Quality Service Leadership Team Charter

Size: px
Start display at page:

Download "Quality Service Leadership Team Charter"

Transcription

1 Sample Cross-Functional Team Charter Quality Service Leadership Team Charter STATEMENT OF PURPOSE The Quality Service Leadership Team (QSLT) is a multi-level, cross-functional team responsible for initiating and overseeing the implementation of the quality initiative at [company name]. As change agents, the QSLT is to challenge the status quo and effect an integrated effort toward improving service performance at every level in order to increase customer satisfaction. The QSLT will encourage quality service through the use of the following: Values and principles Standards and measurements Training and development Service level agreements Rewards and recognition Continuous improvement Recovery and corrective action GOALS 1. Design, develop and implement a quality service initiative in accordance with the Quality Service Plan during the next two years that is unique to [company name]. 2. Transform [company name] service performance to extraordinary levels by increasing improvements to the baseline measure by [date]. 3. Embed service quality into all processes, procedures and policies at [company name] through the successful implementation of the Quality Service Plan and its various components by [date]. 4. Integrate the new program into the culture to the point where it becomes a way of life for employees and is an ongoing measurement of success by [date]. In order to accomplish the goals of this initiative, this team is created with the full support of senior management and is expected to become the foundation by which excellence in quality service will spread to all areas of [company name]. TIME REQUIREMENTS The team is expected to meet weekly for at least 1 hour and have approximately two hours of project work outside the meetings. EXPECTED ACTIVITIES 1. Creation of a leadership team to oversee the quality service initiative until it is fully integrated into [company name] culture. 2. Development of a quality service set of values and principles that will define the new culture and its expectations. 3. Development of an implementation plan identifying certain quality service areas for team member ownership and reporting to QSLT, expected outcomes, timeline, and resource requirements Page 1 of 5

2 4. Development of a measurement tool and process to create a baseline measurement for current levels of quality service. 5. Implementation of a customer feedback process to capture customer needs, wants, and desires for quality service expectations and to share results throughout [company name]. 6. Creation of a new definition of quality service for [company name] and individual employees. 7. Creation of written standards for all appropriate service delivery circumstances. 8. Benchmarking with other organizations both in and outside to determine best practices. 9. Integration of the quality service expectations into job performance descriptions and measures. 10. Establishment of performance minimums and corrective action processes when requirements are not met. 11. Development of an ongoing training program, including quality service techniques for managers and employees, employee empowerment, and understanding basic quality principles. 12. Creation of a service initiative in each department resulting in improved delivery of service. 13. Implementation of a reward and recognition system that correctly reinforces positive results. 14. Establishment of methods and strategies to sustain and/or upgrade the baseline; continuous examination of processes/procedures/policies from a service quality standpoint. 15. Development of an ongoing Service Level Scoreboard designed to measure [company name] quality service. 16. Guide, coach, and oversee the development of various sub-teams to work on various components of the initiative. EXPECTED RESULTS Written standards for all appropriate service delivery systems. The means to measure regularly the extent to which the standards are being met. Every employee able to define what quality service means to [company name] generally and in his/her own job situation. Quality service expectations as a component of every employee s job description. A system to reward (publicly and immediately) employees for providing extraordinary quality service. The delivery of quality service as a substantive component of every employee s job performance evaluation (annual review). Quality service as a formal and priority agenda item for all senior management, department, and staff meetings. All employees able to recognize circumstances where recovery action is required and empowered to take that action. The means to ensure the continuation of the Quality Service Program (to include the elements of training, periodic support from outside consultant, budget). All managers and supervisors fully trained to train quality service techniques to employees and evaluate employees on their quality service skills Page 2 of 5

