Tod To ay a s Ag enda
|
|
|
- Leona Wiggins
- 8 years ago
- Views:
Transcription
1 1
2 Today s Agenda o Engagement workgroup recommendations o Training for people managers on performance management o Improve the performance management process o Staff recognition o What can managers and employees do now? 3/25/2014 2
3 Performance Management Workgroup Recommendations 1. Expand and enrich training for people managers on performance management overall, but especially with regard to managing underperformers. 2. Continually improve ethe eperformance measurement e e tprocess, including cud performance standards, performance objectives, and the annual performance evaluation such that measures include anchors to specific competencies important to the employee s department, based on the department s definition (and refinement) of what performance excellence means. 3. Increase staff recognition by directly communicating and demonstrating appreciation for quality performance and extraordinary contributions. 3
4 Training for people managers on performance management Currently available: For supervisors: Four part Performance Management series Setting performance expectations Coaching for improved performance Conducting performance appraisals Developing employees through delegation For staff: Employee Role in Performance Reviews session 4
5 Training for people managers on performance management In development: On line people management tools and training (Fall 2014) Under consideration: Certification program for supervisors Setting goals and expectations Performance management Hiring and compensation Rewards and recognition Supporting employee development 5
6 Improve the performance management process President s Efficiency Review Working Group: UCOP will transition to a standard, electronic method of performance appraisal by July, 2014 o All performance appraisals will use the electronic system. o The move to an online system will reduce manual reporting and improve accountability and service metrics. o This change is a direct response to the recent staff engagement survey. 6
7 Improve the performance management process Senior leaders establish the importance of managing performance Leverage the implementation of online performance appraisal process to engage entire OP community Incorporate broader performance best practices into systems implementation opportunity to enhance goal setting process HR available to facilitate evaluation calibration sessions for managers within a department HR work with senior leaders to review ratings to ensure greater consistency Incorporate performance feedback messaging into existing communication tools, i.e. HR Update 7
8 Timeline Performance Management (June July 2014) On line Supervisory Training (Fall 2014) Career Planning & Compensation at UC (Summer 2014) 3/25/2014 8
9 Staff Recognition Current recognition programs: Spot awards Non cash cards STAR awards one time cash awards for exemplary performance/contribution President s Innovation and Impact award exemplary service to UCOP Under Consideration: Central Recognition Fund Greater publicity of STAR awards Implementation of bear hugs $3 or $5 coupons for events 9
10 What can managers do now? Communicate goals and expectations to team Schedule sessions with HR: training for you and your people p managers facilitated performance calibration session with you and your people managers 10
11 What can employees do now? Get clarification from manager regarding specific goals and expectations Ask for performance feedback, i.e. quarterly, at conclusion of a project, meeting, etc. 11
12 Questions? 3/25/
2012 UC CUCSA Staff Engagement Survey. January 13, 2014
2012 UC CUCSA Staff Engagement Survey Performance Management Workgroup January 13, 2014 Performance Management Workgroup Primary Group Garen Corbett (Facilitator) Ryan Chan (Co Facilitator) Pei Ru Chao
Merit Pay Planning and Implementation Guide
Document 3 Merit Pay Planning and Implementation Guide In This Guide Introduction Compensation Principles for Non Academic Staff Key Considerations Prepare Design Implement Related Policies Training Additional
Modern Performance Management and Next-Generation Recognition and Rewards
Modern Performance Management and Next-Generation Recognition and Rewards Stacia Sherman Garr Senior Analyst, Bersin & Associates Copyright 2011 Bersin & Associates. All rights reserved. About Bersin &
Quality Service Leadership Team Charter
Sample Cross-Functional Team Charter Quality Service Leadership Team Charter STATEMENT OF PURPOSE The Quality Service Leadership Team (QSLT) is a multi-level, cross-functional team responsible for initiating
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
DHHS POLICIES AND PROCEDURES
DHHS POLICIES AND PROCEDURES Section V: Human Resources Revision History: 7/1/03, 4/1/04 Original Effective Date: 7/1/91 Purpose The purpose is to ensure that all new or promoted supervisors and managers
University of California, Berkeley
