Inclusive Mobility Institutional and Management Capacity Building and Performance Management. Ateneo School of Government
|
|
|
- Wilfred Owen
- 8 years ago
- Views:
Transcription
1 Inclusive Mobility Institutional and Management Capacity Building and Performance Management Ateneo School of Government
2 Course Objectives 1. Enhance problem-solving skills and determine the needs/demands of the people within the institution in order to give quality service to their stakeholders 2. Understand the role of performance management systems and approaches and how this affects Inclusive Mobility policies, plans and initiatives
3 1. Introduction Course Outline 2. Performance Management System for Inclusive Mobility Job Analysis Performance Appraisal Project Activity audits/score cards Performance feedback
4 Introduction
5 McKinsey 7s Model
6 McKinsey 7s Model Hard Elements Strategy Structure Systems Soft Elements Shared Values Skills Style Staff
7 Synthesis The importance of seeing things in a wholesome picture Making sure that strategies made consider the other aspects that will be affected by the plan The focus for today: Performance Management Systems
8 Performance Management System for Inclusive Mobility
9 Importance of a PMS system Governance Indicators for Transport Clarity of linkage between poor governance and poor performance Measurement for governance quality Identify decision making that is critical to good performance Promotes constructive change
10 Criteria for selection of indicators Actionable, credible, sensitive to change, understandable, available, reliable, relevant, nationally owned
11 An example: OPIF Organizational Performance Indicator Framework (OPIF) Developed by DBM Results Based Management Approach Framework for OPIF Agreed Outputs Clear Indicators Use of Performance information
12 Characteristics of a good PMS 1. Goals aligned to agency mandate and organizational priorities 2. Outputs/outcomes-based 3. Team approach to performance management 4. User-friendly 5. Information system that supports monitoring and evaluation 6. Communication Plan.
13 PMS System
14 PMS System The PMS links staff performance to organizational performance. Important for the agency or organization to understand its mandate and the output that is expected of them (in this case, it would be the output to implement any inclusive mobility plan) Major Final Outputs: Refer to the goods and services that your agency is mandated to deliver to external clients through the implementation of Programs, Projects and Activities
15
16
17
18
19 Developing Scales/Measurements There s a need to develop scales or measurement tools to be able to achieve the success indicator. These tools will be used during the evaluation Creating Rating Scales: Determining the dimensions on which performance or accomplishments are to be rated. Operationalizing the numerical and adjectival ratings. Three Dimension of Performance. Quality, Efficiency and Timelines Not everything has to be measured under these 3 except timeliness because everything is supposed to follow SMART rules.
20 Three Dimensions of Performance Quality or Effectiveness means getting the right things done. It refers to the degree to which objectives are achieved as intended and the extent to which issues are addressed with a certain degree of excellence. Efficiency is the extent to which targets are accomplished using the minimum amount of time or resources. Timeliness measures if the targeted deliverable was done within the scheduled or expected timeframe.
