Leadership training handout

ANNUALREVIEW

LEADERSHIP TRAINING “A dream you dream alone is only a dream.

A dream you dream together is reality.”

- John Lennon

OVERVIEW

Performance Review Process

 Cascading goals for organization and campus levels are now 

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 

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complete for 2014.

Next, department heads and managers will draft departmental goals for 2014 and send them to their campus director (OTC and CSC) or to Dr. Kirk, Dr. Greene or Teresa Knox (CCC).

After goals are reviewed, DHs/Managers send self-assessment to all members of their teams.

These forms can be found on MyCourseConnection on the HR page.

Team members complete and return self-assessment to managers.

DHs/Managers write performance reviews for each team member and prepare for review day. The review forms can also be found on MyCourseConnection on the HR page.

Conduct all reviews and upload forms to ADP.

The purpose of cascading goals is to achieve overall success by ensuring employees' objectives are aligned with departmental, campus, and company goals.

TIMELINE 11/08 - 11/13 4 Business Days

Managers write department goals and send to Campus Director, President, COO, or CEO. DEADLINE: Wednesday, November 13th, 2013

11/14 – 11/18 3 Business Days

Campus Director, President, COO, and CEO will review department goals and return to managers.

DEADLINE: Monday, November 18th, 2013

11/19 1 Business Day

Managers will email their team the SelfAssessment form, including the department goals.

DEADLINE: Tuesday, November 19th, 2013

11/20 - 11/27 6 Business Days

All employees will fill out their self-assessments and personal goals and email back to their Managers.

DEADLINE: Wednesday, November 27th, 2013

12/02 - 12/12 9 Business Days

Managers will work on writing each of their team members’ performance reviews.

DEADLINE: Thursday, December 12th, 2013

12/13 REVIEW DAY

Managers will go over performance review with each team member as well as their goals and upload review, self-assessment and goals to ADP and submit signed reviews to HR. DEADLINE: Friday, December 13th, 2013 If necessary, employees will revise their goals based on Manager’s feedback and email back to managers to be uploaded to ADP. DEADLINE: Wednesday, December 18th, 2013

12/13 – 12/18 3 Business Days

SCALE Exemplary (5) The employee significantly and consistently surpassed performance expectations, and the quality of work overall was exceptional. To award an “exemplary” performance rating for any individual factor, the manager must be able to describe how the employee’s job performance made a significant contribution to the success of the organization. Significant contribution - having or likely to have a very large positive influence or effect, important, (ex. a significant piece of work that establishes a new, higher benchmark for performance); also: of a noticeably or measurably large amount, (ex. a significant number of students processed, producing significant budgetary savings, etc.)

Exceeds Expectations (4) The employee frequently exceeded performance expectations, and the quality of work overall was outstanding. To award an employee an “exceeds expectations” performance rating for any individual performance factor the supervisor must be able to describe how the employee’s job performance made a clearly identifiable contribution* to the success of the organization, beyond the typical results that were expected. *Clearly identifiable contribution - having or likely to have a positive influence or effect, also: of a noticeable or measurable amount, (ex. processing more students than normal, producing more budgetary savings that typical, etc.).

Achieves (3) The employee consistently demonstrated steady and reliable performance that met job requirements. To award an employee an “achieves” rating for any individual performance factor the supervisor must be able to describe how the employee’s performance met the performance expectations established at the beginning of the year’s evaluation period and satisfied the job requirements detailed in the job description.

In Development or Needs Improvement (2) Employee is still developing competency or did not consistently achieve expectations; some improvement is needed. To award an employee an “in development or needs improvement” rating for any individual performance factor the supervisor must be able to describe how the employee is developing a competency or the employee’s performance needs improvement. This rating could be used for (1) a new employee in the position who is still learning the job responsibilities, or (2) an existing employee who recently gained new responsibilities, or (3) an existing employee who needs improvement in performing their job responsibilities.

