1 The Introduction of a New Performance Management System for Administrative & Professional, and Exempt Employees at Brock University
2 Your Role Today In your day-to-day activities you may wear many different hats employee, colleague, coach or supervisor! Today, we ask you to focus on YOU! In this workshop we ask that you think about your own Performance Review & Planning Process and what Performance Goals you wish to achieve in the next 12 months.
3 Workshop Objectives Introduce the new PR&P Process and how it works Discuss how to complete the PR&P Form Examine four optional worksheets you can use to record your activities & information Develop performance goals & development plans Review how the PR&P meeting will be conducted
4 Performance Management At Brock Historically, Focus has been on performance appraisal; Measuring performance based upon expected skills, knowledge and related activities.
5 PERFORMANCE MANAGEMENT REVIEW: Research and analysis of performance appraisals and performance management systems Focus Group meetings with senior teams to determine purpose, vision and role of performance mgmt needs at Brock Focus Group meetings with Administrative / Professional staff Compile and evaluate feedback from focus group meetings. Design draft performance mgmt system based on identified needs and research Working groups to finalize draft concept and design Outline associated training needs and implementation schedule Proposal of New Performance Management System to S.A.C. Introduction and Implementation of new PR&P system Sept - Oct 2004 Nov 2004 Dec 2004 Dec 2004 Jan 2005 Jan 2005 Feb 2005 Mar 2005 April 2005 June Sept 2005
6 Key Recommendations #1 Replace merit increase with PTR increase.
7 Key Recommendations #2 Move from performance appraisal evaluation process to performance review and planning process.
8 Key Recommendations #3 Implementation of accompanying toolkits and corresponding training to support new PR&P process.
9 Key Recommendations #4 Offer Units/Divisions/ Faculties the option of conducting PR&P process at a time other than July 1 st.
11 The PR&P Model The PR&P Process has been developed using a threeprong approach supported with ongoing coaching and recommended quarterly reviews. 1. Future Performance Goals 2. Accomplishments Made Towards Goals 3. Development Plans
12 Small Group Activity What questions and/or concerns do you have about the new Performance Review and Planning (PR&P) Process? In your table groups, list your questions and/or concerns on the flipchart paper provided.
13 What s In Your PR&P Toolkit PR&P Process Flowchart Employee Toolkit Reference Materials Performance Review & Planning (PR&P) Form Quick Tips For Completing Your PR&P Form Preparation Worksheets Your Notes & Tracking
14 Performance Review & Planning Process Flowchart YEAR 1 ACTIVITY PR&P FORM RESOURCES PR&P Planning Meeting between employee & supervisor what do you want to accomplish in the next 12 months? Monitoring and tracking status of performance goals. Monitoring and tracking achievements, accomplishments and challenges. Section I PR&P Listing of Performance Goals for the upcoming 12 month period of Quick Tips Creating a Goal Statement Worksheet #1 SMART Goals in Training Toolkit/Workshop Status of Goals Worksheet #2 Quarterly meetings with supervisors Annual Achievements Worksheet #3
15 Performance Review & Planning Process Flowchart 12 MONTHS ACTIVITY PR&P FORM RESOURCES PR&P Annual Meeting between employee & supervisor. Complete PR&P form and submit to HR. Section II: Annual Achievements Summary of Accomplishments /Achievements/Challenges and corresponding Discussion and Comments Section III: Employee Development Plan Section IV: Employee Suggestions for Departmental Improvement Quick Tips Status of Goals Worksheet #2 Annual Achievements Worksheet #3 Quick Tips Employee Development Worksheet #4 Quick Tips Submit Completed PR&P Form to Human Resources
16 The Performance Review & Planning (PR&P Form) This form is a tool that will be used by both you and your supervisor throughout the year. It is divided into 5 sections: Section I: Section II: Section III: Section IV: Section V: Future Performance Goals Annual Achievements Employee Development Plan Employee Suggestions For Departmental Improvement Signature and Review
17 Quick Tips Quick Tips is a guide to help you complete your Performance Review and Planning (PR&P) Form. For each section of the form, it provides a list of tips to consider and highlights the optional worksheets that you may wish to use for help.
