Multi-Source Feedback
|
|
|
- Harry Hill
- 8 years ago
- Views:
Transcription
1 360 Degree or Multi-Source Feedback in Performance Management Greg Gurske, Department of Licensing Jason Schweizer, Department of Personnel
2 Internal Customer Superior External Customer Peer Self Peer It is about success. Direct Reports
3 360 Degree Feedback: What is and isn t it? Combining meaningful observations from others in the form of feedback. It is multi-directional. It is also self assessment. It It is is not not an an evaluation
4 So, why do it? Because without feedback: How would we know if we need to change? How do we know if our team is truly effective? It is difficult to assess the quality of leadership.
5 How its being used. Leadership development programs. Voluntary feedback Team assessments And occasionally as part of the performance management process.
6 Four Kinds of Feedback Known areas of strength. New areas of strength. Known areas for development. New areas for development.
7 Provides well rounded feedback. It is not just feedback from the supervisor. Reduces opportunity for the halo or horn affect. Helps team members work more effectively together. A great way to understand organizational needs. Helps identify developmental needs. Benefits
8 Pitfalls When used in lieu of performance management, When laid on supervisors.. When requested of skeptical employees,.. When not connected to organizational or leadership strategy,. When respondents do not know how to provide constructive feedback,.. When there is insufficient information,.. When the focus is on the negative, When there is workplace overload,.. When implemented as fad of the day,.
9 A typical feedback process Setup Reassessment Orientation Assessment Development Scoring and Reporting Interpretation and Planning
10 A typical feedback process Orientation Identification of salient issues to include Selecting a rating scale Selecting open ended questions Identifying respondents Drafting the cover memo Administering the survey Collecting and collating the data Interpreting the results.
11 Example of a Report Issue Statement Sat. Imp. Diff. Distribution of Responses Average Ratings by Respondent Category >>
12 Narrative Feedback Engages in effective conflict resolution (in and outside of the office). What you WANT: Behavior to continue or change. - Seems to avoid conflict hoping it will go away, it may seem to go away but it is there still. -Makes sure that all staff work out conflicts in a positive way and he is very understanding and patient when resolving conflicts. Listens to all sides and is objective. -I have noticed that he does not always want to confront a conflict with others or "act" as a mediator when an issue comes up in the office. Often avoids the conflict. - One of his strengths.
13 Action Planning What have you learned from this feedback? (What does it mean to you?) Given this feedback, what is your goal? (What do you want to accomplish or achieve?) What is your action plan, based on this feedback? (What things will you now do?)
14 Building Support for 360 Feedback Have a strategy in place. Focus on professional development / success. Avoid use in evaluation processes. Have a coach available to work with the individual. Educate respondents.
15 Lessons Learned Data -- it is a powerful tool. Approach -- depends on the position, individual and survey results. Issue Statements -- one shoe does not fit all. Success -- depends on the individual s or organization s interest, desire, and willingness to do something. It has made a big difference when working with leadership. Confidentiality is a must.
16 Summary If implemented with care and training, 360 degree feedback can be a powerful tool in performance management. It can greatly aid in promoting individual and organizational growth. If done haphazardly, this form of feedback can be a disaster, taking years to recover.
17 Questions?????? For more information: Greg Gurske, Department of Licensing, Jason Schweizer, Department of Personnel,
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
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
Employee Performance Evaluation. I. Employee Information. Job Description. Attached.
Employee Performance Evaluation I. Employee Information Employee Name: Employee Title: Review Period: Name of Manager: Title of Manager: Date of Review: II. Job Description. Attached. III. Work Priorities.