Unsatisfactory (1) Employee performance was consistently below expectations; immediate corrective action is necessary. To award an employee an “unsatisfactory” rating for any individual performance factor the supervisor must be able to describe how the employee’s performance over the past year did not meet the performance expectations that were established at the beginning of the year’s evaluation period, did not satisfy the job requirements contained in the job description, and negatively impacted the success of the organization. Any performance evaluation that contains an “unsatisfactory” rating, whether on individual performance factors or on the overall rating must provide comments to explain the employee’s unsatisfactory performance over the past year. In addition, an evaluation that contains “unsatisfactory” ratings, whether on individual performance factors or on the overall rating, must be reported to the next level of supervision for review.

STEPS Step 1 Pull out any notes you’ve kept on the employee’s performance throughout the year as well as the employee’s Review Preparation Form. Read through these items carefully and make notes about any important points.

Step 2 Ask yourself the following questions about the team member you’re evaluating: 1. What is unique about this person? What can he/she do that nobody else can do?

2. What does this person do better than anyone else?

3. What would happen if this person stopped doing the job? Could the gap be filled easily by others?

4. Are other people dependent on this person? What other employees’ work depends on this person?

5. Would a serious inconvenience result if someone else had to take over this person’s work? If so, this person has special value.

6. How does this person represent the vision, values, and mission?

The idea here is to carefully consider the employee’s unique strengths and contributions in order to recognize them and create goals that capitalize on these unique strengths and abilities.

Step 3 Consider asking other managers or department heads for specific feedback about the employee.

This can be especially helpful when other managers may be in a position to observe or work closely with the employee. Be sure to ask for specific examples to back up any feedback another manager provides.

Step 4 Gather data you’ll need to evaluate performance. This data will vary by department, but could include HR records, retention statistics, student surveys, placement rates, loan default rates, lead to enrollment, and conversion rates; for example.

Step 5 You’re ready to write the performance review! As you write, keep the Dos and Don’ts on the following page in mind.

CULTURE TREE

Honor God Live in a way that pleases God in all parts of life--thoughts, actions, words, and relationships and do so with honesty, integrity, character, empathy and passion.

Put Students First The College is devoted to exceeding student expectations by providing a valuable experience from the moment he or she inquires through securing employment. Exceptional standards of service will never be compromised and is the driving force behind the College’s continued success.

Have Fun and Be Healthy The company offers corporate health initiatives but also promotes a work environment that fosters mental, emotional, and spiritual wellness in employee-friendly and fun surroundings.

Deliver Service to Our Community We are committed to taking responsibility for the impact our business has on society by practicing behaviors that promote accountability through corporate social responsibility initiatives and honest corporate citizenship including investing in our communities, adhering to C.A.R.E.S., and practicing the highest ethical standards.

Play to Win The company practices a culture that is playing to win both competitive advantage and market share in a way that rewards courage and expects creative thinking, innovative problem solving, and high impact results each day from our team.

Pursue Growth and Learning With a steadfast commitment to performance excellence, the

college requires professional development, personal progression and continuing education to ensure the staff and faculty are acquiring new skills, testing their capabilities, and stretching themselves in order to deliver exceptional value to our stakeholders.

DO’S & DON’TS

DO focus on the ENTIRE year. It’s a common habit for managers to just think about the past thirty days. The “recency effect” is a powerful force that will keep you from reviewing those great achievements or challenges from twelve months ago.

DO read the employee’s Review Preparation Form carefully. No employee wants their input to be disregarded. Use their assessment to remind yourself of the accomplishments and challenges that occurred during the year.

Perhaps there are things this employee did that you aren’t aware of or that you undervalue.

The Review Preparation form should give you some insight into what matters most to this employee.

DO ask for help if you’re stuck. Consider asking your manager or Human Resources for help if you’re struggling with a way to word a particular comment. You might also ask your manager to read the review after you’ve finished writing it, particularly if you’re concerned about a particular employee’s performance.

DO focus on behavior, rather than personality.

