Performance Management Features GPC Performance Management Overview Feature Multidimensional Corrective Integrative Use Tracks efforts, behaviors and outcomes. Dedicated to making continuous adjustments to calibrate and calibrate and recalibrate efforts. Supervision and performance management are combined.

49 Integrative: GPC Performance Management Overview To form, coordinate, or blend into a functioning or unified whole: unite Supervision Performance Management

50

51 Section Three The Process

52 GPC Performance Management Primary Objective Core Values Strategic Goals Vision Mission What Core Competencies How

53 The Process The Process Planning Managing Evaluating

54 GPC Performance Management Process (PMP) The Process GPC Strategic Goals Vision Mission Plan Core Values Process Planning Managing Evaluating

55 Planning The Process 1. Job Description Qualifications Purpose Responsibilities Performance Standards 2. Strategic Goals and Personal Development Goals

56 Development of Strategic Goals and Personal Development Goals Employee Strategic Goals Employee strategic goals are an individual s specific objectives,tasks, tasks, and activitiesaligned aligned to support the accomplishment of the college s strategic plan based upon the objectives of the respective department / work group.

57 Development of Strategic Goals and Personal Development Goals Personal Development Goals Personal development goals are targeted to enhance: the knowledge, skills, abilities, and behaviors of an employee either to improve their performance in their current role or to enhance their ability to compete for other roles in the future. Once identified, these improvements may result from reading, taking classes, attending seminars, hands on practice, working onprojectsortaskgroups, or task etc.

58 Development of Strategic Goals and Personal Development Goals Handout Please return at the end of this session

59 Activity 4: Development of Strategic Goals and Personal Development Goals 1.Create 3 strategic goals from selected function 2. Describe to the class how the goals you created aligns with the GPC strategic plan Functional Areas: Information Technology Academic Affairs Institutional Advancement Student t Services/Affairs i Financial and Administrative Affairs Customer Service/Contact Center Institutional Research Write SMART goals: Specific, Measurable, Attainable, Realistic, and Time oriented. # 3 & 4 Handout

60 Managing The Process 1. Conversations 3-6 times per year 2. Coaching Follow-up Accomplishments Recognition Discuss Performance, Challenges / Improvements

61 Interim Performance Conversation Form # 2 Handout Georgia Perimeter College Performance Management Interim Performance Conversation Employee Name Title Semester Date Supervisor Name Employees and supervisors are expected to meet at least once per semester

62 Activity 5: Managing The Process 1. Conversations 3-6 times per year 2. Coaching Follow-up Accomplishments Recognition Discuss Performance, Challenges / Improvements

63 Annual Evaluation The Process Annual Evaluation Assess job performance against competencies Assess job performance against strategic/personal development goals Develop new/enhanced ties to strategic goals Develop new/enhanced personal development goals

64 Performance Management Plan and Evaluation Form #5 Handout Georgia Perimeter College Performance Management Plan and Evaluation Employee Name: Campus/Department: Position: Years in position: Supervisor: Performance period: From To GPC Vision As a team, Georgia Perimeter College will be recognized as a dynamic and creative learning environment focused on student success, guided by the values of trust, excellence, integrity, civility, passion, diversity and efficiency. GPC Mission Georgia Perimeter College transforms the lives of our students to thrive in a global society. As a diverse, multi campus two year college, we provide relevant, responsive, learner centered higher education that facilitates the achievement of academic, professional and personal goals. We embrace excellence, teamwork, and quality service that link the college s human capital with our communities to enhance economic, social and cultural vitality.

65 Rating Scale The Process Did Not Achieve Accepted Results Partially Achieved Expected Results Achieved More Than Exceptional Expected Results Achieved Achievement Expected Results

66 Rating Scale The Process Did Not Achieve Expected Results Did not demonstrate this competency at the expected level.

67 Rating Scale The Process Partially Achieved Expected Results Inconsistently demonstrated this competency at the expected level. l Sometimes required assistance or direction from others.

68 Rating Scale The Process Achieved Expected Results Consistently demonstrated this competency at the expected level without assistance or direction from others.

69 Rating Scale The Process More Than Achieved Exppected Results Consistently demonstrated this competency at a high level. May have been viewed as a role model and clearly stood out among peers relative to this competency.

70 Rating Scale The Process Exceptional Achievement Always demonstrated this competency at a superior level. Functioned as an internal expert across Georgia Perimeter College with this competency, teaching or coaching others in addition to serving as a role model.

