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SDAO 2013 Annual Conference

SDAO 2013 Annual Conference. MAKING EXECUTIVE DIRECTOR PERFORMANCE EVALUATION MEANINGFUL Presented by Judy Clark, SPHR HR Answers, Inc. Session Objectives. Discuss the benefits of the evaluation process. Review the elements of a good evaluation process.

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SDAO 2013 Annual Conference

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  1. SDAO2013 Annual Conference MAKING EXECUTIVE DIRECTOR PERFORMANCE EVALUATION MEANINGFUL Presented by Judy Clark, SPHR HR Answers, Inc.

  2. Session Objectives • Discuss the benefits of the evaluation process. • Review the elements of a good evaluation process. • Explore different ways of conducting an evaluation. • Examine documents helpful to the evaluation process . • Address questions from attendees.

  3. Understanding the Evaluation Evaluation is the process of reviewing past performance and planning for future performance. Evaluating the ED is a critical task designed to ensure that the Board/Commissioners and the ED/GM are on the same page about the priorities and processes of the District.

  4. Basic OrganizationalManagement Principles • Let people know what is expected of them. • Give them a chance to perform. • Give them help when and as needed. • Let them know how they are doing, eliminating surprises. • Recognize and reward them on their results.

  5. 1.PlanningPerformance 4.DevelopingPerformance 2.ManagingPerformance 3.AppraisingPerformance Four Phases of Performance Management

  6. Performance Flowchart Organizational Goals Position Description Report results & plan next cycle’s goals Job Standards Performance Appraisal

  7. How an ED Evaluation is Different • Commissioners/Boards are about policy and public relations; therefore there is less visibility regarding the ED’s style of operations and management. • The “what” is more obvious than the “how.” • Often supervisors/managers know more than those they are evaluating…that is not always the case with Boards and EDs.

  8. Benefits of an ED Evaluation • Board is seen as effective in its oversight role. • Helps ensure that organizational goals are met. • ED is given information about compliments deserved and improvements needed. • Enhances the relationship between ED and Board. • Documentation exists outlining performance concerns/issues if needed.

  9. Typical Process • Job Description is written/revised that outlines the responsibilities and scope of position. • Budget and goals are set for the year. • Performance targets are assessed periodically throughout the year. • Ninety days before the review is due, information about the year and accomplishments is collected. • Commissioners • Staff • Community members • Executive Director (Self-Evaluation)

  10. Typical Process (cont.) • Documents are drafted and reviewed by Commissioners. • Determination of pay raise (if any) is made. • Conversation with ED occurs – can be everyone or whomever is serving as Chair. • Goals for next year are finalized.

  11. Ways to Gather Information • Questionnaires • Interviews – in-person or by phone • Focus Groups • Employee Opinion surveys • Done by Commissioners or done by outside consultants

  12. Possible Evaluation Criteria • Financial results compared to budget • Maintenance of reserves • Clean Financial and Operational Audits • Employee Turnover • Degree to which program/service goals were met • Public opinion as evidenced by articles, public comment, etc. • Exercise of good judgment • Timeliness of materials, responses, etc.

  13. Possible Evaluation Criteria (cont.) • Planning Capability • Ability to answer Commissioners’ questions • Initiation of new ideas/services • Ability to represent the District to the community • Leadership and management of staff • Serves as a role model for policies and organizational values • ????

  14. Errors that can occur • Contrast Error – comparing ED with a predecessor or other individuals the Commissioners know • Halo/Horn Effect – error that occurs because of something the ED does extremely well or does poorly • Bias Error – error that occurs because the ED thinks or behaves differently than the Commissioners • Recency Error – error that occurs because only recent performance is considered

  15. Items to Consider • Levels of performance rating • Three – Four – Five • Ask ED to provide a Summary of Accomplishments. • Would a Professional Development Plan be appropriate? • Who will collect the information? • Who will conduct the evaluation? • How will information from the evaluation conversation be shared with the rest of the Commission/Board?

  16. Questions…Answers….Discussion…

  17. Human Resources • Affirmative Action Plans • Compensation • Employee Relations • Policy & Procedure • Human Resource Practices Audit • Compliance • Employment • Benefits • Labor Relations • Investigations • Recruitment/Staffing • HR Resource Library • Career Management & Outplacement Services • Training • Employee and Managerial Training • Needs Assessment • Confidential Employee Surveys • Customized Training • One-on-One Coaching • Facilitation of: • Meetings/Retreats • Strategic Planning Sessions • Train-the-Trainer Materials • Training Room • Monthly Workshops/Programs • HR-On-Call (Advantage Plan) • Immediate, Unlimited Phone Support • Access to HR Resources/Materials via website • HR Newsletter/Alerts • Discounts on Other HRA Products and Services Thank you! HR Answers, Inc. www.hranswers.com

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