Retention Practices: AGENDA. Hire to Retire (H2R): Program Background. 1. Hire to Retire (H2R): Program Background

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Retention Practices: AGENDA. Hire to Retire (H2R): Program Background. 1. Hire to Retire (H2R): Program Background"

Transcription

1 Retention Practices: Setting Expectations and Managing Performance Sharon Harris CIS Senior Human Resource Consultant AGENDA 1. Hire to Retire (H2R): Program Background 2. Performance Management - Benefits, Elements 3. Performance Evaluation - Common Problems - Goals, Objectives - Evaluator Bias - Evaluation Prep, Meeting Hire to Retire (H2R): Program Background 1

2 Legal hiring practices Employee handbook Job descriptions Post-offer testing Background checks Hire Orientation New Hire docs Probationary period evaluations Training on employer policies, procedures Onboarding Mission, Vision, Values, Culture Organization benefits What do I do? How do I do it? Succession planning Termination: o pre-loss services o potential severance agreements, o managing layoffs & avoiding discrimination in them Exit interviews Retirement transitions & contracting back with the employer Retire/ Transition Retention Performance management (evaluation, discipline) Skill building training Career Planning Supervisor training Ergonomics/safety Investigation, documentation of complaints Mediation of disputes Illness & injuries FMLA/OFLA, return to work, disability management, ADA accommodation, fit-forduty exams Personnel file maintenance How to Change the Claims Trend H2R webinar series H2R consultant tools HR Best Practices Review Job description Development/Analysis Employee Handbook Review Recruitment Advice Performance Management Leave Management Guidance Performance Management Setting the Expectations 2

3 Performance Management vs. Performance Evaluation Management vs. Evaluation 1 2 Performance Management Performance Evaluation Ongoing Prospective Long term Planning and goal setting Annual event Retrospective Short term Completing a form Performance Management Performance Management is a process not a thing What s your process? 3

4 Performance Management Why am I here? How does my job fit into the organization s success? Elements of Performance Management #1 Supervisor Responsibility Day to day responsibility of every supervisor 4

5 #2 Performance Criteria Criteria for job performance must be set to accurately and realistically reflect the unique requirements of different positions #3 Communication Communicate the job expectations to employees before the evaluation period begins #4 Continuous Feedback Supervisors should not wait for the evaluation day to give employees feedback 5

6 #5 Developmental Coaching The Evaluation Common Problems Lack of upper management support Lack of consistency within the organization on completing reviews some are too tough, some are too easy Little or no training on the evaluation tool to be used and the meaning behind the rating system Failure to complete on time 6

7 Performance Evaluation Setting Goals Organization Mission Organizational Goals Department Goals and Objectives Individual Goals Performance Objectives A performance objective is a statement of a specific desired end result or output. Performance Objectives Quality - How effective the work is performed Quantity - How much is performed Timeliness - How quickly or in what time frame task is completed 7

8 Specific Measurable Attainable SMART Objectives Develop specific goals and recommendations for improving employee/ department performance. Clear and understandable; specifically stated and clearly understood by employee and supervisor. Goals should be results-oriented and measurable. Challenging and motivating to the employee. Relevant Specific to the department and organization s goals and objectives. Timely Schedule follow-up milestones throughout the year. Evaluator Bias The Halo Effect Employee exceeds in one area, so rated high in all areas We like employee personally Generationally close similar interests Employee has been with the entity a long time 8

9 The Horn Effect Employee needs improvement in one area, so rated poorly in all areas. The employee s personal style A particular negative incident The Recency Effect Managers not diligent in measuring performance Provide feedback on the most recent events (last 2 weeks 2 months) 9

10 Supervisor Preparation Begin preparing minimum of 2 weeks in advance Set appointment with employee Gather information solicit relevant information from those who work with employee Review job description and current year s goals Employee Preparation Begin to prepare minimum 2 weeks in advance Give employee option to complete a selfevaluation Review their job description prior to the meeting Think about the goals you want to achieve and any supplies needed Conducting the evaluation meeting Focus on objectives Put the employee at ease Two-way communication Give constructive feedback End meeting on a positive note 10