It’s far more useful to say “You have been unwilling to help your teammates on this specific project” rather than “You have a bad attitude.”

DO comment in every box. Giving a numeric rating and then providing no written comments to support that rating makes the rating seem empty and unsubstantiated. Write a comment to support your rating in each box.

DO show you care. Your written review should be serious, heartfelt, useful, and constructive.

Ideally, the employee should know you care by reading your written review of their performance.

DON’T be vague. Cite specific examples you have observed of the employee’s performance in your comments to support the numeric rating you’ve given. Your own observations will be far more powerful than second hand information.

DON’T give an inflated rating because you’re concerned about hurting the employee’s feelings.

The most humane review systems tell employees the truth.

How can you expect improvement if you’re not willing to put the honest facts on the table?

DON’T let an important issue go undocumented. If there’s an issue, and you’ve discussed it, and it’s still an issue, you have to put it in the evaluation. Write it constructively. Make sure you’ve led with enough positive that the employee knows you’re on his or her side, and are trying to mentor. And then let the person know that this is a serious issue that must be fixed.

DON’T bash somebody in a performance review to prepare the ground for firing them.

Or even worse, try to hurt them enough that they’ll quit. If you want to officially inform somebody that you’re unsatisfied with their performance, put them on corrective action and let them know what you need them to fix. Don’t wait for the annual performance review to take this action. The performance review is your chance to help your people grow.

DON’T save up and surprise your employee on the review form with negative feedback.

Instead, provide ongoing feedback, rather than a once a year critical broadside.

DON’T use emotional or accusatory language. There is a language – a nonalienating way of saying things – for performance reviews. It is important to learn it. In the next section, we’ve included some sample language that may be helpful for you in writing your review.

EFFECTIVE PHRASES Below you’ll find a list of phrases that might be helpful for you in writing your team member’s evaluation. This list follows the same order as the competencies listed on the performance evaluation. Remember, these phrases are intended to help you get started, not to be a complete menu of words to choose from. You’ll need to personalize these phrases and give specific examples to underscore your rating. Also, these phrases are descriptive of very positive performance. These phrases will need to be adapted to situations where performance requires improvement.

RESULTS Made a substantial contribution to the department by. . .

Gave a focused effort on . . .

Successfully accomplished. . .

Consistently produced excellent results in . . .

PROFESSIONAL COMPETENCIES Adapts to change well Successfully handles multiple projects at the same time Concentrates time on highest payoff activities Effectively controls phone, email, visitors, and other time traps Works smarter, not harder Makes decisions with confidence Can be entrusted to use good judgment Makes sound decisions Is orderly and systematic Is methodical in planning and performing Exceeds customer expectations Consistently responds to requests within 24 hours or less

ORGANIZATIONAL IMPROVEMENTS Originates and develops constructive ideas Seeks new ideas and approaches Welcomes ideas from teammates Promotes an environment conducive to creativity Continuously finds new and better ways of performing job function

LEADERSHIP Develops qualified successors Shows genuine interest in subordinate’s development Coaches peers toward excellence Takes charge in the absence of detailed instructions Displays a high level of honesty, loyalty, and integrity Receives suggestions or criticism well and learns from mistakes

COMMUNICATION SKILLS Writes with clarity and consistency Excels in converting complex information into simple, readable form Communicates openly and effectively Excels in communicating with individuals and small groups Makes a strong impact in meetings Effectively communicates with coworkers Makes appropriate use of formal vs. informal communications Avoids communication breakdowns and unnecessary conflicts Conveys a favorable image of the organization through communications Is a skillful presenter Disagrees without arguing Makes lively and effective presentations

TEAMWORK AND COLLABORATION Works harmoniously within work group Develops positive working relationships Is recognized as a positive influence on the team Promotes cooperation Demonstrates an ability to relate

PERFORMANCE IMPROVEMENT NEEDED Fails to demonstrate. . .

Demonstrates a limited knowledge of. . .

Is not meeting performance standards. . .