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
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
COMPLETION FORM MANAGER/SUPERVISOR/TEAM LEADER Learning Track Certificate Program
COMPLETION FORM MANAGER/SUPERVISOR/TEAM LEADER Learning Track Certificate Program Corresponding Central Six Tenant: Leadership, Disciplined Knowledge and Cultural Competencies Overview Management and supervisor
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
Writing Performance Objectives for Job Components: A Brief Tutorial
Writing Performance Objectives for Job Components: A Brief Tutorial Under the State of Missouri s PERforM employee appraisal system, each employee must have at least one (1) performance objective for each
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
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
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
Exempt Performance Reviews. Date Approved: June 23, 2008 Last Edited: June 3, 2014
Page: 1 Policy The performance review process is a formal communication which is an integral part of performance management and is tied to compensation. All exempt and management employees will have an
360-DEGREE FEEDBACK. Performance Management Series Part II. By Leslie A. Weatherly, SPHR, HR Content Expert
360-DEGREE FEEDBACK Performance Management Series Part II By Leslie A. Weatherly, SPHR, HR Content Expert Note: This Dilbert strip is not part of the SHRM article. What is 360-Degree Feedback? The 360-degree
GEORGIA INSTITUTE OF TECHNOLOGY CLASSIFIED PERFORMANCE APPRAISAL RECORD FOR SUPERVISORY/MANAGERIAL EMPLOYEES EMPLOYEE NAME: EMPLOYEE IDENTIFICATION #:
GEORGIA INSTITUTE OF TECHNOLOGY CLASSIFIED PERFORMANCE APPRAISAL RECORD FOR SUPERVISORY/MANAGERIAL EMPLOYEES EMPLOYEE NAME: EMPLOYEE IDENTIFICATION #: JOB TITLE: REVIEWED BY: UNIT: DATE OF REVIEW: REVIEW
ADMINISTRATOR PERFORMANCE APPRAISAL GUIDELINES
ADMINISTRATOR PERFORMANCE APPRAISAL GUIDELINES The Performance Appraisal Process at Madison College is designed to accomplish the following objectives: Encourage meaningful communication between the employee
Staff Performance Evaluation Training. Office of Human Resources October 2014
Staff Performance Evaluation Training Office of Human Resources October 2014 Documents Suggestion: Have copies of the following documents available during this presentation Core Competencies Staff Self-Evaluation
Company Profile. The Flourishing Company. TFC Company Profile rev 11-15-15 1 Copyright 2011-2015 The Flourishing Company. All Rights Reserved
Company Profile The Flourishing Company rev 11-15-15 TFC Company Profile rev 11-15-15 1 Changing the way people experience work to create a workforce that s alive! The Flourishing Company is a workplace
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
Performance Management. Writing Performance Assessments and Goals 2014
Performance Management Writing Performance Assessments and Goals 2014 Performance Management Writing Performance Assessments and Goals Agenda 1. Performance Management - general 2. UF Assessment Tool Job
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
How To Be A Team Member
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
Unleashing your power through effective 360 feedback 1
Consulting with organizations that are committed to being an employer of choice. Unleashing your power through effective 360 feedback 1 What is feedback? Feedback is input from others. It reflects the
F. PERFORMANCE APPRAISAL AND DEVELOPMENT SYSTEM
F. PERFORMANCE APPRAISAL AND DEVELOPMENT SYSTEM GENERAL POLICY It is the policy of Scott County to regularly evaluate the work performance of its employees and provide them with relevant feedback to enable
Performance Management Tool 5 Employee Self Evaluation
Performance Management Tool 5 Employee Self Evaluation Annual Performance Review Form Employee Self Evaluation Employee Name: Department: Review Period: Criteria EE ME DR Exceeds Expectations Meets Expectations
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
TOWN OF GREENWICH MANAGEMENT GOAL SETTING AND PERFORMANCE EVALUATION UNREPRESENTED MANAGEMENT EMPLOYEE SELF- EVALUATION FORM
Employee Name: Position: Supervisor Conducting Evaluation: Evaluation Period: through PART I - PERFORMANCE PLANNING Both Section A and Section B are to be completed at the beginning of the annual performance
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
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
B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes
B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,
Employee Performance Review Process Resource Guide
Employee Performance Review Process Resource Guide Table of Contents Table of Contents... 1 Introduction... 3 Steps in the EPR process... 4 UIC Competencies... 5 Core Competencies...5 Manager Competencies...5
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
RULES OF THE DEPARTMENT OF MANAGEMENT SERVICES PERSONNEL MANAGEMENT SYSTEM CHAPTER 60L-35 PERFORMANCE EVALUATION SYSTEM
60L-35.001 Scope and Purpose 60L-35.002 Definitions 60L-35.003 Minimum Requirements 60L-35.004 Career Service 60L-35.005 Selected Exempt Service 60L-35.006 Transitional Provision (Repealed) 60L-35.001
Ambulance Victoria Position Description
Ambulance Victoria Position Description Position Title: Employee Relations Specialist Reports To: Manager, Employee Relations Division: People & Community Department: Employee Relations Direct Reports:
HUMAN RESOURCES ANALYST, GENERALIST, Req. #:PS100516 (Location: San Rafael, CA)
POSITION: CLASS CODE: HUMAN RESOURCES ANALYST, GENERALIST, Req. #:PS100516 (Location: San Rafael, CA) 91148/Exempt SALARY RANGE: $62, 653.50- $ 75,699.00 annually, plus excellent benefits (37.5 hour workweek)
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...
