Performance and Professional Growth System t Staff Non- Bar - - PowerPoint PPT Presentation

Performance and Professional Growth System

Non- Bar gaining Suppor t Staff

For use by

Supe r

viso r s, Manage r s, Dir e c to r s, Pr inc ipals, and Supe r inte nde nts

Who Supe rvise No n-Ba rg a ining Suppo rt E mplo ye e s (b o th sa la rie d a nd ho urly)

Purpose :

T he purpo se o f the No n-Ba rg a ining Suppo rt Sta ff Pe rfo rma nc e a nd Pro fe ssio na l Gro wth Syste m is to de ve lo p, impro ve , a nd e nha nc e skills, a s we ll a s a sse ss the pe rfo rma nc e o f the distric t’ s no n- instruc tio na l sta ff who a re no t re p re se nte d b y a c o lle c tive b a rg a ining unit.

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E xa mple s of Positions E va lua te d by this Syste m:

Administra tive Assista nt Syste ms Ana lyst Sc ho o l Se c re ta ry Budg e t Ana lyst Co o rdina to r - SACC Co o rdina to r – Po sitio n Co ntro l Building E ng ine e r Sta ff E ng ine e r F T E Co o rdina to r

• Sr. Buye r

Co o rdina to r – Drive r Sa fe ty T ra ining Co o rdina to r – Wa re ho use Co o rdina to r - Ma inte na nc e Ne two rk Ana lyst 3

Ke y Proc e ss E le me nts:

• I

ndividua l Ob je c tive s (the “Wha t” o f pe rfo rma nc e )

• Jo b Dime nsio ns (the “Ho w” o f pe rfo rma nc e )
• I

ndividua l Pro fe ssio na l Gro wth Pla n

• Se lf-Appra isa l
• Asso c ia te F

e e db a c k

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Obje c tive s: T he “Wha t” of Individua l Pe rforma nc e

• Hig h-le ve l list o f fo ur to five ke y a re a s fo r fo c us in a c c o mplishing
• b je c tive s.
• No t a list o f a ll ta sks.
• At le a st o ne o b je c tive is dire c tly tie d to stude nt a c hie ve me nt.
• Use SMART

Ob je c tive s:

Spe c ific Me a sura b le Ac hie va b le Re le va nt T

ime b o und

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De ve loping SMART Obje c tive s:

• Spe c ific —Wha t e xa c tly a re we g o ing to do fo r who m?
• Me a sura b le —I

s it q ua ntifia b le a nd c a n we me a sure it?

• Ac hie va b le —Ca n it b e do ne in the pro po se d time fra me

with the re so urc e s a nd suppo rt a va ila b le ?

• R

e le va nt —Will this o b je c tive ha ve a n e ffe c t o n the de sire d g o a l o r stra te g y?

• T

ime b o und —By whe n will this o b je c tive b e a c c o mplishe d?

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Job Dime nsions: T he “How” of Individua l Pe rforma nc e

• Be ha vio rs a nd skills BPS b e lie ve s a re impo rta nt to suc c e ss.
• Whe n se tting o b je c tive s, the se a re disc usse d in the c o nte xt o f

ho w the y will he lp e mplo ye e a c hie ve o b je c tive s.

• Six Jo b Dime nsio ns fo r No n-Ba rg a ining Suppo rt Sta ff:

Job Dime nsion We ight

T e c hnic a l Skills/ Wo rk Ha b its 20 I nitia tive 20 Co mmunic a tio ns 15 Judg me nt 15 Custo me r Se rvic e 15 T e a mwo rk 15 7

T e c hnic a l Skills/ Wo rk Ha b its

Thomas Edison at t he close of five days and five night s of cont inuous work in perfect ing t he early wax-cylinder t ype of phonograph.

Po sse ssing the kno wle dg e and skills ne c e ssary to ac c o mplish the purpo se and

• b je c tive s o f an assig nme nt.

De mo nstrating the appro ac h to c o mple ting tasks that e nsure s q uality and pro duc tivity in o ne ’ s wo rk. Caring e no ug h ab o ut an

• rg anizatio n to g ive it yo ur

all.

Yo u’ ve wo rke d ha rd to g e t yo ur jo b , a nd yo ur e mplo ye r is willing , in e xc ha ng e fo r yo ur c o ntrib utio ns, to g ive mo ne y fo r yo ur suste na nc e a nd tha t o f yo ur fa mily. In re turn, e mplo ye e s o we e mplo ye rs the ir ve ry b e st in te rms o f kno wle dg e a nd skills ne e de d to g e t the jo b do ne , a s we ll a s pro fe ssio nalism in a ppro a c hing the wo rk e nviro nme nt a s de mo nstra te d b y hig h sta nda rds a nd a po sitive a ttitude . It’ s o ne o f the b e st wa ys to mo ve a he a d in a ny

• rg a niza tio n.