3 AVAILABLE and NEEDED RESOURCES 1. Time allocation for QSLT 2. Use of outside consultant(s) to assist with the quality service initiative. 3. Budgetary resources as needed. 4. Access to all necessary business and customer information. 5. Computer resources as needed. EXPECTED COMMUNICATIONS 1. Regular communication with whole organization on a quarterly basis (minimum). 2. Minutes of QSLT meetings made available on the computer intranet. 3. Verbal communication and written status report for the Executive Management Team on a monthly basis. 4. Updates at staff-wide meetings. 5. Attendance by respective QSLT member at sub-team meetings, reporting regularly to QSLT on team s progress. 6. Quarterly communication with the Board of Directors by way of the Senior Management Group. EXPECTED MEASURING POINTS Achievement of strategic objectives Reduction in quality service-related problems Reduction in any process cycle time (improved efficiency ratings) Reduction in customer complaints Increase in new customers Elimination of work, errors, rework and delays Effectiveness of QSLT through self and other evaluations Employee responsiveness to new ideas and projects (implementation time) Change in the quality service levels as a before and after measure Number of service level agreements completed by department SKILLS and ABILITIES NEEDED 1. Interpersonal communication skills 2. Abstract thinking and problem-solving skills 3. Skill at planning, budgeting, and setting priorities 4. Knowledge of company policies and procedures and compliance regulations 5. High commitment to customer service and quality 6. Desire to achieve excellence 7. Ability to support and promote change 8. Understanding of company markets 9. Ability to see opportunities, think creatively, and move quickly 10. High energy 11. Comfort with high level of empowerment 12. Presentation skills 13. Writing skills 14. Analytical skills 15. Persuasive ability 16. Computer ability 17. Conflict resolution skills; diplomacy Page 3 of 5

4 18. Ability to delegate and relinquish at appropriate time 19. Data tracking and measuring experience 20. Positive attitude 21. Ability to lead groups MEMBERSHIP The QSLT will be composed of ten members from the various functional areas of [company name]. Members: [list names] Team Sponsor: [list name] Executive Sponsor: [list name] Once the team is established, it will determine how membership will be rotated. AUTHORITY LEVEL 1. Lead any and all changes which are necessary to foster and promote the successful integration of a quality service program. 2. Challenge, constructively, the current system, structure, procedures, and policies. 3. Recommend new policies, structure, procedures, and systems. 4. Seek out the involvement of employees to serve on sub-teams and other program initiatives. 5. View proprietary company information and maintain its confidentiality. 6. Surface dysfunctional methods and/or processes anywhere in [company name] and bring them to the attention of the team. 7. Report any obstruction of the Quality Initiative to the Senior Management Team. NEGOTIABLES/NON-NEGOTIABLES See attached chart. OTHER SIGNIFICANT ROLES and RELATIONSHIPS Roles: The QSLT must function in an advocacy role for any quality service sub teams. Relationships: Maintain effective relationships with all internal and external customers. Work collaboratively with the Senior Management Group (SMG) and seek their assistance, guidance, and involvement in the development of the quality initiative. The team must never foster or promote a them against us attitude or posture. The Senior Management Group provides the QSLT with a charter, support and empowerment and holds the team accountable. The SMG will be expected to resolve conflicts. The QSLT is expected to seek approval for policy issues and to submit reports to the Board, by way of the SMG. The QSLT will work effectively with HR and any other internal training units of the organization to integrate the quality training with other training needs. The QSLT is expected to maintain an effective, collaborative relationship with departmental management Page 4 of 5

5 NEGOTIABLES/NON-NEGOTIABLES CHART Defining roles, tasks and responsibilities Safety Customer Needs Laws and compliance Performance Review Process Conflict Resolution Process Initiate programs Tools Freedom to explore alternative approaches Recommend policy and procedure changes Team meetings Scheduling and overtime HR policies and laws Develop concepts Rewards and recognition Expected communications and team Measuring progress and team goals Exceed spending Targets Charter Page 5 of 5