71 Rating Scale Consideration The Process *Most employee performance will fall in the Achieved Expected Results level Achieved Expected Results Consistently demonstrated this competency at the expected level without assistance or direction from others.

72 GPC Competencies Core Leadership Functional

73 Core Competencies GPC Core Competencies (See( attached for definitions) Evaluate the employee s performance against the behaviors in each of the core competencies. Please use the rating scale above. Customer Service Communication (Oral and Written) Continuous Improvement and Learning Organizational Accountability Personal Responsibility Problem Solving Teamwork Did Not Achieve Partially Achieved Achieved Expected Results More Than Achieved Exceptional Achievement

74 Functional Competencies Specific to a job or department Functional Competencies Please identify the job specific competencies the employee will need in order to be successful in the position. Then rate the employee s performance against the behaviors in each competency. (See attached list of functional competencies and definitions.) Comments (Please document significant strengths or deficiencies. Attach additional pages if necessary.) F.C. 1 F.C. 2 F.C. 3 F.C. 4 F.C. 5 Achieved Exceptional Partially Expected More Than Achieveme Did Not Achieve Achieved Results Achieved nt

75 Leadership Competencies # 6 Handout USG GPC Transparency High Performing Teams Inclusiveness Performance Management Systems Thinking Planning and Implementation Diplomacy Innovative Solutions

76 Optional Supervisor Evaluation Form

77 Optional Supervisor Evaluation Form # 7 Handout Georgia Perimeter College Performance Management Process Optional Evaluation of Supervisor Supervisor Name Date Employee Name (OPTIONAL) My supervisor gives me useful feedback about my job performance. More than enough Enough Not enough If you answered Not enough please indicate what kind of feedbackfrom from your supervisor would be helpful. My supervisor effectively provides me with information I need to do my job.

78 Employee s Role Participate in the creation of goals and objectives Take responsibility for own performance. Review performance standards and competencies. Review on-going record of job performance. Be open-minded and objective about job performance. Be prepared to discuss past performance and future plans.

79 Supervisor s Role Define goals and objectives to align with strategic t plan. Provide ongoing coaching and feedback. Review performance standards d and competencies. Review on-going record of job performance. Be open-minded d and objective about job performance. Schedule and conduct performance conversations Be prepared to discuss past performance and future plans.

80 PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE Aligning Job Performance with the Strategic Plan

81 Vision GPC Self Mission Strategic Evaluation (Proactive Step) Goals Consider Plan the Timeline Core for Values Implementation Process Planning Managing Evaluating

82 (Based on Calendar Year) February March: Annual Evaluations: Set detailed goals in alignment with the GPC Strategic Plan for the calendar year May June: Interim Performance Conversation form to HR September October: Interim Performance Conversation form to HR Note: Interim Performance Conversations forms are required twice per year by Human Resources (minimum 2 conversations, with forms per year). However additional conversations can be conducted and are encouraged, 3-6 times per year as needed!

83 Employees: In preparation to begin the PMP. Consider what the GPC Core Values and Competencies mean to you personally. Rate yourself using the new rating scale to indicate the extent that these core values / competencies are present in your job performance. Supervisor Modules 2-4

84 PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE Please Complete Our Survey Aligning Job Performance with the Strategic Plan

PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE

PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE Module 2 Coaching and Performance with the GPC Strategic Plan Agenda 1. Performance Management Process The Next Plateau 2. Aspects

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

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...

More information

EMPLOYEE INFORMATION

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

More information

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

*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* *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

More information

FBISD Performance Management Playbook

FBISD Performance Management Playbook FBISD Performance Management Playbook Table of Contents Table of Contents. 2 Introduction... 3 Layers of Performance 3 The FBISD Performance Cycle... 4 Components of the FBISD Performance Cycle.. 4 Performance

More information

CITY OF GUNNISON EMPLOYEE PERFORMANCE APPRAISAL FORM 2013

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

More information

Alabama Standards for Instructional Leaders

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,

More information

IC Performance Standards

IC Performance Standards IC Performance Standards Final Version 1 23 April 2009 1 TABLE OF CONTENTS BACKGROUND... 3 OCCUPATIONAL STRUCTURE... 4 PERFORMANCE ELEMENT CONTENT MODELS... 7 Professional and Technician/Administrative

More information

University of Detroit Mercy. Performance Communication System (PCS)