21 Dimensions of Performance
22 Creating a Rating Scale
23
24
25 Performance Monitoring
26 Performance Evaluation Tools Used to reflect the cascading approach of the SPMS towards achieving organizational goals Three suggested forms: Office Performance Commitment and Review (OPCR) Form Division Performance Commitment and Review (DPCR) Form Individual Performance Commitment and Review (IPCR) Form
27 Performance Evaluation Tools Components (General) Name, position, and signature of the Unit Head or individual staff being evaluated (ratee) Rating period Date when evaluation was completed Name, signature, and position of supervisors that approve the completed evaluation form and the date when they made the approval Major Final Outputs that your office and division are contributing to
28 Performance Evaluation Tools Components (General) SMART performance targets or success indicators Actual accomplishments vis-à-vis performance targets Ratings on quality, efficiency and/or timeliness on a scale of 1 to 5 Remarks of supervisor Name, position and signature of Head of the Performance Management Team Name, signature, and position of rater and date when evaluation was completed
29
30 DPCR
31 IPCR
32 Synthesis Determine the Major Final Outputs as an Agency and trickle down to the staff Mandate -> Major Final Output -> Strategic Objectives -> Measures -> Success Indicators Creating Success Indicators and Ratings for each level (Agency -> Department -> Staff) Ensure that evaluations and performance can be monitored throughout
Results Based Performance Management System (RPMS) for DepEd. Lead, Engage, Align & Do! (LEAD)
Results Based Performance Management System (RPMS) for DepEd Lead, Engage, Align & Do! (LEAD) DepEd s Framework Based on DBM s OPIF Inclusive Growth and Poverty Reduction Alignment of Dr. Morato s framework
Department of Social Welfare and Development GUIDE ON THE DSWD PERFORMANCE REVIEW AND EVALUATION CY 2013
Department of Social Welfare and Development GUIDE ON THE DSWD PERFORMANCE REVIEW AND EVALUATION CY 2013 I. RATIONALE In 2013, a harmonized/master Performance Contract (PC) template has been developed
Guidebook on the STRATEGIC PERFORMANCE MANAGEMENT SYSTEM
Guidebook on the STRATEGIC PERFORMANCE MANAGEMENT SYSTEM Guidebook on the Strategic Performance Management System Human Resource Policies and Standards Office CIVIL SERVICE COMMISSION Foreword It has been
STRATEGIC PERFORMANCE MANAGEMENT SYSTEM
Republic of the Philippines Benguet State University La Trinidad, Benguet Telephone No: (63)(74) 422-2401/422-2402 loc 20; Fax No: (63)(74)422-2281 STRATEGIC PERFORMANCE MANAGEMENT SYSTEM I. INTRODUCTION
Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL
Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL Table of Contents Introduction 1 Phase 1 9 KRAs 10 Objectives 12 Competencies 19 Performance Indicators 25 Reaching Agreement 27 Phase
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
BUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE
BUTLER UNIVERSITY PERFORMANCE MANAGEMENT GUIDE Performance management is the methodical and organized system for monitoring the results of work activities, collecting information and evaluating performance,
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
GOAL SETTING and PERFORMANCE REVIEW Form
GOAL SETTING and PERFORMANCE REVIEW Form (For RANK and FILE) (Rating Period) (Name) (Position) PART 1 QUANTITATIVE GOALS (60%) INSTRUCTIONS This part is for setting and evaluating the performance of your
NG Technician Performance Appraisal Program. Writing Effective Critical Elements Using the SMART or MARST Formats
NG Technician Performance Appraisal Program Writing Effective Critical Elements Using the SMART or MARST Formats Overview Performance Appraisal Program The Five Rating Level Evaluation Method Performance
Manager, Corporate Planning & Reporting BC Oil & Gas Commission, Victoria Applied Leadership. Office of the Commissioner - Corporate Affairs
Manager, Corporate Planning & Reporting BC Oil & Gas Commission, Victoria Applied Leadership Office of the Commissioner - Corporate Affairs The Manager, Corporate Planning & Reporting is responsible for
Results Based Performance Management System (RPMS) FREQUENTLY ASKED QUESTIONS (FAQs)
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
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
*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
HOW TO SET PERFORMANCE OBJECTIVES
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