18 Preparation Worksheets Four optional worksheets have been created to assist both you and your supervisor to organize your thoughts, track progress and prepare for the PR&P meeting: Worksheet #1: Creating A Goal Statement Worksheet #2: Status of Goals Worksheet #3: Annual Achievements Worksheet #4: Employee Development
19 PR&P Preparation In preparation for the PR&P meeting, you and your supervisor may find it useful to refer to the following documents or information: Employee s Key Tasks or Responsibilities Department/Faculty Goals and/or Strategic Plan The PR&P Form, Quick Tips Form and Preparation Worksheets Supporting documentation including notes, feedback, comments received, as well as results from the University s 360-degree feedback program (if applicable)
20 How To Set Performance Goals What is a Goal?
21 What is a Goal? A goal is defined as a destination, or overall achievement that you wish to accomplish. Goals can be either short-term or long-term achievements that require many steps.
22 How to Set Performance Goals Well-constructed performance goals clearly define the desired end results of performance and describe how success will be measured. They build a foundation for: effective coaching performance review development planning
23 Strategic Goal Setting University Goals Evaluates its success by relating results achieved to the broad goals and strategies set by senior executives at the start of each year. Departmental Goals Your department s success is based on its contribution to the achievement of the University s strategies. Your Goals Each employee s performance is assessed by its impact on the achievement of department objectives.
24 What is a Performance Goal? A Performance Goal is a goal that focuses on a person s performance in relation to their job description, key duties and responsibilities.
25 What is a Development Goal? A Development Goal is a goal that focuses on a person s development of skills, knowledge, and behaviors. Development goals may include learning new computer skills, expanding knowledge in a specific knowledge area, developing leadership skills, etc.
26 Creating The Right Goals For You How do you create goals that are challenging, yet achievable? Rule of Thumb Not too big, not too small. Goals should be within the scope of your job description and skill level. Based on your assumptions, the objectives must be attainable within the time frame give.
27 What is a SMART Goal? A SMART Goal is a goal that is: Specific Measurable Attainable Relevant Time-Framed
28 Specific A SMART Goal describes an observable action or behaviour, using action verbs. It answers the question, What has to be done?
29 What is an Action Verb? What are some examples of an action verb that will indicate what measurable, visible activity is to take place?
30 Action Verbs Advise Analyze Budget Create Coordinate Decrease Demonstrate Increase Lead Maintain Manage Perform Plan Reduce Research Suggest Supervise Teach Track Train Write
31 Measurable It defines the end result in qualitative or quantitative terms. For example, quantities, frequencies, error rates, etc. Quantitative goals are measured or measurable by quantity. Qualitative goals are concerned with or depending on quality.
32 Attainable The employee can be expected to succeed provided they have the required skills and resources.
33 Relevant The goal is relevant to the individual s responsibilities, department goals and University strategic goals.
34 Timeframed There are specific target dates, frequencies and deadlines.
35 Developing An Action Plan An Action Plan identifies: Steps required to achieve a goal Who needs to be involved Timeframes for completion of each step Support and resources required Follow-up needed to ensure plan is progressing (ie. Coaching, meetings, etc.)
36 Writing A SMART Goal My goal is to take a vacation this year. How do I make this a SMART Goal? Using the SMART Goal Assessment Tool on page 12 of your toolkit, I can confirm that my goal is SMART.
37 Writing A SMART Goal My goal is to take an Excel Computer Program. How do I make this a SMART Goal?
38 Writing a SMART Goal Goal To successfully complete a Microsoft Excel Computer Program offered internally through the University by December 31, 2005 to help me improve my computer skills. Specific: Measurable: Attainable: Relevant: To successfully complete a Microsoft Excel Computer Program offered internally through the University Yes but I must take the course Only if the course is offered & there is the budget available to help me improve my computer skills Time-Framed: by December 31, 2005
39 Action Plan Performance Goal To successfully complete a Microsoft Excel Computer Program offered internally through the University by December 31, 2005 to help me improve my computer skills. What needs to be done to achieve this goal? Obtain listing of courses offered internally through the University Select date that meets my scheduling needs & the department s Obtain approval by supervisor to attend Register for program Attend program By when? (List dates beside each activity) Additional support and/or resources? Is there budget for you to attend?