11 Performance Evaluation Checklist Did you secure a confidential meeting place where you would not be interrupted? Have you given ongoing feedback to the employee throughout the evaluation period? Have you documented performance throughout the evaluation period? Was the job description the basis for the performance evaluation? Performance Evaluation Checklist Did you use the same criteria in evaluating this employee as you have used for other employees? How did you measure progress towards goal completion? Were you objective and specific? Did you focus on positive, constructive feedback? Performance Evaluation Checklist Was the employee given the opportunity to identify his or her needs from you as the supervisor? Did you set mutually agreed-upon goals? Did your evaluation process avoid the halo, horns and recency effects? 11

12 Performance Management Successful Organization Questions? Contact Information Sharon Harris, CIS Senior HR Consultant Next Month s Webinar H2R: Retire/Transition Tuesday, December 16 10:00-11:00 a.m. Presented by: Kurt Chapman, CIS Senior HR Consultant 12

Never confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing

Never confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing Module VI: Establishing Goals & Managing Employee Performance INTRODUCTION Never confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing Anonymous What

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

Basic Human Resource (HR) Audit Checklist

Basic Human Resource (HR) Audit Checklist Basic Human Resource (HR) Audit Checklist Employment laws are ever changing. Workplace lawsuits are on the rise. Fines for non-compliance can add up quickly and deplete your hard earned profits. The average

More information

Performance Management Guide For Managers

Performance Management Guide For Managers Performance Management Guide For Managers This guide applies to employees who are not covered by a collective bargaining agreement or for whom the agreement contains no provision regarding this subject.

More information

Chapter 4 Performance Appraisal Process

Chapter 4 Performance Appraisal Process Chapter 4 Performance Appraisal Process Section 1 Performance Appraisal Process A. Purpose: Provide feedback to an employee regarding their job performance, develop performance and career development goals,

More information

WE HELP YOU GROW. Achieving Nonprofit Missions Through Effective Performance Management A Nonprofit HR White Paper. July 1, 2013

WE HELP YOU GROW. Achieving Nonprofit Missions Through Effective Performance Management A Nonprofit HR White Paper. July 1, 2013 Achieving Nonprofit Missions Through Effective Performance Management A Nonprofit HR White Paper July 1, 2013 Alicia Schoshinski, Senior Human Resources Consultant, Nonprofit HR WE HELP YOU GROW. Contents:

More information

Manager's Guide. nboarding. Building Employee Engagement

Manager's Guide. nboarding. Building Employee Engagement Manager's Guide nboarding Building Employee Engagement 2 Onboarding: Building Employee Engagement Why an Onboarding Strategy? Effective onboarding of new hires can increase an employee s effort in excess

More information

Human Resources Training. Performance Management Training Module 2: Managing Employee Performance

Human Resources Training. Performance Management Training Module 2: Managing Employee Performance Human Resources Training Performance Management Training Module 2: Managing Employee Performance Table of Contents Learning Objectives...1 Expectations Of You As A Leader...3 Setting and Communicating

More information

Human Resources Training

Human Resources Training Human Resources Training Performance Management Training Module 2: Managing Employee Performance March 2010 Objectives By the end of this module participants will be able to: Describe the elements of a

More information

HRBP Human Resource business professional HRBP SM

HRBP Human Resource business professional HRBP SM certification in human resources» HRBP Human Resource business professional HRBP SM body OF KNOWLEGE HR certification institute hrci.org HR Certification Institute 1 HRBP BODY OF KNOWLEDGE AT-A-GLANCE

More information

Supervision of Student Employees. Presented by: Human Resources. Tuesday, April 21, 2015. Goal

Supervision of Student Employees. Presented by: Human Resources. Tuesday, April 21, 2015. Goal Supervision of Student Employees Presented by: Human Resources Tuesday, April 21, 2015 Goal We each play an integral role in the success of our employees, including students, and institution. Our goal

More information

MANAGING & EVALUATING EMPLOYEE PERFORMANCE. A Guide to Classified Employee Performance Management & Evaluation

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

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

The information contained in this guideline is the processes typically recommended by Human Resource Services (HRS).