Has had difficulty in mastering. . .

Resists coaching. . .

Is unable to. . .

Must demonstrate. . .

Performance improvements should be focused on. . .

Is inconsistent in. . .

EMPLOYEE POTENTIAL Has great potential for a leadership role in the future Has a background in (insert area of expertise) that is being underutilized Is considered to be a star talent in this department Is ready to advance

OVERALL EVALUATION Handles assignments with competence, enthusiasm, and dedication A professional who consistently demonstrates a dedication to our organization Quality of work reflects high professional standards Very conscientious about the quality of work Demonstrates the company’s core values in everyday work The college is grateful for his/her contributions this year Brings energy, enthusiasm, and leadership to the college

THE BIG DAY PRIOR     

Review employee’s Review Preparation Form.

Write the performance review and goals for employees for the coming year.

Make note of everything you want to discuss.

Schedule an appointment with employees for review meeting on review day.

Ask employees to bring an updated copy of their professional development plan to the review.

DURING Environment

   

Meet in an office or conference room with door closed, to establish privacy.

Turn on the “Do not Disturb” light on your phone.

Do not allow interruptions.

Sit at a table together or in chairs on the same side of the desk, rather than across the desk if possible.  Encourage discussion, rather than one-way communication only, by listening attentively and not interrupting employee.  Stay on topic of performance and objectives.

Meeting Agenda

 Open with a bit of small talk to build rapport and set the stage for a positive meeting.  Give a copy of the written review to the employee. Give them a few minutes to read it before jumping into discussion.  Go over key points of review, sharing meaningful examples of performance.

 Review goals for upcoming year. Fine tune these together, noting any changes on the review form.  Work out problems or points of contention together, if possible.



TIP

Ask employee for suggestions on how to solve problems rather than just prescribing a solution.  Discuss training and development plans for the coming year.

 Offer time for questions, further clarification, etc.  Employee and supervisor should sign and date the review form.

AFTER  Managers should bring the signed hard copy of the review form to HR as soon as possible.  Manager should also update ADP. Instructions for scheduling the review in ADP and uploading a digital copy of the review form are on the following pages. Both of these steps may be done after the review meeting has been conducted.

NOTES  The review form uploaded to ADP does not need to be signed.  Signed hard copy goes to HR.  Please upload the employee’s self-assessment form, including goals.

SELFASSESSMENT

Dear Team Member, It's a great time of year for us to pause for a moment to consider our business future. I'm very pleased with our progress in 2013 and I'm thankful for each one of you and your contributions to our company.

Our focus in 2014 is found in the layers of meaning attached to the word "connection."

 We will connect with all of our stakeholders to affect change in standard of living.  We

will connect with taxpayers by educating and leading responsible decision

making to finance education.

 We will connect with each other to provide a safe, fun and nurturing workplace within our culture of accountability.

In 2014, I'd like for all of us to consider the importance of building trust within all of our communities by taking intentional actions through our branding, communication, marketing, events and instructional quality. When we build trust, we will become more referable and as we become more referable we will reduce our costs to acquire new students.

We will also be very intentional in 2014 about building our brand. Our net brand equity will increase as we continue to build brand awareness within a more broadly defined target audience. We will develop content to educate and engage our market for every program offering. All of our messages will be filtered for goodness of fit to our overall brand. Our brand message will be delivered 365 days in 2014 with various tactical deployments on a corporate and program level.

What I have just shared with you is the foundation of our Strategic Plan for 2014. As you work in your specific areas to set goals for connection and write plans for next year, please keep the message of this note, our mission statement and core values alive in all that you do.

I look forward to connecting with you as you connect with each other to change lives.