University of Detroit Mercy. Performance Communication System (PCS) Supervisor Manual 1/5/11 Supervisor Manual Table of Contents The 3 The PCS Process 5 Preparing for the Discussion Meeting 7 Tips for Good Communication 7 Performance Expectations 8 Behavioral Competencies

More information

BUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE

BUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE BUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE Performance management is the methodical and organized system for monitoring the results of work activities, collecting information and evaluating performance,

More information

South Carolina Budget and Control EPMS Performance Characteristics

South Carolina Budget and Control EPMS Performance Characteristics South Carolina Budget and Control EPMS Performance Characteristics The following menu of performance factors serves as a guideline or sample for developing performance factors for use with the Employee

More information

Part One: Review of Performance Elements Rating Scale

Part One: Review of Performance Elements Rating Scale Employee Name Employee ID Number Job Title Department Reviewing Supervisor Review Period Period Supervised by Reviewing Supervisor Period Employee in this Job Part One: Review of Performance Elements Rating

More information

UC Merced Performance Appraisal Employee Information. Appraisal Ratings. Part One: Core Competencies. Competency Comments: Performance Assessment

UC Merced Performance Appraisal Employee Information. Appraisal Ratings. Part One: Core Competencies. Competency Comments: Performance Assessment UC Merced Performance Appraisal Employee Information Name: Division: Job Title: Department: Supervisor's Name: Title Unit Code: Period Covered By This Appraisal: From: To: Appraisal Ratings Far Exceeds

More information

Libraries and Educational Technologies Professional & Performance Development Form Library Faculty Self Evaluation

Libraries and Educational Technologies Professional & Performance Development Form Library Faculty Self Evaluation Libraries and Educational Technologies Professional & Performance Development Form Library Faculty Self Evaluation Name Job Title Personal Information Division: Libraries & Educational Technologies Performance

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

Evaluation System for Classified & Management Support Staff

Evaluation System for Classified & Management Support Staff Evaluation System for Classified & Management Support Staff August 2012 Grant Wood Area Education Agency extends equal opportunities in its employment practices, educational programs and services, and

More information

ST. THOMAS UNIVERSITY PERFORMANCE ASSESSMENT FORM WITH SUPERVISORY DUTIES

ST. THOMAS UNIVERSITY PERFORMANCE ASSESSMENT FORM WITH SUPERVISORY DUTIES ST. THOMAS UNIVERSITY PERFORMANCE ASSESSMENT FORM WITH SUPERVISORY DUTIES DATE: Name: Position: Department: Annual Performance Review COPY MUST BE RETURNED TO HR FOR FILE Part 1: of General Performance

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

LEADERSHIP DEVELOPMENT FRAMEWORK

LEADERSHIP DEVELOPMENT FRAMEWORK LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,

More information

2016 Annual Performance Review Leadership Form. Job Title: Supervisor Name:

2016 Annual Performance Review Leadership Form. Job Title: Supervisor Name: 2016 Annual Performance Review Leadership Form Employee Name: Employee ID: Job Title: Supervisor Name: Last Appraisal Date: Department: Evaluation Type: Annual Other RATING SCALE: Outstanding Consistently

More information

Black Hawk County Employee Performance Evaluation

Black Hawk County Employee Performance Evaluation Black Hawk County Employee Performance Evaluation Employee : Supervisor: Title: Program Manager School Nursing Dept: Health Dept Title: Evaluation Period: From: To Due Date: Black Hawk County Governing

More information

ADMINISTRATIVE STAFF PERFORMANCE APPRAISAL FORM FY 2014-2015

ADMINISTRATIVE STAFF PERFORMANCE APPRAISAL FORM FY 2014-2015 ADMINISTRATIVE STAFF PERFORMANCE APPRAISAL FORM FY 2014-2015 Employee Last Name Employee First Name Employee ID Department Position Title Supervisor Name Review Date Self-Evaluation Supervisor Evaluation

More information

MSU LEAD (Leadership Excellence and Development) Competency Model

MSU LEAD (Leadership Excellence and Development) Competency Model Reference #1 MSU LEAD (Leadership Excellence and Development) Competency Model Leadership Behavior Categories (pages 2-4) A. Thinking strategically/visionary B. Leading change C. Communicating D. Building

More information

Ratings Exceeds Expectations Meets Expectations Improvement Needed

Ratings Exceeds Expectations Meets Expectations Improvement Needed The staff appraisal process is an on-going communications process that begins with the identification of performance goals by the supervisor in the fall. During the spring semester, a formal appraisal