The information contained in this guideline is the processes typically recommended by Human Resource Services (HRS). The information contained in this guideline is the processes typically recommended by Human Resource Services (HRS). Neither these guidelines nor any University policies, procedures, or practices shall

More information

General Compliance and Best Practices. HR Audit Worksheet

General Compliance and Best Practices. HR Audit Worksheet General Compliance and Best Practices HR Audit Worksheet Note: When conducting a complete HR audit, every aspect of a company's practices should be included. Each question is important, as a deficiency

More information

HRCI Recertification Credits

HRCI Recertification Credits 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

More information

RECRUITMENT AND ORIENTATION (STAFF)

RECRUITMENT AND ORIENTATION (STAFF) RECRUITMENT AND ORIENTATION (STAFF) INTRODUCTION Mater Dei is committed to recruiting staff in a manner that meets current industrial relations and equal opportunities principles. The organisation ensures

More information

B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes

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,

More information

Stanislaus County Supervisor Training Academy Training Catalog 2016

Stanislaus County Supervisor Training Academy Training Catalog 2016 Stanislaus County Supervisor Training Academy Training Catalog 2016 Training Courses Budgeting/Financial Overview Compliance/Payroll Regulations Conducting a Recruitment Disability Management Employee

More information

TTUHSC Staff Performance Management SUPERVISOR'S GUIDE TO STAFF PERFORMANCE MANAGEMENT

TTUHSC Staff Performance Management SUPERVISOR'S GUIDE TO STAFF PERFORMANCE MANAGEMENT SUPERVISOR'S GUIDE TO STAFF PERFORMANCE MANAGEMENT Page 1 of 13 Table of Contents PHILOSOPHY STATEMENT... 3 PURPOSE OF PERFORMANCE MANAGEMENT... 3 HOW TO USE THE PERFORMANCE MANAGEMENT PROCESS... 4 Phase

More information

EMPLOYEE PERFORMANCE GUIDELINES SAN JOAQUIN COUNTY HUMAN RESOURCES DIVISION

EMPLOYEE PERFORMANCE GUIDELINES SAN JOAQUIN COUNTY HUMAN RESOURCES DIVISION EMPLOYEE PERFORMANCE GUIDELINES SAN JOAQUIN COUNTY HUMAN RESOURCES DIVISION 1 EMPLOYEE PERFORMANCE GUIDELINES Why Evaluations Are Important If asked, most managers and supervisors and employees will agree

More information

Performance Management Manual AUBMC

Performance Management Manual AUBMC Manual 6. Reward Performance 1. Mutually develop performance plan 5. Communicate the evaluation AUBMC 2. Monitor and document performance 4. Evaluate Performance 3. Provide Coaching and Development 1 SECTION

More information

Chapter 15 Personnel Management

Chapter 15 Personnel Management Chapter 15 Personnel Management In the corporate sector, it s called human resources. And it makes sense, since your personnel are perhaps your most important resource. You can have the best operating

More information

PERFORMANCE MANAGEMENT Planning & Goal Setting

PERFORMANCE MANAGEMENT Planning & Goal Setting PERFORMANCE MANAGEMENT Planning & Goal Setting To whom much is given, much is expected. Leadership Development Series Summer 2011 Areas We Will Cover Today 1. Discuss our collective lessons and learnings

More information

Supervisor s Guide to Performance Evaluation

Supervisor s Guide to Performance Evaluation Supervisor s Guide to Performance Evaluation City of Newport News https://pedi.nngov.com Performance Evaluation Review Team h t t p s : / / p e d i. n n g o v. c o m Page 1 Table of Contents Introduction

More information

New Employee Passport

New Employee Passport New Employee Passport Introduction This guide is a tool for you to use in order to get the most of your first 90 days with DFAS. The activities and tasks within are designed for you to complete in addition

More information

SQS The service unit/agency has induction policy and procedures for new staff.

SQS The service unit/agency has induction policy and procedures for new staff. SQS 5 The service unit/agency implements effective staff recruitment, contracting, development, training, assessment, deployment and disciplinary practices. 5.1 The service unit/agency has policies and

More information

Internal Audit Supervisor

Internal Audit Supervisor Career Service Authority Internal Audit Supervisor Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Supervises professional internal auditing staff responsible for conducting financial, compliance, and performance

More information

JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver

JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB GOAL: The Director, Human Resources & Communications plans, directs and

More information

- 143 - Human Resources

- 143 - Human Resources Mission The mission of is to serve our community by attracting and retaining a highly qualified workforce and creating a work environment for them that supports their commitment to public service, reflects