UC MERCED PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN
Employee Name: Payroll Title: Bargaining Unit: Percent Appointment: Employee ID: Review Period: Department: Length of time in this position: Supervisor s Name: Supervised for entire review period? If not
REQUEST FOR PROPOSALS PERFORMANCE MANAGEMENT SYSTEM CDEMA-CU
TERMS OF REFERENCE CONSULTANCY SERVICES FOR REVIEW AND DEVELOPMENT OF A PERFORMANCE MANAGEMENT SYSTEM AT THE CDEMA COORDINATING UNIT 1.0 BACKGROUND The Caribbean Disaster Emergency Management Agency is
College of Design. Merit Pay Rating System. Merit Rating System
College of Design Merit Pay Rating System Merit Rating System The College of Design will use the Performance Only model of merit pay. Merit rating system and definition a. Merit pay matrix if defined at
Oregon University System
Oregon University System COMPLETING A PERFORMANCE APPRAISAL For Employees in Classified Information Technology Positions Represented by the Oregon Public Employees Union Instructions for Supervisors INTRODUCTION
Performance Management at
Performance Management at Performance management is when a series of targeted discussions happen between a supervisor and a reporting staff member that provide: clarity on performance expectations guidance
Purpose. General Evaluation Factors
LANE COMMUNITY COLLEGE CLASSIFIED STAFF PERFORMANCE EVALUATION This form is used for annual evaluations (Spring of each year), or to end probationary periods of new employees Demonstrate Lane s commitment
WRITING PERFORMANCE ELEMENTS AND STANDARDS THAT ARE ALIGNED WITH ORGANIZATIONAL GOALS, FOCUS ON RESULTS, AND HAVE REAL MEASURES
WRITING PERFORMANCE ELEMENTS AND STANDARDS THAT ARE ALIGNED WITH ORGANIZATIONAL GOALS, FOCUS ON RESULTS, AND HAVE REAL MEASURES from the Office of Personnel Management s September 2001 publication, A HANDBOOK
Guide to Writing Effective Performance Objectives, Self Accomplishments and Evaluations TABLE OF CONTENTS
TABLE OF CONTENTS Background & Purpose...1 How to Use This Guide...2 Writing Effective Performance Objectives...3 Six Steps to Writing Effective Performance Objectives...3 1. Understand the Purpose of
PERFORMANCE APPRAISAL
Aligns employee performance plans with organizational goals Focuses employees on achieving results Requires employee performance plans to include clear performance elements (expectations) with measurable
WORKGROUP-LEVEL OVERVIEW. Learning Objectives Upon completion of this session, you will be able to:
WORKGROUP-LEVEL OVERVIEW Performance Scorecards provide an organized, proven method of defining key business outcomes and data, and should be an integral part of your planning process. Included with this
APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values.
APPENDIX I Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. Identify the underlying priorities that should guide decisions about performance.
~~4 <l,.p. Human Resources Director
Approved: City of Riverside, California Human Resources Policy and Procedure Manual ~~4
IT Service Desk Health Check & Action Plan
IT Service Desk Health Check & Action Plan Version: 1.0 Date: April, 2003 Authors: Fatima Cabral, Gary Case, David Ratcliffe Pink Elephant Leading the Way in IT Management Best Practices www.pinkelephant.com
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
Strategic Development of Internal Leaders Competency Based Development Goals and Activities
General Leadership Competencies Strategic Development of Internal Leaders Competency Based Development Goals and Activities - SAMPLE - Sample Specific Development Goal Sample Development Action (s) (the
Leadership-related Competencies
-related Competencies Excerpts from the Competency Index for the Library Field http://www.webjunction.org/competencies/articles/content/67024491 Compiled by WebJunction June 2009 Copyright 2009, OCLC Online
PRESENTATION ON PERFORMANCE APPRAISAL BY: LOUISE AGYEMAN-BARNING
PRESENTATION ON PERFORMANCE APPRAISAL BY: LOUISE AGYEMAN-BARNING OUTLINE Definition of Performance Appraisal Why Performance Appraisal (Objectives) Benefits Types of Performance Appraisal Appraisal System
Session Objectives: National Consortium for Continuous Improvement in Higher Education
KISS: Learning to Simplify Session Objectives: Change Leadership at Cornell The challenge of leading college and administration realignment at a university What are the complexities of leading change for
SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT
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?
