Performance Evaluations Workshop Districtwide Managers’ Meeting Presented by: Dr. Paul Parnell, Chancellor Samerah Campbell, Director of Human Resources Julianna D. Mosier, Vice Chancellor, Human Resources November 2, 2018
Agenda Introduction – Dr. Parnell • Importance of Evaluations • Addressing Accreditation Recommendation • Overcoming Barriers • • Instructions • Report Out Actions Plans • Instructions • Report Out •
Importance of Performance Evaluations Communication tool Critical tool for supervisors, managers and peer evaluators to ensure regular, constructive feedback to employees S hould be utilized to give honest, clear, relevant, and meaningful feedback If properly done, Recognizes good performance; and Identifies specific performance deficiencies
Importance of Performance Evaluations Recruitment/ Advancement Tool Develop faculty and staff to support students and programs Assessment tool during hiring process and for promotional opportunities
Importance of Performance Evaluations Legal tool S erve as the District’s official record of the employee’s work performance. S upport disciplinary actions S erve as important evidence in legal proceedings Help defend grievances and other legal claims
Importance of Performance Evaluations Accreditation, Standard III, A. “ 5. The institution assures the effectiveness of its human resources by evaluating all personnel systematically and at stated intervals . The institution establishes written criteria for evaluating all personnel, including performance of assigned duties and participation in institutional responsibilities and other activities appropriate to their expertise. Evaluation processes seek to assess effectiveness of personnel and encourage improvement. Actions taken following evaluations are formal, timely, and documented .”
Performance Management Cycle Review job description and duties Ensure employee trained to perform essential duties Set goals and objectives Recognize & Provide reinforce continual positive feedback performance Isolate performance Evaluate & issues, provide measure performance coaching/ training progress
Evaluation Intervals CSEA Employee Evaluations EA full-time, part-time, seasonal, and flexible employees ) (CS Employee Type Initial Evaluation Regular Evaluation Cycle New Employee 4 month probationary Annually on original hire date Lateral Transfer N/ A Annually on original hire date Transfer to new classification 4 month probationary Annually on transfer date Promotion 4 month probationary Annually on promotion date Confidential & POA Employee Evaluations Employee Initial Evaluation Regular Evaluation Cycle Type Schedule Confidential 2, 5, 11 month Every other year on hire date or in case of promotion or probationary transfer, new hire date is established (with the exception of lateral transfers) POA 5, 11 month Annually on hire date or in case of promotion a new hire date probationary is established Classified Management Evaluations Employee Type Initial Evaluations Regular Evaluation Cycle 3 rd 8 th 11 th New Manager or Annually for Every other year (after 4 th year) Promotion/ Transfer month month month next 3 years
Evaluation Intervals Faculty and Academic Administrator Evaluations Employee Type Initial Evaluation Regular Evaluation Cycle Tenure Track Faculty Every Fall semester Annually on original hire date (Contract) Note: Zero semester Tenure Faculty S ee above Once every three (3) academic years Categorical Faculty/ Temporary 1st 2nd and/ or 3rd Every six (6) semesters of service Full Time/ Part Time semester semester thereafter Non-Cabinet Level Academic Annually for the first two (2) Every two (2) years thereafter due on Administrators years on June 30 th June 30 th Annually on June 30 th Cabinet Level Academic Annually Administrators
Accreditation Recommendation District Recommendation #2 (Compliance) In order to meet the standard, the team recommends that the District ensure all personnel are systematically evaluated at stated intervals in accordance with the bargaining agreements and Board policies. (III.A.5)
Accreditation Recommendation Follow-up report due: October 1, 2019 • Less than 12 months to bring evaluations current • 340+ classified and classified management evaluations past due • 360+ full-time faculty and academic management evaluations past due • 1,000+ part-time faculty evaluations past due
Overcoming Barriers Table Exercise #1 (15 minutes): With the colleagues at your table, spend 15 minutes identifying barriers manager’s have to completing past due evaluations and ensuring going forward that all evaluations are completed by the stated intervals. Then identify solutions to how we as a district can overcome those barriers. Report Out (10 minutes): Identify one person as your table’s spokesperson to report out.
Action Plans Table Exercise #2 (45 minutes): With your VC or VP , develop action plans to (1) complete past due evaluations and (2) ensure future evaluations are completed at stated intervals. Report Out (20 minutes): Identify one person as your table’s spokesperson to report out.
Any Questions? You Can Do It!
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