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Ke y E le me nts o f T e c hnic al Skills/ Wo r k Habits:

• Follows policies and procedures using all available district resources safely, respectfully, and ethically to complete tasks with the goal of being error free.
• Consistently demonstrates competency in employee’s core trade or profession.
• Works to remain knowledgeable and up-to-date on the industry’s current best practices.
• Maintains good attendance. On time to work and meetings, observant of work schedules, and meets deadlines.
• Dependable; can be counted on to prepare and effectively execute tasks/assignments at all times.

Be havio r al E vide nc e o f T e c hnic al Skills/ Wo r k Habits:

• Demonstrates the ability to put into action any formal education and/or skill training possessed.
• Handles on-the-job technical challenges with skill and effectiveness.
• Uses technical skills to generate ideas for process, procedure, and operational improvements.
• Can explain highly technical information in a way that is understandable and interesting.
• Willingly shares technical expertise with others to help them improve their performance.
• Completes all tasks and assignments on time without prompting and with the appropriate priority.
• Stays up to date with the latest trends and developments in his or her field of expertise.
• Arrives at work and to meetings on time, and adheres to established work schedules, including break times.
• Completes all administrative “paperwork” including online data entry (for example, submitting time sheets) correctly and on time.
• Respects employer’s property and uses it wisely, appropriately, and ethically.
• Operates all equipment observing safety requirements.
• Exudes a positive attitude, respects others, and never participates in workplace gossip.

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Me asur ing T e c hnic al Skills/ Wo r k Habits Pe r fo r manc e :

Co nsid e r the ke y e le me nts a nd b e ha vio ra l e vid e nc e o f T

e c hnic al Skills/ Wor k Habits whe n e va lua ting a n ind ivid ua l’ s pe rfo rma nc e

in this jo b d ime nsio n. T he fo llo wing rub ric s will he lp in d e te rmining a n ind ivid ua l’ s mo st c o nsiste nt pe rfo rma nc e :

Highly E ffe c tive E ffe c tive Ne e ds Impr

• ve me nt/ De ve loping

Unsatisfac tor y

Co nsiste ntly e xc e e ds e xpe c ta tio ns in the ke y e le me nts a nd b e ha vio ra l e vide nc e

• f this jo b dime nsio n.

De mo nstra te s stro ng pe rfo rma nc e in mo st ke y e le me nts a nd b e ha vio ra l e vide nc e

• f this jo b dime nsio n.

Pe rfo rms to minimum e xpe c ta tio ns in se ve ra l o f the ke y e le me nts a nd b e ha vio ra l e vide nc e o f this jo b dime nsio n. I s De ve lo ping in the first ye a r in po sitio n. F a ils to me e t the minimum pe rfo rma nc e re q uire me nts in mo st ke y e le me nts a nd b e ha vio ra l e vide nc e

• f this jo b dime nsio n.

T e c hnic al Skills/ Wo r k Habits Skill E nhanc e r s:

• Ma ke sure yo u ha ve the fo rma l e duc a tio n a nd/ o r tra ining re q uire d to do the jo b . If a ny o f the se a re la c king , do wha t it ta ke s to sho re

up kno wle dg e a nd skills, suc h a s ta king nig ht, we e ke nd, a nd/ o r o nline tra ining .

• Sub sc rib e to a pro fe ssio na l a sso c ia tio n jo urna l in yo ur a re a o f e xpe rtise to sta y a b re a st o f ne w de ve lo pme nts.
• Ide ntify so me o ne who de mo nstra te s a hig h le ve l o f te c hnic a l skill in yo ur a re a o f inte re st a nd a sk him o r he r a b o ut ho w tho se skills we re a tta ine d.
• Ask a c o wo rke r to o b se rve yo ur a pplic a tio n o f yo ur te c hnic a l kno wle dg e a nd the n pro vide ho ne st, stra ig htfo rwa rd fe e db a c k.
• If yo u strug g le to a rrive to wo rk a nd/ o r me e ting s o n time , se t a q uie t a la rm re minde r o n yo ur pho ne o r c o mpute r a t le a st 15 minute s prio r

to the time yo u a re due . Whe n it g o e s o ff, sto p wha t yo u a re do ing to ma ke the a ppo inte d time .

• If yo u a re c ha lle ng e d with c o mple ting a dministra tive ta sks o n time , b e g in c o mple ting the m 24 ho urs a he a d o f sc he dule .
• If yo u’ ve so lve d a pa rtic ula rly c ha lle ng ing te c hnic a l issue , pro a c tive ly sha re yo ur a c c o mplishme nt with a t le a st o ne o the r c o wo rke r in yo ur fie ld.

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Pr

• fe ssio nal Gr
• wth Ac tivitie s:
• Ide ntify a n a sso c ia te who po sse sse s pa rtic ula rly stro ng te c hnic a l skills, e ithe r in yo ur fie ld o r in a no the r fie ld o f inte re st to yo u. Ask this a sso c ia te to

lunc h o r o n b re a k a nd disc uss a diffic ult pro b le m yo u a re trying to re so lve .