Yours Truly,

Teresa

CULTURETREE

CORPORATEGOALS  Leverage Current Assets Simply Stated: Do more with what we have

 Reduce T4 Dependence from 84% to 83% Simply Stated: Increase cash income

 Increase Community Awareness of Schools Simply Stated: Be the top of mind Career Colleges in our markets

 Increase Student Retention from 83% to 84% Simply Stated: Help more students finish what they started

 Increase Referrals from our Student Population to Others in Need of Change from 8% to 12% Simply Stated: Help our current students tell others about us (because we wow them)

 Improve Career Placement Rate from 82% to 88% of all Students Simply Stated: Find a suitable career for more of our students

 Continue Organizational Sustainability Simply Stated: Increase annualized total student population from 1,400 to 1,500

“A dream you dream alone is only a dream. A dream you dream together is reality.”

- John Lennon

CAMPUSGOALS Community Care College 1. Increase Return on Assets (ROA) from 9% to 12% by converting our investments into profit 2. Reduce income derived by federal funds from 90% to 85% 3. Increase community awareness by increasing organic traffic from 8,200 to 20,000 4. Increase student retention from 84% to 87% 5. Increase referrals from our student population from 5% to 10% 6. Improve career placement rate from 82% to 88% 7. Push annualized gross starts to move from 780 to 900

Clary Sage College 1. Increase profitability utilizing current staffing and facilities

3. Increase brand awareness of Clary Sage College 4. Increase retention from 87% to 88% 5. Increase referrals by 5% 6. Improve career placement from 82% to 87% 7. Increase net starts by 15%

The purpose of cascading goals is to achieve overall success by ensuring employees' objectives are aligned with departmental, campus, and company goals.

2. Reduce Title IV Dependence form 85% to 80%

Oklahoma Technical College 1. Establish viable evening programs for Diesel, HVAC-R and Automotive programs 2. Increase strategic relationships with VA and Tribal agencies to increase enrollments and decrease T4 dependency and reduce 90/10 from 812% to 75% 3. Deliver brand promise to all stakeholders by using audience specific marketing strategies 4. Increase campus wide student retention from 77% to 80% 5. Increase campus wide placement from 84% to 88% 6. Increase campus wide on-time completion to 70% 7. Increase the use of technology in the classroom for student engagement and academic enhancement

DEPARTMENTGOALS

PERSONALGOALS

SELFASSESSMENT

Please send this Annual Review Preparation Form to your manager by Wednesday, November 27th, 2013. If you have any questions, please see the Human Resources Department or your supervisor.

A clearly focused and well-written self-assessment has the following attributes

 Restates

objectives. Paraphrasing job objectives gives the manager a clear picture of how well an employee understands job performance expectations.

 Highlights most significant achievements. The assessment doesn't need to be lengthy; however it should highlight all of the major achievements during review period. Don't forget about achievements made early on in performance review period. With an online talent management system, information can be entered into the database as it happens, otherwise employee will need to keep a paper trail of earlier achievements.

the the this the

 States

why the achievement matters. Show a cause and effect of the contribution. Describe how the achievement has profited the company in bottom-line results, either by increasing revenue or decreasing expenses. This information should paint a clear picture of how important your job and / or department is to the company.

 Emphasizes

when employee actions or conduct was an important factor in success. Employee conduct or behavior is commonly taken into account in the performance rating. Be sure to bring to light specific instances where behavior made a positive difference in the outcome of an objective.

 Acknowledges challenges. The word "challenges" has a negative connotation.

However, overcoming a challenge shows you are able to achieve goals despite setbacks or obstacles. These obstacles may be technical or personal or limited resources available that an employee may need to rise above.

 Offers specifics to improve performance in the future.

SELFASSESSMENT

ADP TRAINING STEP 1

Login to ADP, make sure you are on the manager screen

STEP 2 Go to Team Summary, select the employee you are reviewing

STEP 3 Use your drop down start action box and select Perform Review STEP 4 Hit Start

STEP 5 Check the 12/14/2012 annual review and hit Perform Review

STEP 6 Select an overall rating STEP 7 Hit Browse to attach your performance review STEP 8 Hit next

STEP 9

Select reason for the review

STEP10 Hit finish

THANK YOU