MAX: Maximizing and Achieving eXcellence
Fisher College of Business -- Performance Review and Evaluation Process for Staff
Employee Name: ______Job Title: ______
Date: ______
SECTION I: SELF-EVALUATION
Part A: Job Description Review
Have there been any significant changes in your duties over the past year? (please circle)
Yes No
Are there any amendments that you would suggest that would align your job description with the job functions you have been performing? (please circle)
Yes No
If yes, please provide details here and/or in an attachment.
Part B: Accomplishments/Strengths/Development Needs
Discuss the progress you have made on your goals and objectives that you and your supervisor agreed upon in this year’s Performance Review. Include any work-related achievements, awards and/or office/campus/leadership activities (committee work, presentations, workshops) over the past year that gives a complete picture of your strengths, abilities and accomplishments. You may incorporate the Fisher College of Business values (excellence, innovation, integrity, passion, teamwork) into this discussion as well as Performance Management (for supervisors). Use the following categories to frame this discussion: Quality of Service, Respect/Community, Learning & Development, and Focus on Results.
Part C: Needs and Enhancements
Have you encountered any obstacles or challenges that got in the way of accomplishing all your goals?
Did anything in your work environment get changed that altered expectations?
How could your supervisor and/or program chair help you accomplish your goals?
What could be done to help you better perform your job and achieve your professional and personal goals?
Do you have the necessary tools and/or training to accomplish your professional and personal goals?
SECTION II: PROFESSIONAL AND PERSONAL GOALS FOR 2010-2011
This section is to be completed by each staff member. After evaluation and assessing the past year, the staff member looks ahead at goals for the upcoming year. This section may be modified as discussed in meetings and coaching sessions with the supervisor.
SECTION III: SUPERVISOR’S EVALUATION
In this section the supervisor provides written feedback based on Sections I and II of the Performance Review and Evaluation as well as the performance review meeting. In his/her feedback, the supervisor includes recommended action steps to discuss with the staff member to enhance his/her performance. Supervisor’s may incorporate the Fisher College of Business values (excellence, innovation, integrity, passion, teamwork) as well as Performance Management (for supervisors) into this feedback. Use the following categories to frame this feedback: Quality of Service, Respect/Community, Learning & Development, and Focus on Results.
· Performance Feedback
· Future Goals and Action Steps
EMPLOYEE COMMENTS:
SIGNATURE
The signatures below indicate that the employee and supervisor have met and discussed this performance review. They do not necessarily indicate agreement on the comments.
Employee Signature ______Date: ______
Supervisor Signature ______Date: ______
MAX: Maximizing and Achieving eXcellence
Fisher College of Business -- Performance Review and Evaluation Process for Staff
Salary Discussion Documentation*
Employee Name: ______Job Title: ______
Supervisor Name: ______Job Title: ______
SECTION IV: EMPLOYEE’S SALARY DISCUSSION FOR NEXT BUDGET YEAR
Because performance review is only a part of a salary decision, this section records the salary discussion that takes place with the staff member with the result that each staff member understands the context and considerations that impacted his/her salary decisions and raise. This section is to be completed by the unit head once the salary setting process is completed.
EMPLOYEE COMMENTS:
SIGNATURE
The signatures below indicate that the employee and supervisor have met and discussed the compensation recommendation for 2010-2011.
Employee Signature ______Date: ______
Supervisor Signature ______Date: ______
*Completed document should be forwarded to the Fisher College of Business Human Resources Office
MAX: Maximizing and Achieving eXcellence
Fisher College of Business -- Performance Review and Evaluation
Glossary
MAX: Stands for Maximizing and Achieving eXcellence which is the Fisher College of Business Performance Review and Evaluation Program designed to build a high performance culture that supports the productivity, talent development and continuous learning of every individual within our organization. Performance review and evaluation is viewed as a priority to support the desired culture. In addition, the program is designed to be aligned with our market-based, performance driven compensation philosophy.
Performance Review and Evaluation: A shared responsibility between employees and supervisors, intended to support productivity, strengthen talent development and achieve business results. This annual process links what individuals and teams do on a daily basis with the larger strategic priorities, goals, and values of the university, the Fisher College of Business, and the unit in which they work. The process is designed to accomplish the following:
(1) ensure current and accurate job descriptions; (2) provide direction and clarify performance expectations; (3) provide feedback and coaching to the staff member concern job performance; (4) identify and support training and professional development; (5) serve as documentation of performance; (6) serve as data for human resource decisions (e.g. promotion, compensation, etc.); and (7) set the stage for ongoing feedback and coaching
Coaching: Coaching and feedback is an ongoing process of communication between the supervisor and the employee focused on enhancing current performance and building capabilities for the future. It involves informal conversations as well as more formal coaching meetings and written documentation. Informal conversations should occur frequently. One coaching session is to be documented during the year.
Reflection: It is recommended that you dedicate some time to think about and reflect on goals/objectives met and accomplishments made the year prior to inform the development of goals and objectives for the upcoming year.