Staff Development and Performance Management Policy & Procedure
Staff Development and Performance Management Policy & Procedure Overview The purpose of this document is to outline QAHC s approach to staff development and performance management. The policy and procedure
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
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
Director of Facilities Management
Office of Human Resources Director of Facilities Management Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs the Facilities Management Division of the Department of General Services including developing
Therapist Supervisor
Career Service Authority Therapist Supervisor Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs supervisory duties over professional mental health therapists engaged in performing a variety of social
MASTER PLAN. Broward County. Non-Instructional. Leadership Development Program
MASTER PLAN Broward County Non-Instructional Leadership Development Program SLT MEMBER: Elisa Calabrese OWNER OF PLAN: Ted Toomer CONTACT: Alex Macri DEPARTMENT(S): Office of Talent Development, Leadership
Employee Self-Evaluation Form
Employee Self-Evaluation Form Employee Name: Job Title: Department: Performance Review Period: From: JANUARY 1, 2013 To: DECEMBER 31, 2013 PERFORMANCE STANDARDS Complete each performance area described
Model for Practitioner Evaluation Manual SCHOOL COUNSELOR. Approved by Board of Education August 28, 2002
Model for Practitioner Evaluation Manual SCHOOL COUNSELOR Approved by Board of Education August 28, 2002 Revised August 2008 Model for Practitioner Evaluation Guidelines and Process for Traditional Evaluation
BENCHMARK EVALUATION. Yukon Workers Compensation Health and Safety Board
Identification Section BENCHMARK EVALUATION Position Title: Supervisor s Title: Department: Branch/Unit: Director, Human Resources President Yukon Workers Compensation Health and Safety Board Human Resources
Best Practices to Ensure Impact
360-Degree Feedback Best Practices to Ensure Impact Executive Summary The 360-degree feedback process, in which direct reports, peers, bosses and/or customers provide behavioral and performance feedback
DTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample
DTRQ9FO8D9N/TGDTRbzNvv Sample Leader Leader Sample Feedback Report //0 About This Survey Leader Sample, //0 This multirater survey is designed to provide a basis for your professional development. As an
Office of Human Resources. Financial Manager
Office of Human Resources Financial Manager Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Manages financial functional and/or operational area(s) that include implementing work plans based on annual goals
Clinical Social Work Team Leader
Career Service Authority Clinical Social Work Team Leader Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs supervisory duties over professional social workers engaged in performing a variety of social
POLICY STATEMENT AND REGULATIONS
POLICY STATEMENT AND REGULATIONS Number 100.16 EXEMPT STAFF PERFORMANCE APPRAISAL POLICY POLICY: All exempt District staff shall have their performance reviewed 1) twice during any probationary period
Engineer/Architect Director
Office of Human Resources Engineer/Architect Director Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs functional and/or operational professional areas that include developing annual and multi-year
Competency-based 360 Multi-Source Feedback
Competency-based 360 Multi-Source Feedback Contents INTRODUCTION 3 ESTABLISHING FEEDBACK GOALS 3 PROCESS AND RESOURCES 4 DELIVERING THE PROJECT 7 SELECTING A MULTI-SOURCE FEEDBACK SOFTWARE SOLUTION 9 360
EMPLOYEE PERFORMANCE APPRAISAL FORM
EMPLOYEE PERFORMANCE APPRAISAL FORM Name: Job Title: Date: Department: Type of Appraisal: Annual Probationary Self Evaluation Appraisal Period: From: To: Instructions: Please carefully review the employee
Getting Started with 20/20 Insight TRIAL VERSION
Getting Started with 20/20 Insight TRIAL VERSION 20/20 Insight is a registered trademark of Performance Support Systems, Inc., Newport News, VA. Windows XP, MS Outlook, MS Word, Excel and PowerPoint are
Occupational Profile and Curriculum Summary
Occupational Profile and Curriculum Summary Presented for Comment OFO code 143905 Related Occupation Contact Centre Manager Table of Content Occupational Profile and Curriculum Summary... 1 Presented for
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
THHGLE06B Monitor staff performance
THHGLE06B Monitor staff performance Release: 1 THHGLE06B Monitor staff performance Modification History Unit Descriptor This unit deals with the skills and knowledge required to monitor staff performance,
Letter of Expectation Template
Letter of Expectation Template Narrative of Suggested Style 1 st Paragraph The first paragraph should be a boilerplate that explains the purpose of the Letter of Expectation (LOE). It should state that
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
Douglas County School District
Douglas County School District Performance Evaluation Guidelines for Department Admin Pro/Tech Support Staff Employees 2014/15 School Year 1 Contents DISCLAIMER... 3 OVERVIEW AND PURPOSE... 3 EVALUATION
Performance Management
Performance Management WORKSHOP HANDOUTS Facilitated by: Tara Kemes, Vantage Point Knowledge Philanthropist June 2013 Page 1 of 16 Handout 1 Performance Management System Overview What is performance management?