40 Practice SMART Goals In the upcoming 12 month period, what would you like to accomplish? What will be your main focus? Using Worksheet #1: Creating a Goal Statement, create three goals and action plans that you would like to achieve.
41 Worksheet #1: Creating A Goal Statement 1. Start by making a list of 3 to 5 of your key tasks or responsibilities. 2. Now, write down your ideas for goals that correspond with your key ideas. 3. Put each of your goal ideas to the test by answering the five questions listed on your worksheet. 4. Create an Action Plan for each goal. 5. Use the SMART Goal Assessment Tool on Pg. 12 of your Toolkit to ensure your Performance Goal is SMART.
42 Completing the PR&P Form Section I: Future Performance Goals Refer to your Quick Tips Form Worksheet #1: Creating A Goal Statement SMART Goals in your Training Toolkit
43 Completing the PR&P Form Section II: Annual Achievements Refer to your Quick Tips Form Worksheet #2: Status of Goals Worksheet #3: Annual Achievements
44 Completing the PR&P Form Section III: Employee Development Refer to your Quick Tips Form Worksheet #4: Employee Development
45 Completing the PR&P Form Section IV: Employee Suggestions For Departmental Improvement Refer to your Quick Tips Form
46 Completing the PR&P Form Section V: Signature and Review Comments and Signature Forward to Dean/Division Head for signature
47 The PR&P Meeting (Preparation) A week or two prior to your PR&P meeting, your supervisor/manager will arrange with you a mutually agreed upon meeting time and location. Both you and your supervisor are asked to prepare by jotting down ideas on the PR&P form and preparation worksheets. PR&P Form and preparation worksheets are available at
48 The PR&P Meeting Approximately 90 minutes to complete. Is intended to be a dialogue and discussion. After completing Sections I-III, you will complete Section IV: Employee Suggestions for Departmental Improvement. You and your supervisor will then complete Section V: Signature and Review, signing the form and adding any comments. Final copy is forwarded to the Dean/Division Head for review and signature and a copy if returned to both you and your supervisor.
49 Responding to Challenges & Changes During the 12-month period that elapses from the time you set your performance goals until your annual PR&P meeting, many unforeseen challenges can occur. These challenges may directly impact whether or not you can achieve your goals. What are some unforeseen challenges you may experience?
50 Unforeseen Challenges They may include: A change in the University s strategic plan or direction. Shifting priorities for the department. A change in job responsibilities and duties. Resources are no longer available. You are unable to complete goals due to the impact of others.
51 How to Handle Obstacles To handle obstacles that may come your way, it is a useful exercise to list your assumptions when creating your performance goals. What assumptions could you make about your goals?
52 Making Assumptions Your assumptions may include: Your department will remain fully staffed. You will have the resources required to perform effectively. Your main job responsibilities and duties will remain unchanged. Department priorities will remain unchanged. You will have the budget required to complete your goals.
53 Quarterly Follow-Up Quarterly follow-up meetings are encouraged between you and your supervisor to ensure that your goals are still appropriate. Goals may need to be revised and the changes documented. The Status of Goals Worksheet #2 has been designed to help you identify any factors that may affect your ability to accomplish your goals.