More information

PERFORMANCE MANAGEMENT PROCESS

PERFORMANCE MANAGEMENT PROCESS PERFORMANCE MANAGEMENT PROCESS It is not merely evaluation. STATE OF OKLAHOMA TRAINING AND DEVELOPMENT OFFICE OF MANAGEMENT AND ENTERPRISE SERVICES HUMAN CAPITAL MANAGEMENT About HCM Training and Development

More information

Performance Appraisal Handbook For Supervisors. For the evaluation of Non-Instructional Academic Staff (NIAS) and University Staff

Performance Appraisal Handbook For Supervisors. For the evaluation of Non-Instructional Academic Staff (NIAS) and University Staff Performance Appraisal Handbook For Supervisors For the evaluation of Non-Instructional Academic Staff (NIAS) and University Staff Department of Human Resources May 2013 Introduction Performance management

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

Welcome to the Triangulating Human Resources, Safety and Risk Management for Successful Projects

Welcome to the Triangulating Human Resources, Safety and Risk Management for Successful Projects Welcome to the Triangulating Human Resources, Safety and Risk Management for Successful Projects Moderator: Matthew T. Wallace, President, WT Resources LLC Speakers: James P. Schabarum, II, CPCU, AFSB,

More information

JOB DESCRIPTION HUMAN RESOURCES GENERALIST

JOB DESCRIPTION HUMAN RESOURCES GENERALIST JOB DESCRIPTION HUMAN RESOURCES GENERALIST 1 Human Resources Generalist I. POSITION DESCRIPTION: The Human Resources Generalist manages the day-to-day operations of the Human Resource Department. The HR

More information

08.530 Employee Performance Management Program. Revised and Reformatted, February 20, 2006; supersedes former policy HR6.30

08.530 Employee Performance Management Program. Revised and Reformatted, February 20, 2006; supersedes former policy HR6.30 08.530 Employee Performance Management Program Authority: History: Source of Authority: Related Links: Director of Human Resources Revised and Reformatted, February 20, 2006; supersedes former policy HR6.30

More information

KINGSTON, FRONTENAC AND LENNOX & ADDINGTON PUBLIC HEALTH BY-LAW, POLICY & PROCEDURE MANUAL PROCEDURE: PERSONNEL APPROVED BY: NUMBER: IV-330

KINGSTON, FRONTENAC AND LENNOX & ADDINGTON PUBLIC HEALTH BY-LAW, POLICY & PROCEDURE MANUAL PROCEDURE: PERSONNEL APPROVED BY: NUMBER: IV-330 PROCEDURE: PERSONNEL APPROVED BY: DATE: 14 April 2009 PAGE: 1 of 5 PERFORMANCE APPRAISAL AND DEVELOPMENT (PAD) REVIEW Procedure 1.0 General 1.1 The performance appraisal process provides an opportunity

More information

: BLENDED MODEL OF HUMAN RESOURCES FUNCTIONS

: BLENDED MODEL OF HUMAN RESOURCES FUNCTIONS HR SCOPE OF WORK FUNCTION TASKS HR CENTRAL FIELD HR DEPT NON-HR STAFF HR Department Conceptual Framework > Participates as a strategic business partner in achieving the County's Mission, Vision, Goals

More information

Guide to Effective Staff Performance Evaluations

Guide to Effective Staff Performance Evaluations Guide to Effective Staff Performance Evaluations Compiled by Human Resources Siemens Hall, Room 211 The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership

More information

GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS

GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS GUIDE TO EFFECTIVE STAFF PERFORMANCE EVALUATIONS The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for improving productivity and increasing

More information

Indiana Arts Commission Regional Arts Partnership: Best Practices for Organizational Management

Indiana Arts Commission Regional Arts Partnership: Best Practices for Organizational Management Indiana Arts Commission 1) Definition: Management means a variety of activities conducted by the regional arts partner organization staff that are not identifiable with any one primary organizational function

More information

POLICIES - HUMAN RESOURCE POLICY

POLICIES - HUMAN RESOURCE POLICY POLICIES - HUMAN RESOURCE POLICY Financial Management Service Foundation ACCOUNTABILITY HOUSE A-5, Sector 26, NOIDA 201 301 Ph: 91-120-4773200 Fax: 91-120-4773299 Email: fmsf@fmsfindia.org 1 OUTLINE OF

More information

On-boarding. A Process for Retaining the Best Talent. MARCH 2010 Developed by Agency Human Resource Services, DHRM 1