University of California, Berkeley Performance Management Executive Briefing As part of UC Berkeley s commitment to excellence, we must support the excellence of our staff. The process of Performance Management
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
Certified Performance Appraisal Manager VS-1011
Certified Performance Appraisal Manager VS-1011 Certified Performance Appraisal Manager Certification Code VS-10 1011 11 Vskills certification in Performance Appraisal Management focuses on devising a
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
Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES
Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES What is employee satisfaction? Employee satisfaction is the individual employee s general attitude towards the job. It is also an employee
HR Trends & Priorities for 2012. McLean & Company 1
HR Trends & Priorities for 2012 McLean & Company 1 Executive Summary McLean & Company fielded its 2012 HR Priorities Survey with both HR and business respondents. Of the seven main areas in HR, Leadership
Talent Management & Succession Planning Masterclass
Talent Management & Succession Planning Masterclass The Capital 20 West Hotel, Johannesburg, South Africa 24 27 March 2015 WHAT YOU WILL ACHIEVE: Increase your working knowledge and your ability to manage
JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN
DEPARTMENT OF HUMAN RESOURCES JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN Introduction Human resource strategies are institutional efforts to support people (leaders, faculty and staff) to contribute to
Getting The Most Out of the Performance Management System. Human Resources 2015
Getting The Most Out of the Performance Management System Human Resources 2015 Purpose of Today s Training Help employees prepare to write and participate in a high quality performance appraisal. Agenda
A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal
A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal Karen N. Caruso, Ph.D. What is Performance Calibration? Performance Calibration
Workforce Focus. Presenter: Rich Lowe, Senior Vice President, Human Resources
Workforce Focus Presenter: Rich Lowe, Senior Vice President, Human Resources Human Resource Organization Senior VP DIRECT REPORTS Compensation & Benefits Recruiting Service Excellence Institute for Learning
Certified Human Resources Manager VS-1002
Certified Human Resources Manager VS-1002 Certified Human Resources Manager Certification Code VS-1002 Vskills certification in Human Resources assesses the candidate on company s Human Resources needs.
Roles and Responsibilities for the Human Resource Business Challenge
Roles and Responsibilities for the In 2006 the BC Public Service began a major change initiative; to reinvent the BC Public Service as an employer. The first corporate human resource plan for the province
Career Development and Succession Planning. Changing Landscape of HR 2012 Conference
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
How To Understand Organizational Power And Politics
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
Performance Management Workgroup. January 13, 2014. Executive Summary STAFF ENGAGEMENT SURVEY
Executive Summary STAFF ENGAGEMENT SURVEY In 2012, CUCSA implemented a Staff Engagement Survey with the aim of understanding the current state of engagement of the UC workforce system-wide and what drives
ASSESS PERFORMANCE EFFICIENTLY AND EFFECTIVELY
ASSESS PERFORMANCE EFFICIENTLY EFFECTIVELY Performance evaluations can be used effectively to recognize, reward, develop, redirect, and document the performance of your employees. Included with this Participant
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland
Supervisor s Introduction to the Performance Management Process: Pre-Class Study Materials
Supervisor s Introduction to the Performance Management Process: Pre-Class Study Materials 1 Welcome to the Performance Management Process Overview This brief overview of the Performance Management Planning
MANAGEMENT PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN
MANAGEMENT PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN PLEASE PRINT OR TYPE Date of Appraisal: Evaluating Manager: Division Head: LAST NAME FIRST INITIAL DATE HIRED DEPARTMENT / DIVISION JOB TITLE PURPOSES
Maximizing the Performance of Your Team
Maximizing the Performance of Your Team Overview How to work with your employees to ensure they re reaching their potential. Understand the individuals you manage and your team Set goals and make performance
From Performance Appraisal to Performance Excellence
From Performance Appraisal to Performance Excellence When visiting NASA, President John Kennedy came across a cleaner and asked him what do you do around here? The cleaner replied: I contribute to NASA
UC Merced Performance Appraisal Employee Information. Appraisal Ratings. Part One: Core Competencies. Competency Comments: Performance Assessment
UC Merced Performance Appraisal Employee Information Name: Division: Job Title: Department: Supervisor's Name: Title Unit Code: Period Covered By This Appraisal: From: To: Appraisal Ratings Far Exceeds