Senior Executive And Organizational Performance Management System
U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES Senior Executive And Organizational Performance Management System July 2008 Revised 11/13/07 page 0 HHS Senior Executive and Organizational Performance Management
Guidance for Completing the Supervisory Employee Performance Appraisal Plan
Guidance for Completing the Supervisory Employee Performance Appraisal Plan Establishing Critical Elements and Performance Standards Critical elements (at least one, but not more than five) must be established
Six Ways to be SMART in Setting Performance Goals
viapeople Insight - Whitepaper Six Ways to be SMART in Setting Performance Goals Jackie A. Caruso, M.A. Karen N. Caruso, Ph.D. How SMART Are You? Goal setting theory is generally accepted as among the
Leadership Competency Self Assessment
USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:
PERFORMANCE APPRAISAL
Blinn College is the premier two-year college in Texas for those seeking educational excellence in academic programs, technical education, and workforce development. We expect excellence and we encourage
Performance Management Toolkit for Leadership
Goal Setting The SMART Model Performance Management Toolkit for Leadership Goals should be designed to clearly communicate employee performance results for the year. Each individual goal should include
Managing Performance An Introduction/Refresher. March 15, 2000
Managing Performance An Introduction/Refresher March 15, 2000 Agenda The process is a resource to help measure and improve performance. The Performance Management Process & Form Performance Planning Integrating
Appendix B: Sample Interview Assessment Booklet
Appendix B: Sample Interview Assessment Booklet This template, designed for the position of Assistant Deputy Minister, may be adapted to suit any occupational group or level and the specific assessment
Chapter 1: Scope of Thesis
Chapter 1: Scope of Thesis 1.0 Introduction Performance can be defined as the record of outcomes produced on a specified job function or activity during a specified time period (Bernardin et al, 1995).
STATE OF SOUTH CAROLINA EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM
STATE OF SOUTH CAROLINA EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM Name Social Security No. Agency Department Position Classification Date Assigned to Current Position Performance Review From To PLANNING STAGE
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
UNIVERSITY OF THE PHILIPPINES Quezon City. Subject: Final Version of UP Strategic Performance Management System (SPMS)
UNIVERSITY OF THE PHILIPPINES Quezon City OFFICE OF THE PRESIDENT 17 March 2015 Ref. No. PAEP 15-53 Hon. Robert 8. Martinez Acting Chairman Civil Service Commission (CSC) Constitution Hills, Quezon City
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
Civil Service Performance Management System
Civil Service Performance Management System A handbook for Supervisors on how to conduct performance planning, mid-term progress review and annual appraisal meetings. Table of Contents 1 Abbreviations...
Performance Appraisal Core Values Behavior Descriptions as Tool for Rating Decisions
Performance Appraisal Core Values Behavior Descriptions as Tool for Rating Decisions 1. Adaptability Exhibits some difficulty in adjusting to changing situations, priorities, and responsibilities which
FY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance
Office of Executive Resources Office of the Chief Human Capital Officer U.S. Department of Energy FY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance Table of Contents Contents
U.S. DEPARTMENT OF THE INTERIOR SENIOR LEVEL AND SCIENTIFIC AND PROFESSIONAL PERFORMANCE AGREEMENT AND APPRAISAL SYSTEM.
` U.S. DEPARTMENT OF THE INTERIOR SENIOR LEVEL AND SCIENTIFIC AND PROFESSIONAL PERFORMANCE AGREEMENT AND APPRAISAL SYSTEM Table of Contents Page Section I. Authority and Purpose 1 Section II. Coverage
Program Management: Opportunity or CLM?
