School ADvance Non-Instructional Director, Coordinator, and Administrative Assistant Rubrics Performance Review and Feedback Process and Tools

Transcription

1 Schl ADvance Nn-Instructinal Directr, Crdinatr, and Administrative Assistant Rubrics Perfrmance Review and Feedback Prcess and Tls Preface The Schl ADvance nn-instructinal administrative and staff perfrmance review and develpment prcess is designed t prvide specific and timely feedback t all persnnel n key perfrmance indicatrs. The purpse f this feedback is t prvide staff with recgnitin f their accmplishments and cntributins t the rganizatin alng with a means t identify grwth edges that culd enhance perfrmance. Grwth edges are simply areas where it is pssible t develp further in the cnduct f ur jbs. Everyne has grwth edges; thus everyne has the pprtunity t grw in their rle in the rganizatin. The perfrmance review and feedback instrument is designed t help each persn find their strengths r areas f greater develpment while als identifying areas where their develpment is nt cmplete. The assumptin is that fr all f us t grw, we must be aware f ur grwth edges and strategic abut which f thse grwth edges require immediate attentin and which can be the fcus f lnger term grwth. The perfrmance review prcess fllws these simple steps: 1. Use either Part 1 (fr all nn-management staff) r bth Parts 1 an2 (fr management staff) f the perfrmance review and feedback instrument t cmplete a selfassessment. Fill in the circle next t each descriptr that yu believe yu can demnstrate applies t yu. Make sme ntes fr yurself n hw yu might prvide evidence r examples (if need) t supprt yur self-assessment. 2. Meet with yur supervisr t discuss yur self-assessment and determine what ther infrmatin yur supervisr needs t cmplete his r her assessment f yur perfrmance. 3. After yur supervisr cmpletes his r her assessment f yur perfrmance, meet again and have a dialgue t wrk thrugh: a. Any discrepancies between yur and yur supervisr s assessment b. Cnfirming and priritizing yur grwth edges c. Deciding which grwth edges t pursue with a specific perfrmance grwth plan (see Appendix A). It is suggested that grwth plans address nly 2-3 grwth edges in ne year unless the verall perfrmance prfile places the staff member in jepardy f cntinued emplyment in his r her jb. In cases f critical perfrmance deficits, the supervisr may elect t place the emplyee n a plan f assistance in lieu f the perfrmance grwth plan. d. Establishing a prcess and timeline fr nging perfrmance dialgue and feedback thrughut the next perfrmance review cycle. Nte: This is imprtant fr keeping the lines f cmmunicatin pen and fr achieving nging perfrmance dialgue between staff and their supervisrs. 4. During the perfrmance review cycle, make sure t recnnect with yur supervisr n a regular basis t share hw the wrk n yur perfrmance grwth plan is ging and t dialgue abut any perfrmance cncerns, need fr supprt, r ther issues that arise. 5. Prir t the next summative review at the end f the perfrmance review cycle, update yur self-assessment and perfrmance grwth plans t share with yur supervisr. T prepare fr implementing this perfrmance review prcess, there will be a staff wrkshp t explain the prcess, unpack the perfrmance review instrument and mdel hw t cmplete the prcess. Schl ADvance Nn-Instructinal Administrative and Staff Perfrmance Review System Draft_Reeves.P_