Quality Assurance Manual
Quality Assurance Manual Version 2.0 11/14 1 Table of Contents Contents 1.1 OVERVIEW AND PURPOSE... 3 1.2 CALL MONITORING TEAM... 3 1.3 CALL MONITORING FREQUENCY... 4 1. 4 CALL MONITORING SELECTION PROCEDURE...
*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
COLORADO DEPARTMENT PERFORMANCE MANAGEMENT PROGRAM IMPLEMENTATION PLAN STATE OF COLORADO PERFORMANCE MANAGEMENT SYSTEM OF TRANSPORTATION JANUARY 2016
STATE OF COLORADO PERFORMANCE MANAGEMENT SYSTEM COLORADO DEPARTMENT OF TRANSPORTATION PERFORMANCE MANAGEMENT PROGRAM IMPLEMENTATION PLAN JANUARY 2016 Approved by Department of Personnel and Administration
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
APPENDIX D: EVIDENCE COLLECTION EXAMPLES
What follows are examples identified by the Parties as categories of evidence*. Evidence collected by educators or evaluators is in no way limited to the examples provided in this appendix. Examples from
Pitt Community College Employee Evaluation and Development System
Pitt Community College Employee Evaluation and Development System Purpose The purpose of the PCC Employee Evaluation and Development System is to promote continuous improvement in the job performance of
Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders
Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing
Nursing Program Coordinator - Nurse Family Partnership
- Nurse Family Partnership GENERAL STATEMENT OF DUTIES Performs technical and advanced practice nursing leadership and work in the coordination and administration of an assigned public health nursing program(s).
PERFORMANCE MANAGEMENT & CORRECTIVE ACTION GUIDELINES
PERFORMANCE MANAGEMENT & CORRECTIVE ACTION GUIDELINES As a supervisor, one of your primary roles is to help employees succeed in their position and coaching them to high levels of performance. Whenever
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
EMPLOYEE PERFORMANCE EVALUATION (Part-Time non-benefited staff only)
EMPLOYEE PERFORMANCE EVALUATION (Part-Time non-benefited staff only) Employee Name: Name: Position Title: Position Title: EKU ID No.: Review Period: / / through / / Department: Review Date: / / *This form
BEHAVIORAL INTERVIEW QUESTIONS INVENTORY
ACCOUNTABILITY/DEPENDABILITY Provide a specific example that best illustrates your ability to be counted on. Tell us about a time when you took responsibility for an error and were held personally accountable.