Professional Development: Refers to your ongoing commitment to ensure that your skills and ability to do your job are always relevant and up-to -date. Professional development opportunities could include taking classes, attending workshops, publishing, registering for seminars offered by the OSU Office of Human Resources, pursuing certifications, attending/presenting at professional conferences, etc. It is recommended that you discuss potential professional development opportunities with your supervisor to support your interest in continuous learning and excellent work-related performance.
Goals: A clearly defined, job-related set of objectives that individuals discuss with supervisors that support the strategic priorities, goals, and values of the university, the Fisher College of Business, and the unit in which they work.
Market: Fair market value is compensation compared to other similar positions in similar organizations based on position, credentials and experience required as well as how much value your position in general--and you in particular--produce for the college.
MAX: Maximizing and Achieving eXcellence
Fisher College of Business -- Performance Review and Evaluation
Glossary Continued
Position: Refers to the job that you hold at the university which is formally outlined in your position description and on record with the college and the university.
Credentials: Skills and experience required as outlined in your position description as well as any additional education, certifications and/or training that you obtain that will be of value for carrying out the duties of your role in the college.
Performance Ratings Definitions
Substantially Beyond: You are doing your job exceptionally well and your performance is consistently above expectations.
Beyond: You are doing your job very well and your performance is often above expectations.
Meets: You are doing your job well and your performance is meeting expectations.
Below: You are not doing your job well and your performance is not meeting expectations.
Fisher College of Business Values
Excellence:
We perform to the best of our ability and strive for the very highest standards in everything we do. We are proactive not passive – reviewing and revising our best practices to ensure continuous improvement.
Behaviors that are consistent with this value are:
· Sees him/herself as a representative of Fisher and conducts all interactions (both internal and external) with professionalism, courtesy, and in an attitude of service.
· Recognizes and seizes opportunities to meet changing demands.
· Puts new knowledge, understanding or skill to practical use on the job.
· Shares information, best practices, and ideas with others.
· Takes risks. Initiates action despite uncertainty of outcome.
· Actively works to continuously improve him/herself.
· Seeks and uses feedback to identify appropriate areas for learning.
MAX: Maximizing and Achieving eXcellence
Fisher College of Business -- Performance Review and Evaluation
Glossary Continued
Fisher College of Business Values continued
Innovation:
We create a rigorous yet relevant learning environment that challenges each other to produce important new knowledge at the leading edge of our disciplines. We approach our administrative work as well as teaching and research activities with fresh ideas and innovative methods.
Behaviors that are consistent with this value are:
· Generates new ideas and creative solutions that achieve significant improvement in a product, program, process, service, structure or policy.
· Shares ideas freely and broadly.
· Approaches problems with curiosity and open-mindedness.
· Views situations from multiple perspectives.
· Seeks/expands original ideas, enhances others’ ideas, and contributes own ideas.
· Challenges the status quo for the purpose of leading to improvement.
Integrity:
We cultivate an environment of honesty and accountability in which we treat our colleagues and students with dignity, respect and an appreciation for different views. We are truthful and candid and deliver on our commitments.
Behaviors that are consistent with this value are:
· Handles all purchases, transactions, and reimbursements according to college and university policies.
· Respects all those in the college through maintaining confidentiality in all staff and student matters.
· Maintains work schedules/hours that are consistent with university policy and submits leave forms that are both timely and accurate.
· Gives proper credit to others.
Passion:
We embrace risk and encourage entrepreneurial activities among ourselves and our students. We value curiosity and believe that true knowledge is found through challenging the status quo.
Behaviors that are consistent with this value are:
· Enthusiastically and with a sense of mission meets the responsibilities of his/her position.
· Volunteers for and takes on challenging or unfamiliar assignments.
· Engages in partnerships and networks and/or professional development opportunities to continuously learn and actively share knowledge.
MAX: Maximizing and Achieving eXcellence
Fisher College of Business -- Performance Review and Evaluation
Glossary Continued
Fisher College of Business Values continued
Teamwork:
We share what we learn in an atmosphere of collaboration, support and genuine interest in each other’s success. Our diverse mix of cultures and experiences provides a variety of perspectives and talents that when celebrated together, strengthens our collective “Fisher Experience” as well as the broader community.
Behaviors that are consistent with this value are:
· Establishes and maintains respectful and cooperative working relationships.
· Shares thoughts, feelings, and rationale so that others understand position, decisions.
· Listens to others and objectively considers others’ ideas and opinions.
· Treats all people with dignity, respect, and fairness.
· Resolves conflict in a constructive and timely manner.
Questions:
Questions regarding the Performance Review and Evaluation Process for Staff can be directed to the Fisher College of Business Human Resources Office or to any of the Fisher Staff Advisory Committee Performance Management Task Force members who, in partnership with Fisher administrators, developed the process in response to staff feedback and input.
Performance Management Task Force Members: Rhonda Benedict, Jamie Mathews-Mead, Pam Park-Curry
(February 2008)
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