Program Management: Opportunity or CLM? Agenda It s a game do you know the rules? So who wants to be a Program Manager? Definitions Check list for what it REALLY takes Questions 2 It s a game do you know
Yale University Performance Management Guide
Yale University Performance Management Guide Table of Contents Section Page Philosophy and Intent 3 FOCUS Annual Performance Management Cycle 4 Expectations 5 Starting With the End in Mind 5 Important
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
If contract or probation indicate start date: end Date:
Preamble Staff Performance Appraisal is part of the Performance Management System of Kyambogo University. It is used as a management tool for establishing the extent to which set targets within overall
2016 Annual Performance Review Leadership Form. Job Title: Supervisor Name:
2016 Annual Performance Review Leadership Form Employee Name: Employee ID: Job Title: Supervisor Name: Last Appraisal Date: Department: Evaluation Type: Annual Other RATING SCALE: Outstanding Consistently
PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE
PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE Module 2 Coaching and Performance with the GPC Strategic Plan Agenda 1. Performance Management Process The Next Plateau 2. Aspects
FOOTHILL-DE ANZA COMMUNITY COLLEGE DISTRICT
APPENDIX C FOOTHILL-DE ANZA COMMUNITY COLLEGE DISTRICT ADMINISTRATIVE PERFORMANCE APPRAISAL FORM Philosophy and Policy The performance of all Foothill-De Anza Community College District administrators
Performance Appraisal System Evaluation Form Managers
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
PART II GUIDE TO CONDUCTING A SUCCESSFUL PERFORMANCE APPRAISAL BEFORE
LANGSTON U NIVERSITY Performance Management System Clerical, Craft, Maintenance, Technical, and Service Employees Use for Employees Who Do Not Supervise Others PART I Langston University s performance
NOT APPLICABLE (N/A): Reviewer has no direct knowledge of employee's behavior in this area. Job Knowledge Score: / 5.0
Manager Performance Appraisal Appraisal Score Overall Score: / 5.0 Employee Information Name: Manager Name: Job Title: Department: Hire Date: Rating Scale Definition (5) EXCEPTIONAL: Consistently exceeds
The Association of Change Management Professionals
The Association of Change Management Professionals Statement of Change Management Scope, Knowledge Areas, and Process Groups March 31, 2012 Introduction The Association of Change Management Professionals
DRAKENSTEIN PERFORMANCE MANAGEMENT SYSTEM. Municipality Munisipaliteit umasipala POLICY FRAMEWORK:
Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organisation. (Peter Drucker as noted by the Business
EVALUATION - SUPPORT STAFF
EVALUATION - SUPPORT STAFF No. HR-07 CLASSIFICATION: HUMAN RESOURCES DEPARTMENT FIRST ADOPTED: December 1992 LAST AMENDED: February 2006 1. General The performance evaluation process is designed to be
University of Maryland Nonexempt Staff Employee Form
Employee Name: PERFORMANCE REVIEW AND DEVELOPMENT PROCESS University of Maryland Nonexempt Staff Employee Form Supervisor: UID: Rating Cycle: Yearly Job Title: Date of Final Review: Division/Department:
WAUPACA COUNTY DEPARTMENT HEAD MANAGEMENT TEAM MEETING (1/31/12) STRATEGIC-OPERATIONAL PLAN DIAGRAM: BRIEF DEFINITION OF TERMS
WAUPACA COUNTY DEPARTMENT HEAD MANAGEMENT TEAM MEETING (1/31/12) STRATEGIC-OPERATIONAL PLAN DIAGRAM: BRIEF DEFINITION OF TERMS Operational Plan: An effective operational plan and planning process is like
Senior Executive Service Performance Management System Department of the Interior
Senior Executive Service Performance Management System Department of the Interior 1. System Coverage The Department of the Interior (hereafter referred to as the agency) Senior Executive Service (SES)
Project Management Change Management Procedure
Change Management Procedure Procedure # Description: Overview Outlines the steps for a Project Manager to manage change in an organization Objective To ensure that organizational change is managed in a
EMPLOYEE INFORMATION
EMPLOYEE INFORMATION Date Last Name MI First Name Position/Title Current Pay Grade Department/Division or Section Original Hire Date Performance Review Period Date Appointed to Current Position From: Supervisor
PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE
PERFORMANCE MANAGEMENT THE NEXT PLATEAU GEORGIA PERIMETER COLLEGE Please, place cellular phone & pagers on silent mode. Thank You! Module 1 Aligning Job Performance with the Strategic Plan Agenda 1. Performance
POLICY AND PROCEDURES OFFICE OF STRATEGIC PROGRAMS. CDER Informatics Governance Process. Table of Contents