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

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

Bloomfield College Staff Employee Performance Review 2014-15

Bloomfield College Staff Employee Performance Review 2014-15 Bloomfield College Staff Employee Performance Review 2014-15 Employee Name: Position: Evaluator: Department: Date of Evaluation: Date of Hire: 1. Summary of departmental mission and customer service philosophy:

More information

MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS

MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS Overview MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS Building on research and work with literally thousands of managers over the past thirty years, Management Systems has developed

More information

The Johns Hopkins University Human Resources Competency Dictionary

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

More information

Ambulance Victoria Position Description

Ambulance Victoria Position Description Ambulance Victoria Position Description Position Title: Organisational Development Consultant Reports To: Senior Organisational Development Consultant / Manager Organisational Development (as applicable)

More information

THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF

THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF For Evaluation Period Ending: Employee Name: Department: Title: Manager KEY

More information

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc. OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder

More information

EMPLOYEE PERFORMANCE EVALUATION

EMPLOYEE PERFORMANCE EVALUATION EMPLOYEE PERFORMANCE EVALUATION For Exempt and Nonexempt Staff and Service Personnel Employee s Name (Last, First, MI): Position Title: Department: Period Covered: From: To: Type of Report: Probationary

More information

Utica College Performance Review Form for LEADERSHIP

Utica College Performance Review Form for LEADERSHIP Utica College Performance Review Form for LEADERSHIP EMPLOYEE NAME: DEPARTMENT: HIRE DATE: / / SUPERVISOR*: JOB TITLE: REVIEW PERIOD: *Supervisor is the person delivering the review From To INSTRUCTIONS

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

Executive Director, REPORTS TO: Resources. Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/15

Executive Director, REPORTS TO: Resources. Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/15 JOB DESCRIPTION: MANAGER, HUMAN RESOURCES DEPARTMENT: Talent Management-Human Executive Director, REPORTS TO: Resources Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/15

More information

2. Describe this employee s important accomplishments during the past year. Please provide examples.

2. Describe this employee s important accomplishments during the past year. Please provide examples. Supervisor Input Form Date Performance Appraisal Employee Name: Period Reviewed: Section 1: Activities and Accomplishments 1. Please state the primary responsibilities of this employee s position, as you

More information

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I SEARCH PROFILE Executive Director Policy, Planning and Legislative Services Alberta Seniors and Housing Executive Manager I Salary Range: $125,318 - $164,691 ($4,801.47 $6,310.03 bi-weekly) Limited Competition

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

City of Sunset Valley Employee Performance Evaluation Form

City of Sunset Valley Employee Performance Evaluation Form 1. General Information City of Sunset Valley Employee Performance Evaluation Form Name Clay Collins Dept. _Admin Job Title City Administrator Time in Current Job Time with Entity Period of Review From

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

EVALUATION - SUPPORT STAFF

EVALUATION - SUPPORT STAFF EVALUATION - SUPPORT STAFF No. HR-07 CLASSIFICATION: HUMAN RESOURCES DEPARTMENT FIRST ADOPTED: December 1992 LAST AMENDED: February 2006 1. General The performance evaluation process is designed to be

More information

Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/2015

Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/2015 JOB DESCRIPTION: MANAGER, HUMAN RESOURCE INFORMATION SYSTEMS (HRIS) DEPARTMENT: Talent Management-Human Executive Director, REPORTS TO: Resources Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT

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

SAMPLE JOB DESCRIPTIONS

SAMPLE JOB DESCRIPTIONS SAMPLE JOB DESCRIPTIONS In this section we have provided a number of sample job descriptions. We hope that they will provide you with guidance as you develop job descriptions(s). Level Title Page Consultant

More information

Succession Planning Discussion Guide

Succession Planning Discussion Guide Succession Planning Discussion Guide Overview This discussion guide is used to facilitate the development of the success profile for the CEO and/or other top leadership positions. The success profile describes

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

Revised Body of Knowledge And Required Professional Capabilities (RPCs)

Revised Body of Knowledge And Required Professional Capabilities (RPCs) Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s