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
PERFORMANCE APPRAISAL (Non-Exempt)
PERFORMANCE APPRAISAL (Non-Exempt) ****************************************************** Name Department: Job Title Appraisal Period JOB KNOWLEDGE Consider overall knowledge, constructive and creative
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)
HUMAN RESOURCES ANALYST 3 1322
HUMAN RESOURCES ANALYST 3 1322 GENERAL DESCRIPTION OF CLASS Human Resource Analysts do strategic and operational management activities related to the performance of Human Resource in State agencies. Human
Manager / Supervisor Performance Review
Manager / Supervisor Performance Review SECTION 1 Personal Information (Please print clearly and provide complete & accurate information) Employee Name: Current Review Period: to Job Title: Department
CERTIFICATE IN ADULT EDUCATION Facilitated by Robert Cordingley and Lorna Smith May 1 & 2, 2014
Page 1 of 6 COMMUNICATE A Listen Interpret non-verbal communication Use questioning Explain concepts clearly Use presentation skills Use humour in context A1 A2 A3 A4 A5 Accept feedback Provide feedback
Leadership Development Catalogue
The TrainingFolks Approach The importance of superior management, leadership and interpersonal skills are critical to both individual and organizational success. It is also critical to apply these skills
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
How To Understand Organizational Power And Politics
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
Engineer/Architect Executive
Office of Human Resources Engineer/Architect Executive Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs functional and/or operational areas that include establishing a multi-year vision and strategic
MANAGEMENT PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN
MANAGEMENT PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN PLEASE PRINT OR TYPE Date of Appraisal: Evaluating Manager: Division Head: LAST NAME FIRST INITIAL DATE HIRED DEPARTMENT / DIVISION JOB TITLE PURPOSES
Making the Transition to Management
Making the Transition to Management Overview Advice on making the move to a management or supervisory position. Mistakes new managers often make The pressures and challenges new managers face Tips for
Masters Comprehensive Exam and Rubric (Rev. July 17, 2014)
1 Educational Leadership & Policy Studies Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) The comprehensive exam is intended as a final assessment of a student s ability to integrate important
Employee s Name: Susan Jones. Title: Administrative Officer. Supervisor: Marcia Meadows. Date: April 2, 200x
Employee s Name: Susan Jones Title: Administrative Officer Descriptive Performance Review Form Job Definition Supervisor: Marcia Meadows Date: April 2, 200x 1. Attach a current position description; if
360 Degree Feedback Report. Harry Trout
Survey of Organizational Excellence 360 Degree Feedback Report Prepared Especially For Harry Trout Texas State Agency (ID 750) Spring 2002 Harry Trout - Texas State Agency - Spring 2002 Introduction The
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...
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.
Updated 2014 HOW. the ETHICS PROCESS WORKS
Updated 2014 HOW the ETHICS PROCESS WORKS INTRODUCTION Lockheed Martin employees have a shared commitment to the highest standards of ethical conduct and a vital responsibility for upholding the values
Prepared by: Kate Tarrant Prepared February 3, 2015
STATE POLICY TO PROMOTE EFFECTIVE TEACHING AND LEARNING Discussion Guide: In What Ways do Teaching Condition Support Effective Teachers? Prepared by: Kate Tarrant Prepared February 3, 2015 Please note
MANAGING & EVALUATING EMPLOYEE PERFORMANCE. A Guide to Classified Employee Performance Management & Evaluation
MANAGING & EVALUATING EMPLOYEE PERFORMANCE A Guide to Classified Employee Performance Management & Evaluation OUTLINE Why do performance evaluations? Supervisor s role in performance management Employee
Performance Review Process Guidelines Nova Southeastern University
Performance Review Process Guidelines Nova Southeastern University for classified and administrative/professional employees Statement of Purpose and Philosophy The annual performance review is a key element
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:
9. Performance Appraisal Tools and Techniques 1. Tools Ranking Method Limitations of Ranking Method: Forced Distribution method
SEC 9 Page 1 of 5 9. Performance Appraisal Tools and Techniques 1. Tools Performance appraisals are a fact of life for employees and supervisors in most companies. When taken seriously and conducted the
Initial Review 6 month Review Annual Other. Immediate Supervisor: Position Title: DRAFT
Last Name First M. Title Department Employee Performance Appraisal Form Employee ID TKL Work Phone Initial Review 6 month Review Annual Other Immediate Supervisor: Position Title: Department: Appraisal
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
BUILDING STRATEGIC HUMAN RESOURCE CAPABILITY
2008 BUILDING STRATEGIC HUMAN RESOURCE CAPABILITY A Learning and Development Program for Senior Level Human Resource Professionals 2008 Value Proposition and Program Objectives...3 Program Overview...4
Managing Conflict and Change
Chapter 14 Managing Conflict and Change McGraw-Hill/Irwin Copyright 2010 by The McGraw-Hill Companies, Inc. All rights reserved. Conflict Conflict the struggle that results from incompatible or opposing
Examples of Behavior Statements- What does "below", "meets" and "exceeds" expectations really mean?
Examples of Behavior Statements- What does "below", "meets" and "exceeds" expectations really mean? Manager Role MANAGER ROLE: Supports OU s strategic objectives by accomplishing results through others.