2 Schl ADvance Nn-Instructinal Administrative and Staff Perfrmance Review and Develpment Framewrk Perfrmance Level Dependability Quality f Wrk Jb Knwledge Respnse t Challenges Ethics and Integrity Cnsistently prduces high quality wrk withut trustwrthy behavirs Develped Independently creates and/r refines prcesses fr cmpleting jb respnsibilities in a timely fashin Is cnsistent with timely cmpletin f jb respnsibilities withut supervisin Is cnsistent with timely cmpletin f jb respnsibilities, but requires supervisin t sustain cnsistency Ineffective Is incnsistent with timely cmpletin f jb respnsibilities even with clse supervisin supervisin Independently develps ways t imprve the quality f wrk Wrk rarely cntains errrs, missins, r ther indicatrs f lw quality Finds and crrects prblems f wrk quality withut supervisr feedback Wrk ccasinally cntains errrs, missins, r ther indicatrs f lw quality Crrects prblems f wrk quality with supervisr feedback Wrk frequently cntains errrs, missins, r ther indicatrs f lw quality Fails t crrect prblems f wrk quality even with supervisr feedback Demnstrates levels f knwledge and skill beynd what is required t effectively carry ut cre jb respnsibilities Independently develps knwledge and/r skills t imprve jb perfrmance and assists in develping the knwledge and/r skills f thers Demnstrates high levels f knwledge and/r skills t effectively carry ut cre jb respnsibilities Independently seeks ut pprtunities t imprve knwledge and/r skills t enhance jb perfrmance Demnstrates basic levels f knwledge and/r skills t effectively carry ut cre jb respnsibilities Accepts pprtunities t imprve knwledge and/r skills t enhance jb perfrmance when initiated by supervisr Des nt demnstrate the basic knwledge and/r skills t effectively carry ut cre jb respnsibilities Shws lw interest r initiative tward imprving knwledge and Assists in reslving and/r preventing cnflict by facilitating cnstructive dialgue and fcusing n and facilitating prblem slving Respnds t challenging situatins and areas f ptential cnflict with tack, respect, maturity and cntributes t reslving the prblem Avids respnding with anger and/r aggressin, but smetimes needs redirectin n hw t handle challenging situatins r areas f ptential cnflict Respnds t challenging situatins and/r areas f ptential cnflict with anger, aggressin, lack f tack, disrespect, and/r immaturity Mdels highly ethical and Helps create a culture f highly ethical and trustwrthy behavir Cnsistently behaves in an ethical and trustwrthy manner Discurages unethical r dishnest behavirs amng c-wrkers Avids unethical and/r dishnest behavir Relies n supervisrs t address issues f unethical r dishnest behavir amng c-wrkers Allws self t behave in unethical r dishnest ways Resists supervisin n issues f ethics and hnesty Schl ADvance Nn-Instructinal Administrative and Staff Perfrmance Review System Draft_Reeves.P_

3 Perfrmance Level Develped Cperatin with C- Wrkers Mdels psitive, cperative, respectful, and supprting behavirs in wrking with c-wrkers and actively cntributes t a psitive wrking envirnment Maintains a cperative, respectful, and friendly demeanr in wrking with c-wrkers Avids vertly cnfrntatinal, disrespectful and/r uncperative behavir in wrking with cwrkers, but des nt make much effrt t engage r cperate with thers Ineffective Demnstrates cnfrntatinal, disrespectful and/r uncperative behavirs in wrking with cwrkers Interactins with C- Wrkers Helps create a climate f cnstructive feedback and appreciatin f the cntributins f all cwrkers Offers cnstructive feedback and acknwledges the cntributins f thers Avids criticism, but rarely finds ways t cmplement and acknwledge the cntributins f thers Is highly critical f thers in the wrk place skills related t cre jb respnsibilities Handling f Cncerns Prfessinalism Leadership Helps set the tne and mdel the way fr thers t handle persnal cncerns in a cnfidential, nndisruptive manner and fllw established channels fr reslutin Handles persnal cncerns in a cnfidential, nndisruptive manner, and fllws established channels fr achieving reslutin Handles persnal cncerns in a cnfidential, nndisruptive manner, but needs directin n hw t fllw established channels fr achieving reslutin Handles persnal cncerns in a manner that breaches cnfidentiality, fails t fllw established channels fr reslutin, and/r encurages Mdels a level f prfessinal dress and cmprtment at r abve the rganizatinal standard and cntributes t a cllabrative effrt t refine the prfessinal image f the ffice Maintains a level f prfessinal dress and cmprtment cnsistent with the rganizatinal standard and actively wrks t refine persnal prfessinal demeanr Maintains a level f prfessinal dress and cmprtment cnsistent with the rganizatinal standard Des nt maintain a level f prfessinal dress and/r cmprtment cnsistent with the rganizatinal standard Takes initiative t develp persnal leadership skills and capacities Fsters a culture f shared respnsibility and leadership in the rganizatin and helps thers develp leadership capacity Shws leadership in carrying ut persnal rle and respnsibilities in the rganizatin Seeks ut pprtunities fr leadership rles in the rganizatin Accepts respnsibility fr self and wn jb Accepts assigned leadership rles in the rganizatin Avids taking respnsibility fr self and wn jb Avids pprtunities fr leadership rles in the rganizatin Schl ADvance Nn-Instructinal Administrative and Staff Perfrmance Review System Draft_Reeves.P_