More information

Utica College Performance Review Form

Utica College Performance Review Form Utica College Performance Review Form EMPLOYEE NAME: DEPARTMENT: HIRE DATE: / / SUPERVISOR*: JOB TITLE: REVIEW PERIOD: From To *Supervisor is the person delivering the review INSTRUCTIONS FOR COMPLETING

More information

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION 1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority

More information

Project Manager Job Descriptions

Project Manager Job Descriptions Promotion Criteria Position Overview Statement Principal Duties and Responsibilities PROJECT MANAGER Admin Level 4 Typically >8 years in increasing responsible IT leadership role; typically managed one

More information

Tod To ay a s Ag enda

Tod To ay a s Ag enda 1 Today s Agenda o Engagement workgroup recommendations o Training for people managers on performance management o Improve the performance management process o Staff recognition o What can managers and

More information

Performance Appraisals: Evaluation & Goal-Setting Review Year Timeline 4/1/2011 3/31/2012. Charting the Roadmap to Excellence

Performance Appraisals: Evaluation & Goal-Setting Review Year Timeline 4/1/2011 3/31/2012. Charting the Roadmap to Excellence Performance Appraisals: Evaluation & Goal-Setting Review Year Timeline 4/1/2011 3/31/2012 Charting the Roadmap to Excellence Agenda Set the Stage Goal Setting and Goal Alignment Goal Setting Components

More information

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc. OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder

More information

Sample Behavioural Questions by Competency

Sample Behavioural Questions by Competency Competencies that support LEADING PEOPLE Change Leadership Please tell us about a time when you led a significant change in your organization and how you helped others to deal with the change. Tell me

More information

Interviews management and executive level candidates; serves as interviewer for position finalists.

Interviews management and executive level candidates; serves as interviewer for position finalists. Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,

More information

Technical Applications Consultant version 20 Dec 2011.doc

Technical Applications Consultant version 20 Dec 2011.doc Principles Vision Purpose Statement Technical Applications Consultant (version 20 Dec 2011) healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations.

More information

Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL

Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL Table of Contents Introduction 1 Phase 1 9 KRAs 10 Objectives 12 Competencies 19 Performance Indicators 25 Reaching Agreement 27 Phase

More information

JOB PERFORMANCE APPRAISAL Monroe County Community College Administrators. Name: Position: Supervisor: Evaluation Period:

JOB PERFORMANCE APPRAISAL Monroe County Community College Administrators. Name: Position: Supervisor: Evaluation Period: JOB PERFORMANCE APPRAISAL Monroe County Community College Administrators Name: Position: Supervisor: Evaluation Period: Instructions: Supervisors write comments to describe the work performance in each

More information

LEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014)

LEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014) JOB DESCRIPTION: Human Resources Manager LEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014) RESPONSIBLE TO: Director of Human Resources and Organisational Development

More information

The IIA Global Internal Audit Competency Framework

The IIA Global Internal Audit Competency Framework About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the

More information

Oak Park School District. Administrator Evaluation Program

Oak Park School District. Administrator Evaluation Program Oak Park School District Administrator Evaluation Program Table of Contents Evaluation Purpose...1 Evaluation Timeline...2 Rubric for Instructional Administrator Standard 1...3 Standard 2...5 Standard

More information

SOUTH SEATTLE COMMUNITY COLLEGE (Technical Education) COURSE OUTLINE Allen Stowers - Date: January 09. Executive Development and Leadership

SOUTH SEATTLE COMMUNITY COLLEGE (Technical Education) COURSE OUTLINE Allen Stowers - Date: January 09. Executive Development and Leadership 1 SOUTH SEATTLE COMMUNITY COLLEGE (Technical Education) COURSE OUTLINE Allen Stowers - Date: January 09 DEPARTMENT: CURRICULUM: COURSE TITLE: Supervision & Management (SMG) Supervision and Management Executive