Performance Development and Review Template Guide 1. OVERVIEW This guide has been developed to assist both staff and supervisor in the use of the Performance Development & Review template (PD&R) for the
SOCIETY OF ST. VINCENT DE PAUL OF VANCOUVER ISLAND EMPLOYEE PERFORMANCE REVIEW NAME: PROGRAM: POSITION: REVIEW PERIOD: Introduction As part of the annual employee performance evaluation and review process,
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
BUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE Performance management is the methodical and organized system for monitoring the results of work activities, collecting information and evaluating performance,
Updated: March 2014 Supervisor s Guide to Performance Management: Performance Evaluation What is Performance Management? Performance management focuses on the supervisor s basic responsibility of encouraging
Specific Measurable Achievable PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide Relevant Timely PROGRAM OVERVIEW About the Training Program This session is designed to enable participants
Performance Appraisal System Evaluation Form Hourly Employees Name: Position Title: Department: Plan Date: Annual Review Date: PURPOSE OF PERFORMANCE APPRAISAL Enable joint planning and communication between
PERFORMANCE MANAGEMENT CREATING SMART GOALS: In People Admin, the University will be asking managers and supervisors to focus their Performance Management outcomes by basing employee work plans on SMART
PERFORMANCE EVALUATIONS POLICY Purpose: To provide feedback, coaching and development plans for employees on a regularly scheduled basis. Policy: Regular, annual performance evaluations are completed for
SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT TOOLKIT April 2015 CONTENTS 1 Succession planning 3 What is succession planning? Succession planning process Leadership development 4 What is leadership development?
MANAGING & EVALUATING EMPLOYEE PERFORMANCE A Guide to Classified Employee Performance Management & Evaluation OUTLINE Why do performance evaluations? Supervisor s role in performance management Employee
Academic Staff PLANNING, DEVELOPMENT & REVIEW Why set objectives? Setting work objectives is central to the Planning, Development and Review process. The objective setting aspect of PDR sets the framework
The Thinking Approach LEAN CONCEPTS All rights reserved 1 Basic Thinking to Manage the Journey MANAGEMENT TACTICS OF A LEAN TRANSFORMATION All rights reserved 2 LEAN MANAGEMENT Two key questions What is
Employee Training / June 2013 July/August 2013 2014 and Beyond Manager Employee Old Form New Form 2 As Employees, Each of Us Are Expected to Focus Communicate Strive Engage Refresh Develop 3 Performance
Supervisor Manual 1/5/11 Supervisor Manual Table of Contents The 3 The PCS Process 5 Preparing for the Discussion Meeting 7 Tips for Good Communication 7 Performance Expectations 8 Behavioral Competencies
Performance Appraisal System Evaluation Form Managers Name: Position Title: Department: Plan Date: Annual Review Date: PURPOSE OF PERFORMANCE APPRAISAL Enable joint planning and communication between a
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
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
EMPLOYEE PERFORMANCE REVIEW GUIDELINES DEPARTMENT OF HUMAN RESOURCES SPRING 2014 Employee Performance Review Guidelines The performance review process helps individual employees and organizations throughout
February/March 2015 Overview Core Curriculum 2 Preparing Meaningful Performance Evaluations 3 1 February/March 2015 Training Topics: Conducting Performance Evaluations What is the purpose of performance
PERFORMANCE APPRAISAL & PLANNING GUIDE FOR EMPLOYEES Rev. 2015 1 P age THE PURPOSE & PRINCIPLES OF PERFORMANCE MANAGEMENT Each employee of Baylor University serves an important role in furthering the mission
Each individual is responsible for setting at least three objectives for the year. These objectives should be directly related to the Department/Faculty Objectives, KPI s (Key Performance Indicators) or
THE SOUTH AFRICAN HERITAGE RESOURCES AGENCY MANAGEMENT OF PERFORMANCE INFORMATION POLICY AND PROCEDURES DOCUMENT ACCOUNTABLE SIGNATURE AUTHORISED for implementation SIGNATURE On behalf of Chief Executive
Performance Appraisal Review APPENDIX TOWN OF MONTAGUE PERFORMANCE APPRAISAL SYSTEM GUIDELINES I. INTRODUCTION A. WHAT IS PERFORMANCE APPRAISAL? Performance appraisal is a process of assessing a person
JOB PERFORMANCE APPRAISAL Monroe County Community College Administrators Name: Position: Supervisor: Evaluation Period: Instructions: Supervisors write comments to describe the work performance in each
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
PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME DEFINITIONS OF ENGAGEMENT The concept of employee engagement has received growing interest recently, with a range of research into what engagement is
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