On-boarding. A Process for Retaining the Best Talent. MARCH 2010 Developed by Agency Human Resource Services, DHRM 1 On-boarding A Process for Retaining the Best Talent MARCH 2010 Developed by Agency Human Resource Services, DHRM 1 Introduction to On-boarding On-boarding is a major tool in successful talent management

More information

Preparing for the Performance Review Process

Preparing for the Performance Review Process Preparing for the Performance Review Process 1 HOW AM I DOING? 3 A. WHY CONDUCT PERFORMANCE REVIEWS? 3 A.1 BENEFITS FOR UNIVERSITY 3 A.2 BENEFITS FOR SUPERVISOR/UNIT HEAD 3 A.3 BENEFITS FOR EMPLOYEE 4

More information

APPRAISAL POLICY 1. BACKGROUND

APPRAISAL POLICY 1. BACKGROUND APPRAISAL POLICY 1. BACKGROUND 1.1 Appraisals are part of performance management. Within the School appraisal is about motivating and developing employees and supporting them in performing their roles

More information

EFFECTIVE PERFORMANCE APPRAISALS

EFFECTIVE PERFORMANCE APPRAISALS EFFECTIVE PERFORMANCE APPRAISALS When used correctly, the performance appraisal process is a useful technique to hold employees accountable for desired results, and aligning them with business strategy.

More information

Performance Management

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?

More information

US Geological Survey. Office of Human Resources Customer Service Plan

US Geological Survey. Office of Human Resources Customer Service Plan US Geological Survey Office of Human Resources Customer Service Plan Table of Contents Human Resources Customer Service Plan... 3 Introduction - Vision and Mission Statements... 3 Codes of Conduct... 3

More information

SEPAP GUIDELINES THE UNIVERSITY OF TEXAS - PAN AMERICAN STAFF EMPLOYEE PERFORMANCE APPRAISAL PROGRAM COMPILED BY THE OFFICE OF HUMAN RESOURCES

SEPAP GUIDELINES THE UNIVERSITY OF TEXAS - PAN AMERICAN STAFF EMPLOYEE PERFORMANCE APPRAISAL PROGRAM COMPILED BY THE OFFICE OF HUMAN RESOURCES THE UNIVERSITY OF TEXAS - PAN AMERICAN SEPAP STAFF EMPLOYEE PERFORMANCE APPRAISAL PROGRAM GUIDELINES COMPILED BY THE OFFICE OF HUMAN RESOURCES Rev. 5/15/2008 Comments or Suggestions: http://dba.panam.edu/forms/feedback.html

More information

Developing a Strong, Responsive Staff Development Program

Developing a Strong, Responsive Staff Development Program Developing a Strong, Responsive Staff Development Program John Amato, M.Ed. Director of Training & Consultation Services Familylinks jamato@familylinks.org Objectives Identify the values of a formal staff

More information

Domain 1: Strategic/Cultural Leadership

Domain 1: Strategic/Cultural Leadership Framework for Leadership Types of Evidence Supervisor: Curriculum and Instruction Please note: The evidence identified here is provided to stimulate conversations that occur between a supervising authority

More information

AUSTIN INDEPENDENT SCHOOL DISTRICT INTERNAL AUDIT DEPARTMENT HUMAN RESOURCE AUDIT PROGRAM

AUSTIN INDEPENDENT SCHOOL DISTRICT INTERNAL AUDIT DEPARTMENT HUMAN RESOURCE AUDIT PROGRAM GENERAL: The Human Resources (HR) Department deals with the management of people within the organization. This includes responsibility for the process of hiring staff, recruiting and advertising positions

More information

ONBOARDING HANDBOOK FOR MANAGERS

ONBOARDING HANDBOOK FOR MANAGERS ONBOARDING HANDBOOK FOR MANAGERS Onboarding Defined Table of Contents What is Onboarding? The Goal of Onboarding Onboarding and Employee Engagement Cost of Ineffective Onboarding MSM Onboarding Process

More information

HIRING MANAGER ONBOARDING GUIDE

HIRING MANAGER ONBOARDING GUIDE HIRING MANAGER ONBOARDING GUIDE Helping a new employee feel comfortable and welcome not only on the first day, but also through the first three - five months of their employment, is one of the keys to