PERFORMANCE APPRAISAL FOR MIDDLE MANAGEMENT
BOARD PROCEDURE Approval Date 2010 Review Date 2015 Contact Person/Department Human Resources Administrator Replacing All previous policies Page 1 of 12 Identification HR-4540 PERFORMANCE APPRAISAL FOR
2/8/2013. Agenda. Performance Management. Setting the Stage. University of California
University of California Performance Management Theories, Realities, and Approaches to Auditing 2013 University of California Compliance and Audit Symposium 1 Agenda Introductions and objectives for today
Choosing a Performance Management System that Performs
Choosing a Performance Management System that Performs INTRODUCTION Most organizations consider performance assessment processes as being an important employee intervention activity. Most of them have
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
Supervisor s Guide to Performance Management: Performance Evaluation 1
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
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
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
GLOBAL PERFORMANCE MANAGEMENT TRENDS
GLOBAL PERFORMANCE MANAGEMENT TRENDS The performance management process has been an established business practice for more than 50 years, yet for many companies it remains one of the more challenging aspects
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
Succession Planning Process
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
The Myths of Performance Management Strategies for Selecting and Implementing the Right Solution
The Myths of Performance Management Strategies for Selecting and Implementing the Right Solution Dr. Katherine Jones Director and Principal Analyst, Bersin & Associates Copyright 2012 Bersin & Associates.
PERFORMANCE DEVELOPMENT PROGRAM (PDP) REFERENCE GUIDE
PERFORMANCE DEVELOPMENT PROGRAM (PDP) REFERENCE GUIDE Revised 04/2012 WHAT IS THE PDP? The Performance Development Program (PDP) is Michigan State University s performance appraisal program for support
How To Plan For A Career
Succession Planning Rick Howell New Seasons Market May 2013 What is Succession Planning? Succession planning is the long-term approach to developing talent for the organization s future needs. It involves
6/22/2012. Governance, cost management, transparency and fairness. Does your Performance Management Work? Simone Martina
Governance, cost management, transparency and fairness. Does your Management Work? Simone Martina 1 A Solid Platform Key Features Investment Experience since 1928 Pioneer Fund, the third oldest mutual
Running Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM
HeartShare s Management Training Program 1 Running Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM HeartShare s Management Training Program COA Innovative Practices Award Case Study Submission HeartShare
Performance Management Review Process Draft for Management Consultation Review
Draft for Management Consultation Review Policy 505: Performance Management Review Process Policy Category: Professional Development Who Is Covered: All employees whose position is designated to be in
Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
LINKING PERFORMANCE MANAGEMENT AND PAY- FOR-PERFORMANCE. Sandrine Bardot CompensationInsider.com
LINKING PERFORMANCE MANAGEMENT AND PAY- FOR-PERFORMANCE Sandrine Bardot CompensationInsider.com Agenda 2 Case study 1 Case study 2 Tips for implementing a Pay-for-Performance system Potential risks Enablers
UNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 39. Talent Management Framework
(ll) UNOPS UNITED NATIONS OFFICE FOR PROJECT SERVICES Headquarters, Copenhagen 30 December 2011 ORGANIZATIONAL DIRECTIVE No. 39 Talent Management Framework I. In line with UNOPS HR Strategy "Putting people
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
Talent as a Top Priority and Challenge
Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,
PERFORMANCE APPRAISAL & PLANNING GUIDE
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
Human Capital Update
Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:
GOALS AND OBJECTIVES HUMAN RESOURCES DEPARTMENT OF 2015-2018. February 3, 2015 UPDATE AS OF 4:30 PM
GOALS AND DEPARTMENT OF OBJECTIVES HUMAN RESOURCES 2015-2018 February 3, 2015 UPDATE AS OF 4:30 PM HR MISSION AND VISION Human Resources Mission We provide a positive HR service experience for applicants,
HR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5
HR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5 VISION We stand proudly on the leading edge of innovative HR practices to make a real difference in the success of our people. MISSION Using the Guiding Beliefs
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire
Social Media Strategies for Learning & Development and Talent Acquisition
Social Media Strategies for Learning & Development and Talent Acquisition Valerie Collado, Director of Corporate Communications & Karen Clay Toren, Director of Talent Management Agenda VWR Business Overview
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.