Client Company Performance Appraisal Review for Exempt Employees Employee Name Department Title Date Started Current Position Date of Review Current Supervisor Instructions Review employee s performance
TOOL SUMMARY: PROJECT PROGRESS REPORT The purpose of the is to compile information from the analysis done by project participants, partners and LWR country staff about the progress or advances the project
IR Best Practice & the Tools Needed to Achieve it Belgrade March 2011 Andrew Crockett Senior Specialist Corporate Services Thomson Reuters INTRODUCING THOMSON REUTERS We provide intelligent information
Setting SMART Objectives Whilst line managers are responsible for ensuring that objectives are set it is important that, wherever possible, objectives are jointly agreed, between staff and line manager,
6 Essential Characteristics of a PLC (adapted from Learning by Doing) 1. Shared mission, vision, values, goals Educators in a PLC benefit from clarity regarding their shared purpose, a common understanding
Step 1: Complete your background information (to be completed by the employee) Complete this step to assist you in setting your development goals. Once you have completed Step 1, schedule a meeting with
HILLSBOROUGH COUNTY CIVIL SERVICE BOARD OFFICE Setting the Expectation for Success: Performance Management & Appraisal System Supervisor s Guide PROCESS OVERVIEW Setting the Expectation for Success: Performance
Probationary Personal Development Planning (PPDP) and the Probation Process Guidance for Academic Probationers November 2012 1 Probationary Personal Development Planning (PPDP) and the Probation Process
A BRIEF GUIDE TO SETTING SMART OBJECTIVES This guide has been written to support reviewers in writing SMART objectives within the SRDS framework. These guidelines cover the following. 1. Why set objectives
PERFORMANCE MANAGEMENT A practical guide www.totaralms.com 1 Performance management and learning are closely related. Performance management involves constructive feedback so that individuals can learn
Once you ve completed your brainstorming worksheet, it is time to start crafting your proposal responses. Follow the prompts in this worksheet to prepare the answers you will need when it comes time to
Boston University 2015 Performance Evaluation Program Administrative Employees Exempt and Non-Exempt (excludes staff covered by Collective Bargaining Agreements and Certain Contracts) October 2015 TABLE
Manchester City Council Report for Information Report to: Subject: Overview and Scrutiny Human Resources Subgroup - 25 January 2011 Managing Attendance (Real Time Absence Reporting) Report of: Assistant
AT&T Global Network Client for Windows Product Support Matrix January 29, 2015 Product Support Matrix Following is the Product Support Matrix for the AT&T Global Network Client. See the AT&T Global Network
Performance planning: A guide for staff development and feedback Version: 2.1 Last Updated: April, 2015 Ryerson University Human Resources 0 Table of contents Performance planning: Staff development and
Administrative or Research Faculty Job Description Position Title Requested: Assistant Director for Residence Life of Housing Operations Date of Description: 1/28/16 Supervisor Title: Director of Housing
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
HUMAN RESOURCES Elements of the Employment Life Cycle FROM THE PVAMU PERSPECTIVE OVERVIEW This session will cover the following key elements of human resources management: Workforce Staffing & Planning
Purpose TOOL SUMMARY: LOGFRAME CHEAT SHEET The purpose of the is to compile information from the analysis done by project participants, partners and LWR country staff about the progress or advances the
Welcome! This webinar is intended for presentation to all staff working at Xavier University. It is designed to be a tool to assist supervisors and employees as they prepare their annual performance reviews.
PEER BENCHMARKING A Powerful Tool for IT Portfolio Planning Noah Wittman, Educational Technology Services, UC Berkeley UCCSC - 04 August 2014 Presentation Overview In Fall 2013, UC Berkeley adopted a benchmarking
MILLSAPS COLLEGE ANNUAL EMPLOYEE PERFORMANCE EVALUATION For Exempt and Nonexempt Staff EMPLOYEE NAME: JOB TITLE: DEPARTMENT: PERIOD OF EVALUATION: FROM: TO: TIME IN CURRENT POSITION: TIME WITH THE COLLEGE:
Tips for Filling out the Performance Planning and Appraisal Form (PPAF): The form used in the Performance Planning and Performance Appraisal processes is entitled the Performance Planning and Appraisal
Includes dates for December 11, 2015 - March 31, 2017 Core Programs The Center for Creative Leadership's core programs target the real-world challenges unique to each level of leadership whether you're
Monitor and evaluate team members against performance standards Learner Guide Table of Contents Table of Contents... i UNIT STANDARD 252034... 1 SECTION 1: FORMULATE PERFORMANCE STANDARDS FOR TEAM MEMBERS...
