Who Should Be Evaluated?

All HEO EMPLOYEESAll HEO EMPLOYEES

13.3b13.3b One year appointmentOne year appointment Two year appointmentTwo year appointment Substitute Substitute

Barriers to Effective Performance Evaluation

Evaluating performance can raise Evaluating performance can raise uncomfortable feelingsuncomfortable feelings

Dislike “confrontation”Dislike “confrontation” Risk of offending the employeeRisk of offending the employee Too busy with other pressing issuesToo busy with other pressing issues Unsure of who should conduct the Unsure of who should conduct the

evaluationevaluation

Barriers to Effective Performance Evaluation

Lack of confidence; inability to write an Lack of confidence; inability to write an effective evaluationeffective evaluation

The form is intimidating – takes too The form is intimidating – takes too much time to completemuch time to complete

Evaluating substitute employees or Evaluating substitute employees or employees with 13.3b is difficultemployees with 13.3b is difficult

PE Form Competencies - for HEO Series Personnel

In 1999 CUNY revised performance In 1999 CUNY revised performance evaluation tool for HEO series. evaluation tool for HEO series.

Previous evaluation tool was open ended Previous evaluation tool was open ended and provided little consistency in standards of and provided little consistency in standards of performance.performance.

In 2001 Brooklyn College began using the In 2001 Brooklyn College began using the revised evaluation tool, which adopted a revised evaluation tool, which adopted a competency based approach.competency based approach.

What Is a Competency?

A competency defines what a person A competency defines what a person should know, be able to do, AND should know, be able to do, AND a a pattern of behavior pattern of behavior that represents what that represents what the best people do most often to the best people do most often to achieve superior results. achieve superior results.

Types of Competencies

CommunicationCommunication InterpersonalInterpersonal Customer ServiceCustomer Service ProfessionalismProfessionalism

DiversityDiversity ManagementManagement LeadershipLeadership

Core Competencies represent those patterns of behavior related to performance that apply to most HEOs.

Types of Competencies

Domains of responsibility and domain Domains of responsibility and domain competencies are part of the competencies are part of the competency model for performance competency model for performance management developed for the HEO management developed for the HEO title series.title series.

The domains represent areas of The domains represent areas of responsibility within the University that responsibility within the University that require similar sets of skills.require similar sets of skills.

Types of Competencies

Examples of Domains of Responsibility:Examples of Domains of Responsibility:

Academic Computing, Library Academic Computing, Library Technology and Senior IT ManagementTechnology and Senior IT Management

Admissions and RecruitmentAdmissions and Recruitment Facilities Management and Space Facilities Management and Space

PlanningPlanning

Types of Competencies

Domain competencies are those patterns of behavior related to performance that are more closely associated with one’s professional area of expertise, e.g. institutional advancement or facilities management.

Types of Competencies Analytical ThinkingAnalytical Thinking Coaching/MentoringCoaching/Mentoring Creative/InnovativeCreative/Innovative Detail OrientedDetail Oriented Fact Finder/InvestigatorFact Finder/Investigator MarketingMarketing Mental DexterityMental Dexterity Negotiator/Influences OthersNegotiator/Influences Others Quantitative orientationQuantitative orientation Risk-takerRisk-taker Systematic ThinkingSystematic Thinking

Value of Using Competency Based ApproachHelps clarify what doing the job well looks like.Helps clarify what doing the job well looks like. Easier to give employee feedback on Easier to give employee feedback on expectations and outcomes. expectations and outcomes.

Because approach is behavioral, allows for Because approach is behavioral, allows for better understanding of how performance of the better understanding of how performance of the job differs from one person to the next.job differs from one person to the next.

Summary of Competencies Competencies are a way to define patterns of Competencies are a way to define patterns of

performance behavior in such a way that performance behavior in such a way that allows for:allows for: Discussion of desired and expected Discussion of desired and expected

performanceperformance Potential areas for development Potential areas for development Giving the employee a clearer picture of Giving the employee a clearer picture of

what you define as doing the job well what you define as doing the job well

Performance Evaluation Conference

A critical component of the evaluative processA critical component of the evaluative process Provides supervisor and employee an Provides supervisor and employee an

opportunity to engage in an open and opportunity to engage in an open and constructive discussion regarding:constructive discussion regarding: The employee’s job performanceThe employee’s job performance AccomplishmentsAccomplishments Areas of needed improvementAreas of needed improvement Training and developmentTraining and development Future performance goals and expectations Future performance goals and expectations

Performance Evaluation Conference During the meeting the supervisor During the meeting the supervisor

should:should: Solicit the employee’s comments and Solicit the employee’s comments and

suggestionssuggestions Create an atmosphere in which the Create an atmosphere in which the

employee is encouraged to speak candidlyemployee is encouraged to speak candidly Reply to suggestions or observations Reply to suggestions or observations

Preparing for the PE Conference Review last year’s evaluation.Review last year’s evaluation. Review job duties and responsibilities.Review job duties and responsibilities. Create list of special assignments orCreate list of special assignments or

projects (completed or not) and howprojects (completed or not) and how

well they were accomplished. well they were accomplished. List out examples that illustrate core List out examples that illustrate core

and domain competenciesand domain competencies. .