More information

NEW YORK STATE SUCCESSION PLANNING

NEW YORK STATE SUCCESSION PLANNING NEW YORK STATE SUCCESSION PLANNING A Guidebook for Local Officials 2015 Environmental Finance Center Syracuse University PREFACE This guidebook is intended to aid local officials in understanding the

More information

FANSHAWE COLLEGE POLICY MANUAL TITLE: PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES 1-B-25

FANSHAWE COLLEGE POLICY MANUAL TITLE: PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES 1-B-25 1. ADMINISTRATIVE POLICIES AND PROCEDURES SECTION B -HUMAN RESOURCES TITLE: PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES 1-B-25 POLICY NUMBER: EFFECTIVE: 2012 04

More information

Performance Management

Performance Management Performance Management PURPOSE... 1 POLICY STATEMENT... 2 WHO SHOULD KNOW THIS POLICY... 2 DEFINITIONS... 2 REGULATIONS... 3 1.0 TIMING AND FREQUENCY OF APPRAISALS... 3 2.0 PERFORMANCE PLANNING... 3 2.1

More information

4/22/2014 PERFORMANCE EVALUATION PERFORMANCE EVALUATION CONSTRUCTIVE PERFORMANCE EVALUATION

4/22/2014 PERFORMANCE EVALUATION PERFORMANCE EVALUATION CONSTRUCTIVE PERFORMANCE EVALUATION CONSTRUCTIVE Job performance is the basis for an employer s decision to promote, discipline, demote, or fire an employee. Even though not required by law, court rulings continue to encourage employers

More information

Section I. A. Self-Knowledge for Leaders Systems & Strategic Thinking Personal Communication

Section I. A. Self-Knowledge for Leaders Systems & Strategic Thinking Personal Communication SLCC Leadership and Supervision Best Practices April 18, 2006 By: Craig Gardner, Director, Human Resources Mozelle Orton, Director, Equal Employment Opportunity Section I. A. Self-Knowledge for Leaders

More information

SUCCESSION PLANNING AND MANAGEMENT GUIDE

SUCCESSION PLANNING AND MANAGEMENT GUIDE SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland

More information

VHA to Present IBM Study on Best Practices in Human Capital Management and Succession Planning

VHA to Present IBM Study on Best Practices in Human Capital Management and Succession Planning VHA to Present IBM Study on Best Practices in Human Capital Management and Succession Planning Presented by Elias Hernandez, Director of Workforce Planning and Performance, Veterans Health Administration,

More information

SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA

SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA Introduction» Business continuity refers to the SACCO s ability to ensure that qualified employees are

More information

Strategic HR Value Proposition

Strategic HR Value Proposition Strategic HR Value Proposition Lise Ann Ebert, MSL, PHR, SHRM-CP Director of Human Resources The Indiana Rail Road Company Building a Road Map for Doing More with Less as a Strategic Business Partner Purpose

More information

HUMAN RESOURCES ASSESSMENT

HUMAN RESOURCES ASSESSMENT HUMAN RESOURCES ASSESSMENT Company Name Executive Contact Address HR Contact Phone Other Key Contacts Fax Date of Assessment Auditor 1 Human Resources Assessment Sample of materials typically reviewed/discussed:

More information

Purpose and Objectives. Cornell s Philosophy on Discipline

Purpose and Objectives. Cornell s Philosophy on Discipline Purpose and Objectives PURPOSE This document is being provided to define effective and positive ways to correct performance and behavior through the use of the progressive discipline process. Cornell s

More information

V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065)

V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065) V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065) I. DESCRIPTION OF WORK Positions in this banded class supervise of a group of mechanics,

More information

EMPLOYEE PERFORMANCE EVALUATION (Part-Time non-benefited staff only)

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

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

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

SAMPLE HR AUDIT CHECKLIST

SAMPLE HR AUDIT CHECKLIST There is so much that can be done to create a dynamic and effective human resources function whether you have an in-house HR professional or not. Ideally, it would be best to gather all the information

More information

HR Manager Job Description

HR Manager Job Description HR Manager Job Description SUMMARY The Human Resources Manager manages Human Resources services, policies, and programs for the entire company. The major areas directed are: recruiting and staffing; organizational

More information

Contents. 1.0 Scope of this Policy. 2.0 Introduction. 3.0 Equal Opportunities. 4.0 Job Description and Selection Criteria. 5.0 Approval to Recruit

