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

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1 1. ADMINISTRATIVE POLICIES AND PROCEDURES SECTION B -HUMAN RESOURCES TITLE: PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES 1-B-25 POLICY NUMBER: EFFECTIVE: APPROVAL/REVIEW MEETING: /SA-90-16, /SA-97-01, /SA-98-05, /SA-99-09, /SA-00-06, /AC-04-04, /AC-04-07, /AC-05-02, /AC-06-07, /SLC-10-10, /SLC Effective ) NEXT REVIEW: POLICY SPONSOR: Director, Human Resources REFERRAL COMMITTEE: Senior Leadership Council 1. PURPOSE The purpose of this policy is to provide a system for setting annual performance objectives and for effective regular review and development of Administrative Employee job performance. The policy also provides a framework for fair and consistent determination of salary adjustment that may arise from such review. 2. DEFINITIONS Administrative Employee: An employee who is subject to the Terms and Conditions of Employment for Administrative Staff. Compensation Year; Performance Year: The period from April 1 to the following March 31. Performance Plan: Performance Review: A set of performance objectives for an administrative employee that align primarily with a Faculty Operations Plan or Enabling Plan, which in turn relate directly to the College Strategic Directions. The evaluation of an employee s job performance regarding achievement of the objectives of the Performance Plan. An employee s job performance includes both an assessment of what was achieved and how it was achieved. 1-B-25 PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES Page 1 of 10

2 3. THE POLICY 3.1. Principles Objectives are based on goals, objectives and activities specified in Faculty Operations and Enabling Plans and are established jointly between the supervisor and employee Objectives are specific, measurable, achievable, realistic and time-based. If objectives are multi-year, annual milestone measures are established. Methods of measurement are specified for each objective The Performance Review is based on measurable results related to established objectives While the Performance Review process involves discussion and mutual agreement, the supervisor is ultimately responsible for recommendations with respect to the Performance Review and assessment The review and assessment of performance should be fair and consistent for all administrators The supervisor provides ongoing feedback and coaching to ensure that the employee knows how performance is tracking against expectations Annual Performance Reviews are completed by May 31 following the end of the Performance Year. Decisions, if any, regarding compensation adjustment are made by June 30 and are retroactive as appropriate Responsibilities Supervisors At each level of administration, the supervisor is responsible for working with each employee to establish objectives for the current Performance Year by May 31. Objectives follow the principles stated above. The supervisor annually conducts a Performance Review for each directlyreporting Administrative Employee in accordance with the attached Procedures. Further, the supervisor conducts Performance Reviews every six months for at least one year for: Probationary Administrative Employees, and Administrative Employees in new positions or with significant new or additional duties Director, Human Resources The Director develops and implements procedures as are necessary to implement this policy. Such procedures are attached to this policy in the College 1-B-25 PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES Page 2 of 10

3 Policy Manual. Changes to such procedures may be posted without reference to Senior Leadership Council Performance Level Ratings Based on the most recent Performance Review one of the following ratings will apply to individual performance for the year: Exceptional: Performance is recognized as a model of excellence. Significant developments which advance the strategic directions of the College are apparent. All established objectives set at the beginning of the performance cycle are consistently exceeded. Additional challenging objective(s) that have emerged during the year have stretched performance to higher levels. Extraordinary level of performance is recognized by others. Only used for individuals at top of the range. Often Exceeds Expectation: Performance is consistently beyond job requirements for experience and responsibility level. Developments which advance the strategic directions of the College are apparent. Most or all established objectives set at the beginning of the performance cycle are consistently exceeded. Additional challenging objective(s) that have emerged during the year have stretched performance to higher levels. Fully Meets Expectation: Achieves performance expectations for experience and responsibility level. Most or all objectives are met at a proficient level and sometimes exceeded. Initiative and full competence are demonstrated. Employee is a consistently strong performer in all areas of responsibility. Development Needed: Some areas of performance need improvement. While the employee has achieved many objectives at a satisfactory level, several important requirements are not demonstrated at a fully proficient level. Job-related competencies are not consistently demonstrated for experience and responsibility level. There is a recognizable requirement for the development. Unsatisfactory Performance: Not meeting acceptable minimum performance expectation for experience and responsibility level. Demonstration of improvement in some to most areas of performance is required Performance Compensation s Compensation adjustments for Administrative Employees may include merit and economic adjustments determined in accordance with the attached Appendix A Performance compensation adjustments as determined by the President may be awarded to full-time Administrative Employees actively on payroll the effective date of the adjustment Performance compensation adjustments effective after an Administrative Employee has retired or resigned are paid for the relevant period of employment. Pension eligibility of such adjustments is in accordance with the 1-B-25 PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES Page 3 of 10