Preparing for the PE Conference Determine where the person is doing well and Determine where the person is doing well and

where there are performance gaps.where there are performance gaps. Think about possible developmental activities Think about possible developmental activities

such as:such as:• CoachingCoaching• Reading articlesReading articles• Job shadowingJob shadowing• Attending lectures or workshops Attending lectures or workshops

Preparing for the PE Conference Give employee notice of the meeting Give employee notice of the meeting

Do not complete the evaluation form Do not complete the evaluation form beforehand.beforehand.

Meet, be open to the other’s point of view.Meet, be open to the other’s point of view.

Preparing for the PE Conference After the meeting, complete the Performance After the meeting, complete the Performance

Evaluation Memorandum.Evaluation Memorandum. Give employee a copy of evaluation for Give employee a copy of evaluation for

review, comment and signature.review, comment and signature. Submit completed review to next level Submit completed review to next level

supervisor, if appropriate. supervisor, if appropriate.

Send to Human Resources.Send to Human Resources.

Other Considerations While reviewing the job description: While reviewing the job description:

• If the duties and responsibilities have If the duties and responsibilities have changed-changed-

• And that change has been continuous over And that change has been continuous over time-time-

Contact HR for a consultation to determine if Contact HR for a consultation to determine if the change actually falls outside the scope of the change actually falls outside the scope of the previous job description. the previous job description.

Identify goals and objectives on which the Identify goals and objectives on which the employee will be measured in the next reviewemployee will be measured in the next review

Other Considerations An example of these would include:An example of these would include:

ProjectsProjects New initiativesNew initiatives Process improvements related to the departmentProcess improvements related to the department

College and University goals and objectivesCollege and University goals and objectives These would be over and above the These would be over and above the

accountabilities outlined in their job accountabilities outlined in their job description. description.

This would also be a good time to review the This would also be a good time to review the employee’s time & leave record.employee’s time & leave record.

HEO Evaluation Schedule

Section 18.3(b) of the Agreement Section 18.3(b) of the Agreement between The City University of New between The City University of New York and the Professional Staff York and the Professional Staff Congress requires that every member Congress requires that every member of the non-teaching instructional staff of the non-teaching instructional staff have an evaluation conference at least have an evaluation conference at least once each year.once each year.

HEO Evaluation Schedule

In order to complete the evaluation In order to complete the evaluation process in a timely fashion and to process in a timely fashion and to evaluate all employees effectively – evaluate all employees effectively – including those not subject to annual including those not subject to annual reappointment – beginning Fall 2003, reappointment – beginning Fall 2003, the evaluation period for all HEO series the evaluation period for all HEO series personnel will be from January 1personnel will be from January 1stst to to December 31December 31stst..

HEO Evaluation Schedule

Evaluations for the period of January 1, 2003 Evaluations for the period of January 1, 2003 through December 1, 2003 are due in the through December 1, 2003 are due in the Office of Human Resource Services no later Office of Human Resource Services no later than January 31, 2004.than January 31, 2004.

If you have already held an evaluation If you have already held an evaluation conference during 2003, the evaluation conference during 2003, the evaluation period would begin with the end date of the period would begin with the end date of the last evaluation and end on December 31st.last evaluation and end on December 31st.

Summary

The Competency Based Performance The Competency Based Performance for HEO series personnel is intended to:for HEO series personnel is intended to: Give more clarity to the discussion of Give more clarity to the discussion of

performance standardsperformance standards Facilitate the evaluation processFacilitate the evaluation process Encourage more meaningful Encourage more meaningful

developmental activities.developmental activities.

Handouts

Performance Management MemorandumPerformance Management Memorandum CORE Competencies (including examples of CORE Competencies (including examples of

typical behaviors for specific titles)typical behaviors for specific titles) Domains of Responsibility - HEO Title SeriesDomains of Responsibility - HEO Title Series Domain CompetenciesDomain Competencies Time & Leave InformationTime & Leave Information

If You Need Help or Have Additional QuestionsContact:Contact:

Barbara Lawson or Debra QuashieBarbara Lawson or Debra Quashie

Extension 5161Extension 5161