Contents. 1.0 Scope of this Policy. 2.0 Introduction. 3.0 Equal Opportunities. 4.0 Job Description and Selection Criteria. 5.0 Approval to Recruit Page 2 Contents 1.0 Scope of this Policy 2.0 Introduction 3.0 Equal Opportunities 4.0 Job Description and Selection Criteria 5.0 Approval to Recruit 6.0 Advertising Internally 7.0 Recruiting Externally

More information

Role of Manager. Our goal for today is for you to understand your critical role in onboarding your new staff. To do that you must:

Role of Manager. Our goal for today is for you to understand your critical role in onboarding your new staff. To do that you must: Role of Manager Our goal for today is for you to understand your critical role in onboarding your new staff. To do that you must: Understand your role in the process Know the resources you can tap into

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

Setting Expectations, Coaching, and Performance Evaluation

Setting Expectations, Coaching, and Performance Evaluation Setting Expectations, Coaching, and Performance Evaluation Content taken from The EDGE: Foundations for Successful Leadership, Setting Expectations, Coaching for Optimal Performance module, 2004 Um-HRD,

More information

On-Boarding Handbook For New Managers. New Employee Orientation. DHR / bar / April2012 1

On-Boarding Handbook For New Managers. New Employee Orientation. DHR / bar / April2012 1 On-Boarding Handbook For New Managers New Employee Orientation DHR / bar / April2012 1 Onboarding Defined ONBOARDING HANDBOOK FOR MANAGERS Table of Contents What is Onboarding? The Goal of Onboarding WHY!

More information

CONTENTS. Orientation... 2 Position Training... 2 Management Training... 3

CONTENTS. Orientation... 2 Position Training... 2 Management Training... 3 CONTENTS CHAPTER 1: INTRODUCTION TO MANAGER TRAINING... 1 WELCOME TO MANAGEMENT TRAINING... 1 QUALITIES OF A GOOD MANAGER... 1 MANAGER TRAINING OUTLINE AND CHECKLIST... 2 Orientation... 2 Position Training...

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

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

Page 1. PBL: Human Resource Management. Competency: Employee Compensation and Benefits. Tasks

Page 1. PBL: Human Resource Management. Competency: Employee Compensation and Benefits. Tasks Competency: Employee Compensation and Benefits 1. Provide a description of the legal background of an organizational compensation and rewards system. 2. Discuss the legally required benefits that must

More information

Performance Management

Performance Management Performance Management Work Plan Development Performance Evaluation Process Objectives Why would a Performance Management System be defined under state law? (G. S. 126-4) Work Plans: What are specific,

More information

Succession Plan. Planning Information and Plan Template December 2010. Succession Planning 2010

Succession Plan. Planning Information and Plan Template December 2010. Succession Planning 2010 Succession Plan Planning Information and Plan Template December 2010 Northland Foundation The Keeley Group Page 1 Introduction Succession Planning is an important component often addressesd as part of

More information

Competencies. The Children s Program Administrator Credential of NewYork State. Topic 1: Administering Children s Programs

Competencies. The Children s Program Administrator Credential of NewYork State. Topic 1: Administering Children s Programs In cooperation with: New York State Child Care Coordinating Council and the New York State Association for the Education of Young Children Competencies The Children s Program Administrator Credential of

More information

Stay Interview and Exit Interview Questions

Stay Interview and Exit Interview Questions Stay Interview and Exit Interview Questions Overview In every employment life cycle the employee is on-boarded (in some way), acclimates and, we hope, excels at the job, and at one point leaves the company

More information

INFORMATION ADVICE AND GUIDANCE (IAG) POLICY

INFORMATION ADVICE AND GUIDANCE (IAG) POLICY INFORMATION ADVICE AND GUIDANCE (IAG) POLICY This document will be made available in other languages and formats upon request from employees of Reaseheath College Version: 1 Date of Issue: February 2012

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

Guide to Effective Staff Performance Evaluations

Guide to Effective Staff Performance Evaluations Guide to Effective Staff Performance Evaluations HRS Human Resource Services-Operations The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership tool for

More information

McLeod Lake Indian Band. Performance Management Policy & Guidelines

McLeod Lake Indian Band. Performance Management Policy & Guidelines Policy & Guidelines As part of McLeod Lake Indian Band s commitment to excellence, we must support the excellence of our staff. The process of allows managers to use tools and processes to enable staff