PERFORMANCE EVALUATION FORM
UNIVERSITY OF CALIFORNIA - OFFICE OF THE PRESIDENT PERFORMANCE EVALUATION FORM Employee Name Dept.: Division Unit: Job Title Period covered by this evaluation Type of evaluation Probationary From: / /
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
Staff performance review. Paulo Aguiar, Tallinn, 13/01/2015
Paulo Aguiar, Tallinn, 13/01/2015 Learning Objectives Develop a staff performance system Identify staff performance components Understand how to relate the staff performance system with recognition mechanisms
Performance Management. A briefing for new managers
Performance Management A briefing for new managers Today s Agenda Overview Performance Management at Northeastern Feedback Framework Introduction of Performance Ratings/ Activity Self Assessment Evaluating
The Performance Management Process How to establish goals, objectives and KPI s
Performance Management Part 3 The Performance Management Process How to establish goals, objectives and KPI s Agenda Review of what is Performance Management? Developing measures Goals, Objectives & KPI
2014-15 NON-REPRESENTED STAFF SALARY PROGRAM/ CALL FOR PERFORMANCE APPRAISALS JULY 1, 2013-JUNE 30, 2014
April 21, 2014 2014-15 NON-REPRESENTED STAFF SALARY PROGRAM/ CALL FOR PERFORMANCE APPRAISALS JULY 1, 2013-JUNE 30, 2014 Salary Program The 2014-15 salary program is a 3% salary program for non-represented
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
Would I Follow Me? An Introduction to Management Leadership in the Workplace
Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.
Probation at ECU Academic and General Staff Guidelines for Managers/Supervisors
Probation at ECU Academic and General Staff Guidelines for Managers/Supervisors Your role and responsibility is to lead the process and to ensure on behalf of the University that the new employee meets
UC Career Tracks Frequently Asked Questions (FAQs) General
UC Career Tracks Frequently Asked Questions (FAQs) General Career Tracks Project 1. What is Career Tracks? Career Tracks is a new job classification structure that aligns jobs at the University to their
Performance Vector. CAPT Tom Broderick, Program Manager LCDR Mark Bourne, Project Officer. Navy Personnel Command, Millington TN 1
Performance Vector CAPT Tom Broderick, Program Manager LCDR Mark Bourne, Project Officer Navy Personnel Command, Millington TN 1 Performance Vector: Mission I need a personnel system that is able to compete
Performance Management Process. Department of Human Resources Presented by: Wendy Davis
Management Process Department of Human Resources Presented by: Wendy Davis 1 Agenda Why Management? Management Cycle Roles Job Descriptions Goal Setting and Development Plan Mid Year Review Self Assessment
Helvetia Group. Human resources policy
Helvetia Group Human resources policy Dear colleagues Our human resources policy is based on our mission statement To excel in growth, profitability and customer loyalty and is lived and implemented throughout
Performance Evaluation for Exempt Employees Employer Instructions
Performance Evaluation for Exempt Employees Employer Instructions 1. Review employee's performance for the entire period. Refrain from basing judgments on recent or isolated events only. Disregard your
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
TODAY S TALENT TOMORROW S SUCCESS New Hire Initiative
TODAY S TALENT TOMORROW S SUCCESS New Hire Initiative Kristie Citraro & Lisa Brooks Customer Care Ohio s Health Insurance Since 1934 NEW HIRE INITIATIVE: Agenda Why the Change? Part 1 Recruitment Process
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.
Performance Management Training for Supervisors
Performance Management Training for Supervisors Facilities Human Resources and Diversity Council Fall 2012 WHY ARE WE HERE? 1 2 3 4 5 6 Further goals of career advancement for all staff Highlight relationship
Human Resource Management Report
Washington State Human Resource Management Report Prepared by: Department of Personnel April 2006 (rev 6/06) Updated through FY 2006 1 st & 2 nd Quarters 1 Human Resource Management Report - Reporting
SUCCESSION PLANNING. Susan A. Henry May 2012
SUCCESSION PLANNING Susan A. Henry May 2012 Introductions Who we are What are your expectations for the day Naming of a Scribe for the Day Workshop Objectives To understand your role in succession planning.