4 administrative guidelines of the CAAT Pension Plan An Administrative Employee who has been terminated is not eligible for a performance compensation adjustment. 4. REFERENCES Board Policy: D-65: Compensation and Terms and Conditions of Employment for Administrative Staff College Policies: 1-B-07: Professional Development Leaves 1-B-20: Full-time Administrative Compensation Human Resources Forms - Available on the MyFanshawe portal (MyFanshawe Home > Employee Services > Human Resources): Guidelines for Performance Plan and Review Checklist for Submitting Your Performance Review and Performance Plan form Performance Plan and Review form Exceptional Performance Rating Recommendation form Often Exceeds Performance Rating Recommendation form Online Instruments Available by arrangement through Human Resources: Performance Feedback Questionnaire Leadership Feedback Survey College Documents: Fanshawe College Terms and Conditions of Employment for Administrative Staff 5. ATTACHMENTS Appendix A: Performance Compensation s For Administrative Employees Procedure A: Performance Planning And Review For Administrative Employees B-25 PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES Page 4 of 10

5 APPENDIX A PERFORMANCE COMPENSATION ADJUSTMENTS FOR ADMINISTRATIVE EMPLOYEES Performance Compensation s are calculated and applied in accordance with the following: 1. Each year the President determines the performance compensation adjustments to be applied to base salaries and the maximum adjustment for the Exceptional rating (see Table B below). 2. The Performance Compensation for an Administrative Employee is determined from the lists and tables below according to: The employee s position on the salary range for the Pay Band for their position, and The performance level rating determined under Procedure A. 3. For the Development Needed rating, if performance warrants and the employee is below the maximum of the range in their payband, the President determines a merit compensation adjustment, within the range prescribed in Table A below. 4. Employees receiving an Unsatisfactory Performance rating are not eligible for any economic adjustments or merit adjustments. 5. A New Administrative Employee is eligible at the end of the Compensation Year for a pro rata performance compensation adjustment applicable to their performance rating as follows: Employees hired in the 1 st quarter (April June) are eligible for the full compensation adjustment. Employees hired in the 2 nd quarter (July September) are eligible for 2/3 of the adjustment. Employees hired in the 3 rd quarter (October December) are eligible for 1/3 of the adjustment. Employees hired in the 4 th quarter (January March) are not eligible for the adjustment. 6. An Administrative Employee appointed to another administrative position during a compensation year is eligible at the end of the Compensation Year for a Performance Compensation applicable to their performance in both positions. 7. An Administrative Employee on any type of continuous leave of absence or short term disability during a Compensation Year is eligible at the end of the Compensation Year for a pro rata performance compensation adjustment applicable to their performance rating as follows: 1-B-25 PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES Page 5 of 10

6 Employees on leave less than 3 months are eligible for the full compensation adjustment. Employees on leave greater than 3 months and up to 6 months are eligible for 2/3 of the adjustment. Employees on leave greater than 6 months and up to 9 months are eligible for 1/3 of the adjustment. Employee s on leave greater than 9 months and up to 12 months are not eligible for the adjustment. 8. An Administrative Employee on a Professional Development Leave pursuant to Policy 1-B-07 is considered for a Performance Compensation for the period of the leave if the measurable objectives established for the activity prior to the start of the leave are met. 9. Performance Compensation Tables The percentages shown in the tables below are applied to base salary up to maximum of range, except where noted. Table A - For Administrative Employees below the Maximum of Range in their Pay Band: Pay Band Exceptional Often Exceeds All Pay N/A Economic Bands plus N/A Up to 7% merit; any overage one-time 10-5 N/A Up to 6% merit; any overage one-time lump-sum Fully Meets Expectations Development Needed Economic Economic plus plus 5% merit Up to 2% merit 4% merit Up to 2% merit Unsatisfactory Performance No Economic No merit No merit 1-B-25 PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES Page 6 of 10

7 Table B - For Administrative Employees at Maximum of Range in their Pay Band: Pay Band Exceptional All Pay Economic Bands plus Up to 15% Up to 10% 11-9 Up to 7% 8-5 Up to 4% Often Exceeds Economic plus Up to 7.5% Up to 5% Up to 3.5% Up to 2% Fully Meets Expectations Economic Development Needed Economic Unsatisfactory Performance No Economic B-25 PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES Page 7 of 10