4 unrest amng cwrkers Perfrmance Level Initiative Creativity Prductivity Develped Resurceful in carrying ut bth cre and extended jb respnsibilities Finds ways t cntribute t the brader gals and wrk f the rganizatin Resurceful in carrying ut cre jb respnsibilities Will vlunteer t assist in areas utside f cre jb respnsibilities withut being asked Requires nly minimal supervisin t carry ut basic jb respnsibilities Will g beynd basic jb respnsibilities and assist in areas utside f cre jb respnsibilities when asked Ineffective Requires cnsistent supervisin t carry ut basic jb respnsibilities Respnds minimally r nt at all t requests t assist in areas utside f cre jb respnsibilities Frequently creates ways t imprve n the cnduct f wn duties and n the cnduct f brader rganizatinal functins Cnsistently lks fr and is pen t suggestins fr imprvements t the cnduct f jb duties Frequently, creates ways t imprve n the cnduct f jb duties Implements duties as prescribed, is pen t suggestins fr hw t imprve upn the cnduct f thse duties, and ccasinally initiates an imprvement Carries ut duties nly as explicitly prescribed by smene else and/r is resistant t suggestins fr imprvement Innvative wrker. Creates new ways f increasing prductivity either fr self, cwrkers, r the brader peratins f rganizatin Efficient wrker. Rarely falls behind, but if that happens, initiates r wrks with supervisr t make changes in wrk flw and prcesses t avid falling behind in the future Steady wrker. May ccasinally fall behind, but seeks ut slutins and/r assistance frm a c-wrker r supervisr fr catching up Slw wrker. Frequently falls behind and des nt seek ut slutins fr catching up Schl ADvance Nn-Instructinal Administrative and Staff Perfrmance Review System Draft_Reeves.P_

5 Additinal Evaluatin Elements fr Management Psitins Perfrmance Level Supervisin Visin Systems and Prcesses Capacity Develpment Develped Prvides staff with timely, cnstructive, and effective feedback t guide their develpment Prvides staff with timely, cnstructive, and effective feedback t guide their develpment Maintains versight f staff perfrmance, but has nt refined the skills r prcesses fr prviding timely, cnstructive and effective perfrmance feedback Ineffective Fails t prvide adequate versight f staff perfrmance and/r prvide timely r cnstructive feedback Prvides leadership and supprt fr the creatin f shared rganizatinal missin and visin alng with aligned gals and strategies Articulates a clear visin fr area f respnsibility, a shared visin with staff, and alignment f gals and strategies t that visin Articulates a clear visin fr area f respnsibility, but has nt established a shared sense f visin with staff r alignment f gals and strategies t that visin Des nt articulate a clear visin fr area f respnsibility Offers creative slutins t enhance the systems and prcesses fr the brader rganizatinal functins Has refined systems and prcesses fr wn wrk and assists staff in refining systems and prcesses fr their wrk Has develped sme basic systems and prcesses fr managing wn wrk and wrks with staff t help them develp systems and prcesses fr their wrk Is disrganized and/unstructured in wn wrk and des nt prvide any structure fr the wrk f thers Assists in assessing staff capacity fr achieving the rganizatins missin, visin and gals Assists in planning fr staff grwth and develpment in key capacity develpment areas Assists staff in identifying meaningful perfrmance grwth targets, develping effective perfrmance grwth plans, and mnitring bth the implementatin and impact f thse plans Wrks with staff t identify perfrmance grwth areas and perfrmance grwth plans, but is nt cnsistent in mnitring the implementatin f thse plans Des nt wrk with staff t identify perfrmance grwth areas and/r develp perfrmance grwth plans Schl ADvance Nn-Instructinal Administrative and Staff Perfrmance Review System Draft_Reeves.P_

6 Schl ADvance Nn-Instructinal Administrative and Staff Perfrmance Review System Draft_Reeves.P_