Administrative Faculty Evaluation Workshop 2013

1. Administrative Faculty Evaluation Workshop 2013 Tim McFarling Associate Vice President, Human Resources

2. Learning Objectives This workshop will: • Emphasize the importance of creating alignment between the employee, manager and organization • Provide tips and suggestions for self-evaluation • Review the Competencies for Success used in evaluation • Demonstrate the use of IPO’s (Individual Performance Objectives) • Share ideas for employee engagement and recognition • Review evaluation process, ratings and dates

3. What is Wrong With Performance Evaluation? • Employees Dislikes • Rigid • Not Relevant • Judgmental • Supervisors Dislikes • Rigid • “The Form” • Time Intensive • Possible Confrontation/Disagreement

4. Why bother to evaluate? • Feedback is essential for employees • Some is better than none • Employees need to be heard • Create alignment between Employee - Manager - Organization • Set expectations • Higher productivity • Keep communication lines open

5. Creating Alignment Employee responsibilities aligned with unit? Employee responsibilities aligned with institution? Requires dialogue Requires direction

6. Self Evaluation Answer Four Questions What did I accomplish this year? What would I have liked to accomplish but didn’t? What did I learn about myself/the organization? What are my personal/professional development goals?

7. These questions are considered in the context of What did I accomplish this year? What would I have liked to accomplish but didn’t? What did I learn about myself/the organization? What are my personal/professional development goals? Job Responsibilities (PDQ) Goals or IPO’s for 2013 Competencies Unexpected Events Personal Development

8. Self-Evaluation Tips • Expectations – Manager and Employee • Format; Length; Content • Sources for Self-evaluation • Goals (IPO’s); calendar, project list, data • Self-reflection • Successes, Failures, Missed Opportunities

9. Where do I find resources. . . . ? www.unr.edu/hr

10. Competencies Overview of Competencies Competencies for Success

11. Financial Individual Manager Performs duties in a manner that optimizes financial resources. Continually evaluates and recommends operations to control costs and reduce expenditures. Seeks collaborative opportunities to maximize efficiencies. • Continually evaluates and recommends operations to control costs and reduce expenditures. • Seeks collaborative opportunities to maximize efficiencies. • Manages budget for optimal use of financial resources. • Controls operating costs. • Ensures that unit adheres to all fiscal policies and procedures.

12. Human Resources Individual Manager Follows established policies and procedures. Seeks development opportunities to improve personal performance. Provides relevant input to the policy development process. Supports a safe and harassment free environment by practicing behaviors that are respectful of all individuals. • Seeks development opportunities to improve personal performance. • Provides relevant input to the policy development process. • Manages people to achieve unit and university goals. • Clearly communicates direction and goals. • Models, understands and enforces personnel policies affecting unit/division. • Fosters a climate of employee development. • Ensures a safe and harassment free work place. • Provides constructive feedback to employees. • Treats employees in a fair and consistent manner.

13. Evaluation and PDQ’s. . . Who needs more paperwork? Performance Management Evaluation should include feedback on job responsibilities – guides performance Update PDQ as part of evaluation process

14. Ratings • Excellent: Met the requirements for ‘Commendable’ plus: significantly surpasses expectations in all aspects of position/responsibilities. Demonstrates highest knowledge and skills. • Commendable: Met the requirements for ‘Satisfactory’ plus: Successfully met, and in some areas, significantly exceeded established goals and objectives. • Satisfactory: Met the established goals and objectives for the evaluation period; in a few instances, may have missed some and exceeded others, but on balance performs competently. • Unsatisfactory: Did not meet established goals and objectives for the evaluation period; has not performed competently or consistently; experienced productivity and competence in one or more categories that were applicable.

15. IPO’s (Individual Performance Objectives)

16. Development Plan • Evaluation Should be Forward Looking • Identify Personal and Professional Growth Opportunities • Link to IPO’s and Department Objectives

17. Managing Your BossManaging Your Employee Communication Are we aligned? Does my boss manage me. . . or do I manage my boss? – (How do I get what I need [and maybe what I want])?

18. Merit – Proposed Plan

19. Show me the Money! July 1, 2014 2 merit steps x $700 = $1,400 July 1, 2015 2.5 merit steps x $715 = $1,787.50

20. Successful Recognition • People drive business; emotions drive people • Validation increases engagement • The most powerful validation= recognizing progress toward a meaningful goal • Good leaders connect emotionally with employees and boost engagement

21. Recognition -Thanks for getting the project done - Proud to work with you - Where are you on the …..? • My boss asked about project X • I appreciate the effort you put in on ….. • I heard from Bob about the great job you did. Keep the recognition fresh and unexpected!

22. “THE FORM” & “THE PROCESS” 1. Faculty member completes self-evaluation. 2. Supervisor completes evaluation and signs the cover page. 3. Employee signs cover page upon receipt of evaluation from supervisor. A copy of the evaluation is kept by the faculty member.

23. “THE FORM” & “THE PROCESS” 4. The evaluation form is forwarded to upper management for additional signatures. 5. The Dean/VP assigns merit and signs 6. A copy of the cover page with all signatures is given to the employee. If there were changes to the narrative of the evaluation by upper level management, the employee should receive a copy of the updated evaluation.

24. The “form” does not make the evaluation Good communication does!

25. Timeline Academic & Administrative Faculty Deadlines for 2013 Evaluation Period NOTE: Individual departments, colleges and divisions will need to develop an internal timeline to ensure completion of tasks prior to the April 30, 2014. The dates stated in this timeline represent “due dates” for completion of specified tasks. Tasks can be completed prior to the due date.

27. Thank you!