CENTER FOR DRUG EVALUATION AND RESEARCH MAPP 7600.8 Rev. 1 POLICY AND PROCEDURES OFFICE OF STRATEGIC PROGRAMS CDER Informatics Governance Process Table of Contents PURPOSE...1 BACKGROUND...1 POLICY...2
Principal Appraisal Overview
Improving teaching, leading and learning T e x a s P r i n c i p a l E va l u a t i o n S y s t e m Principal Appraisal Overview Design and Development a collaborative effort McREL International Texas
New and Prospective Managers: Competency Development and Learning Plan
New and Prospective Managers: Competency Development and Learning Plan Contents Competency Assessment Summary... 1 Management challenges... 2 GNWT Competencies... 4 Goal setting and learning plan... 7
Your Guide to Individual Development Planning
Your Guide to Individual Development Planning Updated 3/2/2015 1 Introduction A commitment to continuously learning and developing knowledge and skills that are valued by the University opens the door
23/12/2014. Job analysis. Performance standards. The performance appraisal system. Assessing performance. Performance review
1 5. Managers must decide who conducts the performance appraisal. Immediate supervisors are the frequent choice, but, they are by no means the only choice. 360-degree feedback is the process by which an
NRCS PERFORMANCE MANAGEMENT IMPLEMENTATION GUIDANCE FOR NEW 5 LEVEL PERFORMANCE MANAGEMENT SYSTEM
NRCS PERFORMANCE MANAGEMENT IMPLEMENTATION GUIDANCE FOR NEW 5 LEVEL PERFORMANCE MANAGEMENT SYSTEM INTRODUCTION This is an at-a-glance tool for establishing hardcopy performance plans, conducting midyear
CORPORATE AUDITOR SERIES
CORPORATE AUDITOR SERIES INCLUSIONS This is a four level series that applies to positions that provide professional audit services from within Internal Audit and Consulting Services or the Office of the
Mailing Address: 2001 Capitol Avenue, Room 128, Cheyenne, Wyoming, 82002-0060. Telephone: 307-777-6738 Fax: 307-777-6659 Email: dean.fausset@wyo.
Innovative State Human Resource Management Program Program Title: Performance Management Initiative State: Wyoming Contact Person and Title: Dean Fausset, Administrator Agency: Administration and Information
Internal: Executive Manager, Sales & Customer Relations General Manager Frank. Channel Growth Manager
Position Description Employee: Position title: TBD Client Relationship Manager Location: Head Office: 60-68 Moorabool Street, Geelong Grade: Management Team Organisation: Sales & Customer Relations The
Performance Evaluation System (PES) Instruction Guide
Performance Evaluation System (PES) Instruction Guide The State of New Jersey Performance Evaluation System (PES) Program Completion Instructions INTRODUCTION Performance assessment is an important part
FY 2014 Senior Executive Service (SES) Performance Management Training
FY 2014 Senior Executive Service (SES) Management Training HC-40 February 2014 OFFICE OF THE CHIEF HUMAN CAPITAL OFFICER Table of Contents Overview Planning Monitoring and Developing Rating Rewarding Executive
Performance Management Readiness Survey
Performance Management Readiness Survey Attachment for Deliverable # 2 The following survey has been designed to help agencies determine their readiness for implementing, and/or level of implementation
PENNSYLVANIA STATE SYSTEM OF HIGHER EDUCATION EMPLOYEE PERFORMANCE REVIEW
GENERAL INFORMATION PENNSYLVANIA STATE SYSTEM OF HIGHER EDUCATION EMPLOYEE PERFORMANCE REVIEW Form Applies to AFSCME, NURSES, POLICE & PHYSICIANS TYPE REPORT INTERIM PROBATIONARY ANNUAL EMPLOYEE NAME JOB
INTRODUCTION PART ONE: REVIEW OF PERFORMANCE ELEMENTS
INTRODUCTION This recommended performance appraisal form incorporates extensive feedback from University of California supervisors and managers. It captures the basic principles of effectively evaluating
EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM MODEL POLICY (Revised and Effective 11/1/09) MANDATORY BASELINE EPMS SYSTEM
EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM MODEL POLICY (Revised and Effective 11/1/09) THE LANGUAGE USED IN THIS DOCUMENT DOES NOT CREATE AN EMPLOYMENT CONTRACT BETWEEN THE EMPLOYEE AND THE AGENCY. THIS DOCUMENT
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
MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS
Overview MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS Building on research and work with literally thousands of managers over the past thirty years, Management Systems has developed
BSBMKG609 Develop a marketing plan
BSBMKG609 Develop a marketing plan Release: 1 BSBMKG609 Develop a marketing plan Modification History Release Release 1 Comments This version first released with BSB Business Services Training Package
Interim Performance Management System for Positions Transitioning to the GS from NSPS. Department of the Navy Handbook. Version 2.