8 Policy 1-B-25 Procedure A: PERFORMANCE REVIEW and PLANNING FOR ADMINISTRATIVE EMPLOYEES Issued by the Director, Human Resources. Effective For the purposes of this procedure the phrase New Administrative Employees refers collectively to: Probationary Administrative Employees, New Administrative Employees from other employee groups who are not probationary, and Administrative Employees in new positions or in positions with significant additional or new duties. A. PERFORMANCE REVIEW AND PLANNING PROCESS GENERAL This process consists of the following components: 1. Performance Review Performance Feedback (using the 360 Performance Feedback Questionnaire or the Leadership Feedback Survey) 3. Performance Plan 4. Development Plan 1. Performance Review Annually, by May 31, Administrative Employees and their Supervisors complete a review of the employee s performance in the previous Performance Year. A Performance Feedback Questionnaire is completed per the instructions in the next section below. The employee completes a self-assessment recording accomplishments and outcomes relative to performance objectives set at the beginning of the year. Additional significant work and accomplishments are also recorded. The self-assessment is forwarded to the supervisor. Based on discussion between the employee and supervisor, the Performance Review is finalized by the supervisor. The review is recorded on the previous year s Performance Review and Plan form. For New Administrative Employees, if a full year has not passed, a review is done on performance from the time of hire to May Determination of Performance Ratings Performance Rating descriptions are found in Policy 1-B-25, section 3.3. Performance ratings include Fully Meets Expectations, Often Exceeds Expectation, Exceptional, Development Needed and Unsatisfactory Performance. 1-B-25 PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES Page 8 of 10

9 During the performance review, the supervisor can use the three ratings of Fully Meets Expectations, Development Needed or Unsatisfactory Performance. Prior to the final performance review meeting, the supervisor should discuss with their supervisor which of the three ratings applies to the employee s performance. If the supervisor plans to recommend a rating of Often Exceeds Expectation or Exceptional, the rating is recommended confidentially, in writing, to the supervisor s Vice-President. Rationale for the ratings is documented on an Exceptional Performance Rating Recommendation Form or Often Exceeds Expectation Performance Rating Recommendation Form. Vice-Presidents review performance rating recommendations for their area and submit final recommendations to the President by a date established by the President. The President determines which employees merit the Exceptional or Often Exceeds Expectations ratings. Decisions are communicated, in confidence, to the employee s Vice President for communication to employees. 3. Performance Feedback The 360 Performance Feedback Questionnaire is an online 360 performance feedback tool that is used to augment the Performance Review. It is implemented according to the employee s status following the instructions below. Human Resources notifies the supervisor when the Questionnaire is due. The complete report is sent to the Supervisor, should be discussed with the employee and appended to the Performance Review and Performance Plan. 3.1 For New Administrative Employees: Administered approximately six months after the hire date. 3.2 For Other Administrative Employees Up To and Including Pay band 11: Administered at least once every three years after the probation period. It can be administered more frequently at the request of either the employee or the supervisor. 3.3 For Other Administrative Employees in Pay band 12 and higher: The Leadership Feedback Survey is used for developmental purposes through the Leadership Excellence Program. Participation is initiated by HR when the administrator has been in the role for approximately eighteen months. It is repeated every three years. The results summary from the Leadership Feedback Survey Report can be used for performance review purposes. 1-B-25 PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES Page 9 of 10

10 4. Performance Plan For non-probationary Administrative Employees: Annually, by May 31, complete a Performance Plan. For New Administrative Employees: Within 2 months after appointment, the supervisor and the employee develop the Performance Plan with the Performance Objectives that could reasonably be applied for the remainder of the Performance Year. A Performance Plan is documented on a Performance Review and Plan form Performance objectives must demonstrate a clear connection to the appropriate Faculty Operations Plan or Enabling Plan, which in turn relate directly to the College Strategic Directions. 5. Submitting the Performance Review and Performance Plan By the due date of the Performance Review and Performance Plan, submit both to Human Resources with the Checklist for Submitting Your Performance Review and Performance Plan which lists the components to be submitted. Ensure signatures of the employee and supervisor are on the checklist. Prior to submission, the employee is provided with a copy of the completed Performance Review and Performance Plans and has seven calendar days to add comments and sign the signature sheet. The completed documents are filed in the Human Resources file for the employee. B. PERFORMANCE REVIEW PROCESS EMPLOYEE RETURNING TO BARGAINING UNIT When an Administrative Employee moves to or returns to a position in a bargaining unit during a Performance Year, the supervisor and the employee complete a mutual assessment of accomplishments to the date of transfer or leaving, with respect to the employee s objectives and organizational and job specific competencies. The Checklist for Submitting Your Performance Review and Performance Plan is completed and submitted with the Performance Review to the supervisor s supervisor and then to Human Resources. 1-B-25 PERFORMANCE PLANNING, REVIEW AND COMPENSATION ADJUSTMENT - ADMINISTRATIVE EMPLOYEES Page 10 of 10