• Ob se rve pe o ple who c o nsiste ntly a rrive a t wo rk a nd me e ting s o n time . Ask the m to disc uss with yo u the ir ide a s a b o ut ho w the y a re a b le to

a c c o mplish this.

• Wa tc h a pe rso n who is mo st simila r to yo u in style a nd a ppro a c h. Ob se rve his/ he r b e ha vio rs re g a rding the ir wo rk ha b its a s c lue s to ho w yo u ma y b e

pe rc e ive d b y o the rs.

• Vo lunte e r to se rve o n a c ro ss-func tio na l te a m o utside o f yo ur a re a o f te c hnic a l c o mfo rt in o rde r to le a rn ne w skills tha t c o uld e nha nc e wha t yo u

a lre a dy kno w, inc re a se yo ur c o nfide nc e , a nd c o ntrib ute mo re to yo ur o rg a niza tio n.

• Disc uss with yo ur ma na g e r o r o the r pe o ple wa ys in whic h yo u c o uld impro ve yo ur te c hnic a l skills a nd po lish yo ur wo rk ha b its.
• Ide ntify a n individua l in yo ur o rg a niza tio n who se o rg a niza tio na l skills yo u a dmire a nd a sk him o r he r to sha re te c hniq ue s.
• Ask a re spe c te d a sso c ia te if yo u c a n sha do w him o r he r fo r a da y to le a rn diffe re nt te c hniq ue s.

Spe c ific T r aining Ac tivitie s:

• E

nro ll in furthe r fo rma l e duc a tio n to e a rn a hig he r de g re e in yo ur skill a re a .

• Inve stig a te c o urse wo rk o ffe re d b y yo ur pro fe ssio na l a sso c ia tio n to e ithe r e nha nc e yo ur skills a nd/ o r e a rn a pro fe ssio na l c e rtific a tio n.
• Pa rtic ipa te in a wo rksho p de sig ne d to b uild a nd e nha nc e skills tha t le a d to g re a te r e xpe rtise .
• Se e k a n a ssig nme nt to wo rk with a g ro up o r ta sk fo rc e tha t inc lude s pe o ple fro m dive rse inte re st g ro ups o r de pa rtme nts within yo ur o rg a niza tio n.

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Individua l Profe ssiona l Growth Pla ns

• Ac tivitie s a nd tra ining pla ns impo rta nt in a ssisting e mplo ye e s to a c hie ve

the “Wha t” o f the jo b a s we ll a s the “Ho w.”

• I

mpro ve s pe rso na l pe rfo rma nc e a nd e nsure s individua l de ve lo pme nt.

• Sho uld b e de ve lo pe d whe n e sta b lishing o b je c tive s a nd disc ussing jo b

dime nsio ns.

• He lps e mplo ye e s e limina te o r re duc e mista ke s a nd ide ntify pe rso na l

style issue s fo r impro ve me nt.

• Sho uld fo c us o n impro ving kno wle dg e a nd skills tha t will inc re a se the

like liho o d o f suc c e ss.

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13

Prog re ss Me e ting – Re vie w E xpe c ta tions a nd Adjust

• Se mi-a nnua l me e ting he ld in the Oc to b e r time fra me .
• Ve rify tha t e sta b lishe d o b je c tive s re ma in a ppro pria te , a djust a ny
• b je c tive s if c irc umsta nc e s ha ve c ha ng e d, liste n to the e mplo ye e

a b o ut a ny frustra tio ns a nd c o nc e rns in a c hie ving o b je c tive s, a nd

• ffe r to he lp re mo ve c o nstra ints to suc c e ss.
• Give e mplo ye e fe e db a c k o n the “Ho w” o f the jo b —the Jo b

Dime nsio ns.

• He lps e nsure the re a re no surprise s a t a nnua l pe rfo rma nc e a ppra isa l

time .

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Pulling It All T

• g e the r – T

he Annua l Pe rforma nc e Appra isa l

• Oc c urs in the April time fra me .
• Use the sa me o nline fo rm use d to e sta b lish Ob je c tive s a nd

Pro fe ssio na l Gro wth Pla ns.

• E

mplo ye e s will c o mple te a se lf-a ppra isa l, using the sa me fo rm.

• Pro c e ss inc lude s Asso c ia te F

e e db a c k:

• He lps pro vide a b a la nc e d vie w o f Jo b Dime nsio n pe rfo rma nc e whe n wo rking

with Asso c ia te s.

• Ca n b e pe e rs, sub o rdina te s, supe rio rs, a nd inte rna l a nd e xte rna l c usto me rs.
• Sug g e ste d pro c e ss fo r g a the ring this fe e db a c k fo und in Guide b o o k.

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Pe rforma nc e a nd Profe ssiona l Growth Syste m Cyc le

Co mple te d in the April time fra me

Ste p 3 Ste p 1 Ste p 2

K e y Pa rtic ipa nts: E mplo ye e a nd Dire c t Supe rviso r Co mple te d in the Oc to b e r time fra me Ong o ing T hro ug ho ut Cyc le

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Que stions?