More information

OPM LEADERSHIP DEVELOPMENT MATRIX:

OPM LEADERSHIP DEVELOPMENT MATRIX: 1 OPM LEADERSHIP DEVELOPMENT MATRIX: The following Leadership Development Matrix is part of OPM s Effective Learning Interventions for Developing ECQs report. The Matrix lists a range of leadership development

More information

Recruit & Retain Customer Service Representatives

Recruit & Retain Customer Service Representatives Recruit & Retain Customer Service Representatives How can you find & keep the best reps to help your business grow? Recruit & Retain Customer Service Representatives by Illinois worknet is licensed under

More information

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to recommend

More information

DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL

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

More information

IT Consultant Job Family

IT Consultant Job Family JOB TITLE Promotion Criteria Position Overview Statement: Principal Duties and Responsibilities IT Consultant I (may be Support or Admin) Entry level little or no IT experience required; however, experience

More information

Employability Skills Summary

Employability Skills Summary s Summary Monday, 22 November 2010 10:55 AM Version 1.2 s Summary Page 2 Table of Contents BSB10107 Certificate I in Business... 3 BSB20107 Certificate II in Business... 4 BSB30107 Certificate III in Business...

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

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc. OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder

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

Performance Management Competencies. for Schedule II Levels 7-12

Performance Management Competencies. for Schedule II Levels 7-12 Performance Competencies for Schedule II Levels 7-12 Performance : What is it? Performance management is a systematic approach to setting performance standards, coaching employees to achieve standards,

More information

General Schedule Leader Grade Evaluation Guide

General Schedule Leader Grade Evaluation Guide General Schedule Leader Grade Evaluation Guide TABLE OF CONTENTS PART I - GENERAL SCHEDULE WORK LEADER POSITIONS... 2 COVERAGE OF PART I...2 EXCLUSIONS... 3 NOTE TO USERS... 4 GRADE LEVEL DETERMINATION...

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

Performance Evaluation. August 20, 2013

Performance Evaluation. August 20, 2013 Performance Evaluation Discussion Points for University Support Staff August 20, 2013 Performance Evaluations method to assess job performance. A PSU system would include the following: 1. University Support

More information

Service Desk Analyst

Service Desk Analyst Principles Vision Purpose Statement Service Desk Analyst healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations. We will deliver increasing

More information

MEDICAL OFFICER OF HEALTH AND CHIEF EXECUTIVE OFFICER PERFORMANCE APPRAISAL PROCEDURE

MEDICAL OFFICER OF HEALTH AND CHIEF EXECUTIVE OFFICER PERFORMANCE APPRAISAL PROCEDURE Middlesex-London Health Unit Policies & Procedures Policy Number: HR 5-050 Section: HR Policy 5-050 Sponsor: Governance Committee Page 1 of 29 Subject: Medical Officer of Health and CEO Performance Appraisal

More information

HR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5

HR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5 HR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5 VISION We stand proudly on the leading edge of innovative HR practices to make a real difference in the success of our people. MISSION Using the Guiding Beliefs

More information

Job Description Ref: 50029086

Job Description Ref: 50029086 Job Description Ref: 50029086 NOTE: This job description does not form part of the employee s contract of employment but is provided for guidance. The precise duties and responsibilities of any job may

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

Open for Business Streamlined Permitting Orange County PERMITTING STANDARDS

Open for Business Streamlined Permitting Orange County PERMITTING STANDARDS CUSTOMER SERVICE Instill positive proactive attitude in the staff project review team, throughout the entire process, to help the customer make his or her project a reality. Provide Opportunity for Customer

More information

EMPLOYEE EVALUATION WORKSHEET

EMPLOYEE EVALUATION WORKSHEET EMPLOYEE EVALUATION WORKSHEET In preparation of completing the Final Appraisal Form with the Supervisor, the Employee should evaluate and review his/her own previous performance using this worksheet as