More information

Performance Appraisal Review for Exempt Employees

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

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL Blinn College is the premier two-year college in Texas for those seeking educational excellence in academic programs, technical education, and workforce development. We expect excellence and we encourage

More information

UCC CLASSIFIED EMPLOYEE PERFORMANCE EVALUATION

UCC CLASSIFIED EMPLOYEE PERFORMANCE EVALUATION UCC CLASSIFIED EMPLOYEE PERFORMANCE EVALUATION Evaluation Period:* to Evaluation Meeting Date: SECTION 1 Employee: Job Title: Employee ID: Department: Immediate Supervisor/Administrator: Title: TYPE OF

More information

Employee Performance Review

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

More information

Individual Development Planning (IDP)

Individual Development Planning (IDP) Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your

More information

Performance Management Handbook. City of American Canyon

Performance Management Handbook. City of American Canyon Performance Management Handbook City of American Canyon 1 TABLE OF CONTENTS Introduction 1 Background on performance management City Core competencies Performance management model Development of the Core

More information

Administrative Support Professionals Competency Framework. The Centre for Learning and Development

Administrative Support Professionals Competency Framework. The Centre for Learning and Development Administrative Support Professionals Competency Framework The Centre for Learning and Development Table of Contents 01. Acknowledgements...3 02. Introduction...4 03. Background...5 04. Competency Assessment

More information

BC Public Service Competencies

BC Public Service Competencies BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using

More information

Illinois Professional Teaching Standards

Illinois Professional Teaching Standards Illinois Professional Teaching Standards Preamble: We believe that all students have the potential to learn rigorous content and achieve high standards. A well-educated citizenry is essential for maintaining

More information

AD-AUDITING ACCOUNTANT, ASSISTANT

AD-AUDITING ACCOUNTANT, ASSISTANT Page 1 AD-AUDITING ACCOUNTANT, ASSISTANT CHARACTERISTICS OF WORK: This is entry-level work as a state auditing accountant. During the period of orientation and training, the minimum educational requirements

More information

Project Management Career Path Plan

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

More information

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs)

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs) EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen

More information

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1

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

More information

Performance Evaluation

Performance Evaluation Competency Exceptional Above Meets Partially Meets Overview of Ratings TRANSFORMATIVE work. In addition to exceeding performance goals, the organization (department, unit or program) is fundamentally better

More information

EMPLOYEE PERFORMANCE REVIEW GUIDELINES

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

More information

YOUTH SERVICES COUNSELOR TRAINEE

YOUTH SERVICES COUNSELOR TRAINEE Page 1 YOUTH SERVICES COUNSELOR TRAINEE CHARACTERISTICS OF WORK: This is entry-level training toward work as a professional counselor working with youths in a juvenile justice setting. Work involves the

More information

The Performance & Learning Plan and Year End Performance Evaluation Process Overview: Employee Guide

The Performance & Learning Plan and Year End Performance Evaluation Process Overview: Employee Guide The Performance & Learning Plan and Year End Performance Evaluation Process Overview: Employee Guide The Performance & Learning Plan (PLP) and Year End Performance Evaluation (YEP) Processes together form

More information

User s Guide to Performance Management

User s Guide to Performance Management User s Guide to Performance Management University Human Resources Brown University Table of Contents 1 I. Overview 3 II. The Performance Management Cycle 4 III. Performance Management Forms..6 1. Goal

More information

[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy

[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

More information

Team Core Values & Wanted Behaviours

Team Core Values & Wanted Behaviours Team Core Values & Wanted Behaviours Session Leader Guide This exercise helps you as a leader to establish a set of shared values and related wanted behaviours. To have shared values in a team will: y

More information

ACCOUNTABILITY AND GOAL SETTING

ACCOUNTABILITY AND GOAL SETTING ACCOUNTABILITY AND GOAL SETTING Adapted from Winning and Accountability by Henry J. Evans-Co-Founder and Managing Partner, Dynamic Results Agenda Introduction Functional competencies Strategic goals/personal

More information

Job Description. Financial Planning & Analysis Accountant

Job Description. Financial Planning & Analysis Accountant Job Description Financial Planning & Analysis Accountant Role Title Financial Planning & Analysis Accountant Reporting to Head of Financial Planning Role Purpose The purpose of this role is to provide

More information

Core Leadership Competencies

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.