Interim Performance Management System for Positions Transitioning to the GS from NSPS Department of the Navy Handbook Version 2.0 September 2010 Table of Contents INTRODUCTION 3 BACKGROUND 3 WHO IS COVERED?
Tacoma Pierce County Health Department Employee Development and Performance Review
Tacoma Pierce County Health Department Employee Development and Performance Review The purpose of the performance and development system at Tacoma-Pierce County Health Department is to continuously develop
CIVIL SERVICE COMMISSION S PERFORMANCE MANAGEMENT SYSTEM Victoria Valeriano
CIVIL SERVICE COMMISSION S PERFORMANCE MANAGEMENT SYSTEM Victoria Valeriano I. RATIONALE Human resources are an agency s most valuable asset. They define the efficiency, effectiveness and over-all quality
Introduction to the Annual Appraisal Process
NORWICH UNIVERSITY PERFORMANCE MANAGEMENT Introduction to the Annual Appraisal Process In order to improve the process of performance planning and review for staff at Norwich University, we are proposing
Annual Performance Evaluation Form
Annual Performance Evaluation Form Instructions & Guidelines Performance Evaluation Form Instructions: The purpose of this performance evaluation form is to establish goals and expectations for the current
PERFORMANCE APPRAISAL EMPLOYEE GUIDE
PERFORMANCE APPRAISAL EMPLOYEE GUIDE TABLE OF CONTENTS INTRODUCTION...3 THE PERFORMANCE APPRAISAL FORM...4 Performance Factors...4 Performance Levels...4 Performance Appraisal Rating...5 Appraiser s Overview
Lincoln Park Public Schools Occupational Therapist Evaluation
Lincoln Park Public Schools Occupational Therapist Evaluation Occupational Therapist: Evaluator: Date: DOMAIN: Planning and Preparation COMPONENT Ineffective 1Point Minimally Effective 2 Points Effective
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...
JOB PERFORMANCE APPRAISAL Monroe County Community College Administrators. Name: Position: Supervisor: Evaluation Period:
JOB PERFORMANCE APPRAISAL Monroe County Community College Administrators Name: Position: Supervisor: Evaluation Period: Instructions: Supervisors write comments to describe the work performance in each
LUKHANJI MUNICIPALITY PERFORMANCE MANAGEMENT FRAMEWORK
LUKHANJI MUNICIPALITY PERFORMANCE MANAGEMENT FRAMEWORK INTRODUCTION The Municipal Systems Act, 2000, which requires a municipality to establish a performance management system that is: Commensurate with
Process Management: Creating Supply Chain Value
Process Management: Creating Supply Chain Value Carol L. Marks, C.P.M., Director of Purchasing and Business Management Systems Industrial Distribution Group, Southern Division 704/398-5666; carol.l.marks@idg-corp.com
Skate Canada - Ontario Section
Executive Director General: In May 2016, the process to amalgamate the four current Skate Canada Ontario Sections and Skate Ontario, the recognized provincial sport organization (PSO) into one unified