Introduction The main purpose of any job description is to outline the main duties and responsibilities that are involved in a particular job. Additional information is often requested in order that one
Section 10, Page 1 Contents: Policy Policy Definitions The Process of Managing Performance Addressing Poor Performance Supporting Employee Development Transitions Access and Use of Performance Information
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
Amherst College Office of Human Resources PERFORMANCE MANAGEMENT PROCESS GUIDE March 2015 TABLE OF CONTENTS Introduction........................................................... 3 Preparing for the Performance
Employee Performance Review Employee Name: Employee Job Title: Department: Location of Hire: Last Reviewed: Supervisor s Signature Printed Name in Position: Employee Signature Review Period: to Printed
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
Arizona State Personnel System Performance Management Administrative Manual This manual does not create a contract for employment between any Arizona State Personnel System employee and any Arizona State
Managing Performance An Introduction/Refresher March 15, 2000 Agenda The process is a resource to help measure and improve performance. The Performance Management Process & Form Performance Planning Integrating
www.simonejoyaux.com Simone P. Joyaux, ACFRE Performance Appraisal Process for the CEO 1 Note: This process and appraisal tool along with Joyaux CEO job description applies, in general to any organization.
Fieldwork Planning Sheet Project 1: WASC As co-chair of WASC, I am responsible for guiding our faculty, staff, and parents in a self-study process. In this process, we are analyzing data to determine our
PERFORMANCE APPRAISAL NON-ACADEMIC ADMINISTRATIVE - SUPERVISORY Name: Job Title: Date of Evaluation: Department/School: AAMU Hire Date: Time in Current Position (years/months): Unit: Supervisor: Type of
CHILDREN AND YOUNG PEOPLE'S PARTNERSHIP BOARD CHILDREN AND YOUNG PEOPLE'S PLAN: PLANNING AND PERFORMANCE MANAGEMENT STRATEGY 1 Introduction 1.1 The purposes of this strategy are to set out: i) the arrangements
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
CONDUCTING EMPLOYEE PERFORMANCE ASSESSMENTS I. Overview II. III. IV. Why Assess Performance? When to Conduct a Written Performance Assessment Conducting the Performance Assessment Meeting V. Setting SMART
COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun
COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun
Results Based Performance Management System (RPMS) FREQUENTLY ASKED QUESTIONS (FAQs) 1. What is the Performance Management System? It is an organization-wide process to ensure that employees focus work
Shell Mentoring Toolkit A reference document for mentors and mentees Human Resources LEARNING 25/07/2007 Copyright: Shell International Ltd 2006 CONTENTS What is Mentoring? 4 The Mentor s Role The Role
Performance Appraisals MANAGERS GUIDE TO MEANINGFUL PERFORMANCE PLANNING AND APPRAISALS Office of Human Resources PALM BEACH STATE COLLEGE [THIS PAGE LEFT BLANK INTENTIONALLY] Table of Contents 1 Introduction...
At Care Group Level CQC Compliance Monitoring Framework 1. Utilising cascade training, Clinical Managers to ensure the staff within their Care Group are aware of the regulations, how to ensure compliance,
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
Employee Performance Management Policy and Procedure Document Control Document Ref: HREPM001 Date Created: Sept 2007 Version: 1.4 Date Modified: April 2015 Revision due Author: Jane Milone Sign & Date:
Coaching: Helping you to improve social outcomes A guide to helping people to succeed at work This guide is for anyone wanting to use coaching skills to help colleagues succeed. In particular, it is intended
GOVERNING BODY MEETING held in public 29 July 2015 Agenda Item 4.4 APPENDIX A Strategic Planning Process 2016/17 Strategic Planning Process 2016/17 Interlocking processes 5 Year strategic process: reviewed