More information

Writing and Conducting Successful Performance Appraisals. Guidelines for Managers and Supervisors

Writing and Conducting Successful Performance Appraisals. Guidelines for Managers and Supervisors Writing and Conducting Successful Performance Appraisals Guidelines for Managers and Supervisors Performance reviews are like compasses They give your exact position and provide direction Office of Human

More information

EXAMPLE WORKPLACE COMPETENCIES

EXAMPLE WORKPLACE COMPETENCIES EXAMPLE WORKPLACE COMPETENCIES ADAPTABILITY Changes behavioural style or method of approach when necessary to achieve a goal; adjusts style as appropriate to the needs of the situation. Responds to change

More information

Teacher Assistant Performance Evaluation Plan. Maine Township High School District 207. Our mission is to improve student learning.

Teacher Assistant Performance Evaluation Plan. Maine Township High School District 207. Our mission is to improve student learning. 2012 2015 Teacher Assistant Performance Evaluation Plan Maine Township High School District 207 Our mission is to improve student learning. 0 P age Teacher Assistant Performance Evaluation Program Table

More information

Revised Performance Appraisal Tool for Resident Coordinators and UN Country Teams: Assessment of Results and Competencies (ARC)

Revised Performance Appraisal Tool for Resident Coordinators and UN Country Teams: Assessment of Results and Competencies (ARC) ANNEX I Conceptual Design Revised Performance Appraisal Tool for Resident Coordinators and UN Country Teams: Assessment of Results and Competencies (ARC) I. From One80 to the ARC: Background and Key Changes

More information

Marketing/Public Relations Administrator

Marketing/Public Relations Administrator Career Service Authority Marketing/Public Relations Administrator Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs professional and supervisory work over communications, marketing, and/or public

More information

Performance Review and Development Guide

Performance Review and Development Guide Performance Review and Development Guide Performance Review & Development Program Community Action Partnership of Madera County strongly believes in the ongoing development of our most valuable asset our

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Internship Manual Educational Specialist (EdS) Florida Gulf Coast University

Internship Manual Educational Specialist (EdS) Florida Gulf Coast University Internship Manual Educational Specialist (EdS) Florida Gulf Coast University 2 Table of Contents The College of Education Vision... 3 The College of Education Mission... 3 Purpose of the Internship...

More information

Supervisor s Performance Management Guide

Supervisor s Performance Management Guide Supervisor s Performance Management Guide 1. Introduction... 2 2. Duties and Job Descriptions... 2 3. Supervisor s Role... 2 4. Goals & Employee Development... 3 5. Annual Performance Evaluation Process...

More information

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 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)

More information

BRICE ROBERTS BUSINESS CONSULTING SERVICES

BRICE ROBERTS BUSINESS CONSULTING SERVICES BRICE ROBERTS BUSINESS CONSULTING SERVICES BROCHURE: TRAINING AND DEVELOPMENT PROGRAMMES RE-AWAKENING SPIRIT - TRANSFORMING RESULTS For Further Information: Contact: Brice Roberts Business Consulting Services

More information

Administrative Instruction

Administrative Instruction Administrative Instruction Date: To: From: 26 July 2011 All UNOPS Personnel Pierre Moreau-Peron, Director, HRPG J 1-r AI Reference: Subject: AUHRPG/2011/04 Performance Management and Appraisal for staff

More information

~Empowering and Motivating for Today and Tomorrow~

~Empowering and Motivating for Today and Tomorrow~ Lindsay Unified School District Mission Statement ~Empowering and Motivating for Today and Tomorrow~ - Adopted by Lindsay Unified School Board: May 21, 2007 Mission: Empowering and Motivating for Today

More information

Managing Performance An Introduction/Refresher. March 15, 2000

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

More information

Sample Personal Profiles for CVs Handout

Sample Personal Profiles for CVs Handout Sample Personal Profiles for CVs Handout To arrange to have your CV/Application form reviewed please contact Caroline Kennedy Careers & Opportunities Officer Email: ckennedy@ncirl.ie Telephone: 4498526

More information

UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed!

UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! 1 UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! Strategic Imperative #1: Student Success Enhanced Learning,

More information

FY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance

FY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance Office of Executive Resources Office of the Chief Human Capital Officer U.S. Department of Energy FY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance Table of Contents Contents

More information

Purpose. General Evaluation Factors

Purpose. General Evaluation Factors LANE COMMUNITY COLLEGE CLASSIFIED STAFF PERFORMANCE EVALUATION This form is used for annual evaluations (Spring of each year), or to end probationary periods of new employees Demonstrate Lane s commitment

More information

Student Leadership Development Model

Student Leadership Development Model St. Cloud State University Department of Residential Life Student Leadership Development Model Mission of the Department of Residential Life The Department of Residential Life works to provide a student

More information

PERFORMANCE APPRAISAL 360 Review Form

PERFORMANCE APPRAISAL 360 Review Form PERFORMANCE APPRAISAL 360 Review Form Employee Name Unit / Department Position Date of Hire Date Entered Current Position Appraisal Completed By (Manager or Supervisor s Name) Date Completed PURPOSE FOR

More information

ACC Performance Excellence Program (PEP)

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)

More information

Amherst College Office of Human Resources PERFORMANCE MANAGEMENT PROCESS GUIDE

Amherst College Office of Human Resources PERFORMANCE MANAGEMENT PROCESS GUIDE Amherst College Office of Human Resources PERFORMANCE MANAGEMENT PROCESS GUIDE March 2015 TABLE OF CONTENTS Introduction........................................................... 3 Preparing for the Performance

More information

Performance Management Using Ratings Effectively Job Aids

Performance Management Using Ratings Effectively Job Aids Performance Management Using Ratings Effectively Job Aids blank on purpose 2 RATING PITFALLS Halo Effect - tendency to overrate a favored employee, or an employee who has a history of high ratings. Horns

More information

Position Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development

Position Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development Position Title: Business Development Manager (BDM) Department: Business Development Reports to: Vice President, Business Development Overall Responsibilities The Business Development Manager is responsible

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6 The integrated leadership system ILS support tools Leadership pathway: Individual profile APS6 APS 6 profile Supports strategic direction Achieves results Supports productive working relationships Displays

More information

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)

More information

2015 Performance Appraisal Template Samples

2015 Performance Appraisal Template Samples 2015 Performance Appraisal Template Samples Human Resources Peer Networking Benchmarks 13 Examples of Performance Appraisals submitted by MAPP members Including Core Competencies and Helpful Phrases 2015

More information

PERSONAL COMPETENCIES DICTIONARY. Attention to Detail

PERSONAL COMPETENCIES DICTIONARY. Attention to Detail Attention to Detail Achieves thoroughness and accuracy when accomplishing a task through concern for all the areas involved. Provides accurate, consistent numbers on all paperwork Provides information

More information

PERFORMANCE APPRAISAL (Non-Exempt)

PERFORMANCE APPRAISAL (Non-Exempt) PERFORMANCE APPRAISAL (Non-Exempt) ****************************************************** Name Department: Job Title Appraisal Period JOB KNOWLEDGE Consider overall knowledge, constructive and creative

More information

Certificate of Leadership Program.

Certificate of Leadership Program. Certificate of Leadership Program. An initiative with UBC Peer Programs that engages students in a reflective practice through the use of educational technologies with the aims of developing greater awareness

More information

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit JOB TITLE NAME UNIT REPORTS TO JOB FAMILY Organizational Development Specialist Vacant Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

More information

Fayetteville Technical Community College PERFORMANCE APPRAISAL MANUAL

Fayetteville Technical Community College PERFORMANCE APPRAISAL MANUAL Fayetteville Technical Community College PERFORMANCE APPRAISAL MANUAL Current Version Originally Published Fall 2009 Last Revised: November 24, 2009 Proponent: Vice President for Human Resources Available

More information

Evaluating Performance. A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation

Evaluating Performance. A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation Evaluating Performance A Guide to Non-Instructional Academic Staff, Limited, and Exempt Classified Employee Evaluation Training Agenda Why do Performance Evaluations? Employee and Supervisor Roles in Performance

More information

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager GLOBAL FINANCIAL PRIVATE CAPITAL Job Description JOB TITLE: Client Relationship Manager Reports To: Financial Advisor Exempt Prepared by: ADP Resource June 10, 2014 SUMMARY This position is primarily responsible

More information

Performance Evaluation Rating Descriptions

Performance Evaluation Rating Descriptions The following rating descriptions are examples of the behaviors employees would be demonstrating at each of the four levels of performance. These examples should assist the supervisor and employee during

More information

Performance Review (Non-Exempt Employees)