More information

Social Media Strategies for Learning & Development and Talent Acquisition

Social Media Strategies for Learning & Development and Talent Acquisition Social Media Strategies for Learning & Development and Talent Acquisition Valerie Collado, Director of Corporate Communications & Karen Clay Toren, Director of Talent Management Agenda VWR Business Overview

More information

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section

More information

Business Relationship Manager Position Description

Business Relationship Manager Position Description Manager Position Description February 9, 2015 Manager Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

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

Corporate Human Resources Internal Role Profile

Corporate Human Resources Internal Role Profile Corporate Human Resources Internal Role Profile Director, Organizational Development Role Purpose: Reporting to the Executive Director, Talent Management, this position provides leadership and functional

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

JOB PROFILE CONTACT CENTRE MANAGER

JOB PROFILE CONTACT CENTRE MANAGER JOB PROFILE CONTACT CENTRE MANAGER OVERVIEW It s about you Are you able to juggle competing priorities while ensuring that clients are served well and the organization is represented in the best possible

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

Running Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM

Running Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM HeartShare s Management Training Program 1 Running Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM HeartShare s Management Training Program COA Innovative Practices Award Case Study Submission HeartShare

More information

Annual Employee Performance Review

Annual Employee Performance Review Performance Excellence Program Annual Employee Performance Review Must be completed in ink. Please PRINT. Employee s Name & J- Number Title Classified Department Prof/Tech Administrator Supervisor s Name

More information

C A R L E T O N U N I V E R S I T Y POSITION DESCRIPTION OFFICER USE ONLY. 2. Position No: 298271

C A R L E T O N U N I V E R S I T Y POSITION DESCRIPTION OFFICER USE ONLY. 2. Position No: 298271 C A R L E T O N U N I V E R S I T Y POSITION DESCRIPTION PART A Employee Name: Title of Immediate Supervisor: Manager, Office of the Vice-Provost and Associate Vice-President (Academic) Position Title:

More information

SAN JACINTOCOLLEGE JOB DESCRIPTION

SAN JACINTOCOLLEGE JOB DESCRIPTION SAN JACINTOCOLLEGE JOB DESCRIPTION TITLE: DEPARTMENT: Vice Chancellor, Human Resources Human Resources SECURITY SENSITIVE: Yes FLSA STATUS 1 : Exempt GRADE: 45 FUNCTION: As a member of the strategic leadership

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

Ambulance Victoria Position Description

Ambulance Victoria Position Description Ambulance Victoria Position Description Position Title: Manager Performance Analysis and Data Governance Division: Strategy and Planning Department: Performance Analysis and Data Governance Reports To:

More information

Performance objectives

Performance objectives Performance objectives are benchmarks of effective performance that describe the types of work activities students and affiliates will be involved in as trainee accountants. They also outline the values

More information

WHO GLOBAL COMPETENCY MODEL

WHO GLOBAL COMPETENCY MODEL 1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.

More information

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department

More information

VPQ Level 6 Business, Management and Enterprise

VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Certificate in Business, Management and Enterprise The VPQ Level 6 Certificate in Business, Management and Enterprise is a 30 credit qualification.

More information

ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR Overview ORGANIZATIONAL BEHAVIOR Lesson 2 In last lecture we tried to understand the term of organizational behavior its need and its impact on the organization. The focus in this discussion is to have

More information

ASAE s Job Task Analysis Strategic Level Competencies

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

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

People services operations manager

People services operations manager People services operations manager Role brief Directorate Operations and governance Base location Bristol Grade Grade K ection Date May 2015 Reports to Group director for people Responsible for People

More information

Position Description BUSINESS ASSOCIATE PROGRAM CLASS OF 2015 THE COMPANY OUR CULTURE GROWTH AND DEVELOPMENT BUSINESS ASSOCIATE ROLES