U.S. Department of Justice. Mission First...Linking Strategy to Success
U.S. Department of Justice Mission First...Linking Strategy to Success Department of Justice Human Capital Strategic Plan 2007-2012 Table of Contents Foreword.......................................................................1
Amherst College Office of Human Resources PERFORMANCE MANAGEMENT PROCESS GUIDE
Amherst College Office of Human Resources PERFORMANCE MANAGEMENT PROCESS GUIDE March 2015 TABLE OF CONTENTS Introduction........................................................... 3 Preparing for the Performance
Everyone agrees that an employee referral is the best way to find great people for your organization. The numbers bear this out.
Tips to improve your Employee Referral Program Opening the doors of opportunity to talented professionals. Everyone agrees that an employee referral is the best way to find great people for your organization.
Recommended Staff Survey Action Items
Recommended Staff Survey Action Items Background In February 2, the University distributed a Staff Survey to all 5+ Academic Division staff, designed to get a sense of employee satisfaction among staff
1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION
1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority
STRATEGIC PLAN FISCAL YEARS ENDING JUNE 30, 2016 - JUNE 30, 2021
Governor C. L. Butch Otter David Fulkerson, Interim Administrator STRATEGIC PLAN FISCAL YEARS ENDING JUNE 30, 2016 - JUNE 30, 2021 Mission: To provide information and analysis to the Governor s office,
2015-2016 Creighton University Annual Staff Performance Review Frequently Asked Questions
2015-2016 Creighton University Annual Staff Performance Review Frequently Asked Questions Table of Contents Timelines and Process Overview pg 2-3 Objectives and Goals. pg 3-4 Competencies....pg 4 Rating..pg
ADMINISTRATOR PERFORMANCE APPRAISAL GUIDELINES
ADMINISTRATOR PERFORMANCE APPRAISAL GUIDELINES The Performance Appraisal Process at Madison College is designed to accomplish the following objectives: Encourage meaningful communication between the employee
Sample Performance Appraisal
Sample Performance Appraisal Employee Name: Employee Job Title: Review Period Start: Review Period End: Hire Date: Location: Supervisor: Appraisal Date: General Information The purpose of the review is
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
Recognition of Prior Learning (RPL) BSB40515 Certificate IV in Business Administration
Recognition of Prior Learning (RPL) BSB40515 Certificate IV in Business Administration What is RPL? RPL recognises that you may already have the skills and knowledge needed to meet national competency
Performance Review Documentation for Duke University Employees
Performance Review Documentation for Duke University Employees At Duke, annual reviews are required. Mid-Year reviews may also be required by the department. Below are the steps in the performance management
HR Strategic Plan 2015-2019
HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction Set of steps triggered by an
Middlebury College Annual Performance Summary Reference Guide - Please contact Human Resources with questions -
Contents: The Process The Timeline The Annual Performance Summary Pay Increases Middlebury College Annual Performance Summary Reference Guide - Please contact Human Resources with questions - The Process:
ACI-NA 2010 Spring Conference Integrated Talent Management
ACI-NA 2010 Spring Conference Integrated Talent Management Michelle A. Hebert Talent Management Administrator Hartsfield-Jackson Atlanta International Airport April 16, 2010 1 Hartsfield-Jackson Atlanta
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
Performance Management Consultancy
Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management
Champlain College Performance Management
Champlain College Performance Management 2014/2015 Training Session for Employees 1 Objectives 2015 Themes: Reflect, Review and Plan Development and Performance Engagement Connection to the 2020 Plan 2
Course Descriptions for the Business Management Program
Course Descriptions for the Business Management Program Upon completion of two quarters, students will earn a Professional Certificate in Business Management with a specialization in a chosen area: HR,
Performance Review Process
Performance Review Process An eperformance Step-by-Step Guide TABLE OF CONTENTS Clicking on an item in the Table of Contents will take you to step-by-step instructions. About eperformance Accessing the