Performance Review (Non-Exempt Employees) Performance Review (Non-Exempt Employees) Name: Department: Campus ID Number: Title: Review Period: - Job Description Review: I. Essential Job Requirements: (Consider employee s knowledge of duties, responsibilities

More information

Business Analyst Position Description

Business Analyst Position Description Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

College of Design. Merit Pay Rating System. Merit Rating System

College of Design. Merit Pay Rating System. Merit Rating System College of Design Merit Pay Rating System Merit Rating System The College of Design will use the Performance Only model of merit pay. Merit rating system and definition a. Merit pay matrix if defined at

More information

Kern Community College District Board Policy Manual Section Eleven General Personnel Administration

Kern Community College District Board Policy Manual Section Eleven General Personnel Administration Kern Community College District Board Policy Manual Section Eleven General Personnel Administration 11E Code of Ethics The Kern Community College District recognizes that a commitment to the highest ethical

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

ALBEMARLE COUNTY SCHOOLS Employee Performance Appraisal Competencies Guide

ALBEMARLE COUNTY SCHOOLS Employee Performance Appraisal Competencies Guide ALBEMARLE COUNTY SCHOOLS Employee Performance Appraisal Competencies Guide 1. Job Knowledge Consistently exceeds standards for quality, quantity, and service Regularly coaches and teaches others in performing

More information

Centre for Learning and Development

Centre for Learning and Development The Leadership and Management Development Strategy was developed to endorse learning and development opportunities to strengthen the leadership and management capacity of the Newfoundland and Labrador

More information

9/06 10/07 Offerings: 11/28/06 12/1/06, 4/17/07 4/20/07

9/06 10/07 Offerings: 11/28/06 12/1/06, 4/17/07 4/20/07 14.14 Submit a report that details leadership development programs that have been offered or have been engaged in on topics such as delegation, the change process, and conflict management during the twelve

More information

Department of Defense INSTRUCTION

Department of Defense INSTRUCTION Department of Defense INSTRUCTION NUMBER 1400.25-V2011 August 14, 2009 Incorporating Change 1, January 15, 2010 USD(P&R) SUBJECT: DoD Civilian Personnel Management System: Defense Civilian Intelligence

More information

AD-AUDITING ACCOUNTANT, SENIOR

AD-AUDITING ACCOUNTANT, SENIOR Page 1 AD-AUDITING ACCOUNTANT, SENIOR CHARACTERISTICS OF WORK: This is professional accounting work of an "in-charge" nature characterized by an attitude of independence, self-reliance with analytical

More information

Massachusetts Department of Elementary and Secondary Education. Professional Development Self- Assessment Guidebook

Massachusetts Department of Elementary and Secondary Education. Professional Development Self- Assessment Guidebook Massachusetts Department of Elementary and Secondary Education Professional Development Self- Assessment Guidebook For Teacher Professional Development Offerings Modified for use by the District and School

More information

BUDGET ADMINISTRATOR JOB DESCRIPTION

BUDGET ADMINISTRATOR JOB DESCRIPTION BUDGET ADMINISTRATOR JOB DESCRIPTION I. Most Frequently Cited Tasks and Role Expectations The following information represents the most frequently cited critical tasks expected by school, college or unit

More information

Arkansas Teaching Standards

Arkansas Teaching Standards Arkansas Teaching Standards The Arkansas Department of Education has adopted the 2011 Model Core Teaching Standards developed by Interstate Teacher Assessment and Support Consortium (InTASC) to replace

More information

Job Position Description CHIEF COLLABORATION OFFICER CONCORDIA ONLINE EDUCATION

Job Position Description CHIEF COLLABORATION OFFICER CONCORDIA ONLINE EDUCATION Job Position Description CHIEF COLLABORATION OFFICER CONCORDIA ONLINE EDUCATION University Mission: Concordia University is a Christian university preparing leaders for the transformation of society. Unit

More information

From Performance Appraisal to Performance Excellence

From Performance Appraisal to Performance Excellence From Performance Appraisal to Performance Excellence When visiting NASA, President John Kennedy came across a cleaner and asked him what do you do around here? The cleaner replied: I contribute to NASA

More information

inchester Public Schools

inchester Public Schools inchester Public Schools SCHOOL PSYCHOLOGIST EVALUATION School Psychologist Evaluation SCHOOL PSYCHOLOGIST EVALUATION Introduction The licensed personnel who staff our classrooms who provide related services

More information