More information

DIRECTOR OF HUMAN RESOURCES & EMPLOYER-EMPLOYEE RELATIONS-EEO, DIVERSITY COMPLIANCE & TRAINING,

DIRECTOR OF HUMAN RESOURCES & EMPLOYER-EMPLOYEE RELATIONS-EEO, DIVERSITY COMPLIANCE & TRAINING, Page 1 of 6 DIRECTOR OF HUMAN RESOURCES & EMPLOYER-EMPLOYEE RELATIONS-EEO, DIVERSITY COMPLIANCE & TRAINING, JC #676 - Classified Management - Integrated Academic Administrator and Classified Manager Salary

More information

CEO Evaluation. G u i d e. An approach to CEO performance appraisal and development

CEO Evaluation. G u i d e. An approach to CEO performance appraisal and development CEO Evaluation G u i d e An approach to CEO performance appraisal and development A publication of the Iowa Hospital Association 100 East Grand Avenue, Suite 100 Des Moines, IA 50309-1835 www.ihaonline.org

More information

DEMOGRAPHIC DATA COLLECTION GUIDE

DEMOGRAPHIC DATA COLLECTION GUIDE Practice Resource DEMOGRAPHIC DATA COLLECTION GUIDE These materials are based on the Law Society of Upper Canada s Justicia materials, and are used with permission from the Law Society of Upper Canada.

More information

FROM INTENTION TO. Building Diverse, Inclusive Teams in Education to Deepen Impact

FROM INTENTION TO. Building Diverse, Inclusive Teams in Education to Deepen Impact FROM INTENTION TO ACTION Building Diverse, Inclusive Teams in Education to Deepen Impact 2014 Organizational Audit Checklist: Diversity LEADERSHIP Strategic Vision There is a senior management commitment

More information

MANAGING LIBRARY EMPLOYEES

MANAGING LIBRARY EMPLOYEES MANAGING LIBRARY EMPLOYEES A How-To-Do-It Manual MARY J. STANLEY HOW-TO-DO-IT MANUALS NUMBER 161 NEAL-SCHUMAN PUBLISHERS, INC. New York London Published by Neal-Schuman Publishers, Inc. 100 William Street,

More information

POSITION ANNOUNCEMENT

POSITION ANNOUNCEMENT POSITION ANNOUNCEMENT Director of Human Resources General Purpose The Director of Human Resources and Leadership Development provides leadership and day-to-day management of the human resource services,

More information

MANAGEMENT Human Resource Management

MANAGEMENT Human Resource Management MANAGEMENT Human Resource Management Eszter Daruka Teaching Assistant BUTE Department of Management and Corporate Economics 2014 Fall 2014.10.03. 1 Features of Human Resources General Special Definiton

More information

Division of Human Resources Staff Performance Management Procedure

Division of Human Resources Staff Performance Management Procedure Performance standards and expectations, based on an up-to-date position description, should be clearly communicated to employees at the time of appointment to their position and as they change thereafter.

More information

Performance Appraisals at UA. Statewide Human Resources Anne Sakumoto, PHR Director Faculty/Staff Training & Development

Performance Appraisals at UA. Statewide Human Resources Anne Sakumoto, PHR Director Faculty/Staff Training & Development Performance Appraisals at UA Statewide Human Resources Anne Sakumoto, PHR Director Faculty/Staff Training & Development 2 AGENDA What is Performance Management? Why do Performance Appraisals? Your Role

More information

Example: Virginia Tech ~ Human Resources Strategic Plan,

Example: Virginia Tech ~ Human Resources Strategic Plan, Example: Virginia Tech ~ Human Resources Strategic Plan, 2011-2014 Human Resources Mission We provide a positive HR service experience for applicants, employees, and retirees and collaborate with departments

More information

Human Resources 2014 2015 REORGANIZATION 1

Human Resources 2014 2015 REORGANIZATION 1 Human Resources 2014 2015 REORGANIZATION 1 Table of Contents I. Our Focus 3 II. How We Get There 4 III. Organizational Charts 5-9 IV. Summary of Reorganization 10-13 V. Buckets of Work for 2014-2015 13

More information

Performance Management System

Performance Management System Toolkit December 2012 Is staff performance management a priority for your organization? A focus on building clear and consistent processes for developing salaried employees will ensure you have the best

More information