Position Description BUSINESS ASSOCIATE PROGRAM CLASS OF 2015 THE COMPANY OUR CULTURE GROWTH AND DEVELOPMENT BUSINESS ASSOCIATE ROLES BUSINESS ASSOCIATE PROGRAM CLASS OF 2015 THE COMPANY Tracing our roots to 1928, Wellington Management Company, LLP is one of the world s largest independent investment management firms. With US$904 billion

More information

CCAD Management Employee Performance Review

CCAD Management Employee Performance Review CCAD Management Employee Performance Review Employee Name: Title: Reviewing Manager: Department: Date: KEY RESULTS SECTION Instructions: In the spaces provided, provide pertinent comments concerning each

More information

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION Under the direction of the Executive Dean of Institutional Effectiveness,

More information

Performance Management at

Performance Management at Performance Management at Performance management is when a series of targeted discussions happen between a supervisor and a reporting staff member that provide: clarity on performance expectations guidance

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

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

Middlebury College Annual Performance Summary Reference Guide - Please contact Human Resources with questions -

Middlebury College Annual Performance Summary Reference Guide - Please contact Human Resources with questions - Contents: The Process The Timeline The Annual Performance Summary Pay Increases Middlebury College Annual Performance Summary Reference Guide - Please contact Human Resources with questions - The Process:

More information

Facilitating and Coaching Teams: Tips and Techniques

Facilitating and Coaching Teams: Tips and Techniques Facilitating and Coaching Teams: Tips and Techniques Grace L. Duffy, Cathy Montgomery, and John W. Moran (Originally published in Applications and Tools for Creating and Sustaining Healthy Teams, 2011)

More information

Job Description. Director of Fundraising and Marketing

Job Description. Director of Fundraising and Marketing Job Title: Brand Manager Salary and Pay Band: Band F, Level 2 Hours: Job Holder: Team (Directorate/ Nation): Location: Manager: 35 hours per week Vacant Fundraising and Marketing, MS National Centre North

More information

NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK

NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK 09/26 NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK EXECUTIVE SUMMARY From April 2009 an NHS wide common approach to complaint handling comes in to effect. This provides

More information

National Standards of Practice for Entrepreneurship Education

National Standards of Practice for Entrepreneurship Education National Standards of Practice for Entrepreneurship Education Facilitate student motivation Enhance opportunities for work and life Increase invention and innovation Strengthen economies Effective entrepreneurship

More information

PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC)

PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) NAME: JOB TITLE: This worksheet should be given to the employee prior to the scheduled performance review. The employee should complete

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

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc. OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder

More information

City of Portland Job Code: 30000537. CLASS SPECIFICATION Labor/Employee Relations Manager

City of Portland Job Code: 30000537. CLASS SPECIFICATION Labor/Employee Relations Manager City of Portland Job Code: 30000537 CLASS SPECIFICATION Labor/Employee Relations Manager FLSA Status: Exempt Union Representation: Nonrepresented/Incumbents hired after May 25, 2011 are exempt from Civil

More information

AMOCO SKILLS APPRAISAL

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

More information

MISSION STATEMENT (YOUR COMPANY) Safety Committee Charter

MISSION STATEMENT (YOUR COMPANY) Safety Committee Charter MISSION STATEMENT (YOUR COMPANY) Safety Committee Charter The primary objective of the Safety Committee is to provide support to enhance the Company s Safety Program. In addition to this primary mission,

More information

Complete List of Behavioral Interview Questions. Interviewing. by Alex Rudloff

Complete List of Behavioral Interview Questions. Interviewing. by Alex Rudloff Complete List of Behavioral Interview Questions Interviewing by Alex Rudloff Behavioral Interviewing, a style of interviewing that is increasing in popularity due to its effectiveness, can be an intimidating

More information

Guidance for Labor Management Forum Metrics

Guidance for Labor Management Forum Metrics Guidance for Labor Management Forum Metrics 1 Scope of Guidance for Forums The guidance in this document was drafted on behalf of the National Council on Federal Labor Management Relations (Council). Each

More information