SDAO2013 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. • Explore different ways of conducting an evaluation. • Examine documents helpful to the evaluation process . • Address questions from attendees.
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.
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.
1.PlanningPerformance 4.DevelopingPerformance 2.ManagingPerformance 3.AppraisingPerformance Four Phases of Performance Management
Performance Flowchart Organizational Goals Position Description Report results & plan next cycle’s goals Job Standards Performance Appraisal
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.
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.
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)
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.
Ways to Gather Information • Questionnaires • Interviews – in-person or by phone • Focus Groups • Employee Opinion surveys • Done by Commissioners or done by outside consultants
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.
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 • ????
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
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?
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