The umbrella under which many management functions reside; one of which is Performance Evaluation

Established a working committee in 2009: Chris Abayasinghe, Diana Prideaux-Brune, Pat Malanga, Mike Reed, and formerly Jean Thorndike, Karen Ryan, and Pam BesnardReviewed literature and best practicesSolicited input from campus focus groups representing a cross section of staff and faculty on their experience with performance evaluations Information was captured summarized, discussed Proposal was developed, submitted to senior staff for review and ultimately approved

A comprehensive approach to the employment relationship that begins at hire and orientation based on mutual respect, open communication, engagement and developmentBased on clearly defined job description with established expectations Fundamental to setting professional development and institutional succession planning

Annual or bi-annual conversations summarizing strengths, challenges, areas needing improvement, growth opportunitiesFocusing on goals and challenges constructively and openly

Fosters culture of continuous improvementDevelops relationships built on open communication resulting in a more empowered workforceGreater openness for change since employees have information and are integrated into reason for change and the processAcknowledge those with potential for professional growthIdentify and document those who are under-performing for development or discipline

Core competencies are the foundationThey reflect institutional values, priorities, and can shape future outcomesIdentified as those attributes necessary for achieving success in a wide range of jobs at WilliamsSelected and defined for Williams Appreciate the fact that they may not all apply to every job, but do apply to the majority of work done hereVary job to job and can vary year to year

Senior staff is committed to this program. The process begins with senior staff in conversation with individual department heads.

Alignment• Institutional priorities and departmental goals discussed and aligned• Member of senior staff and department heads

Assess‐ment

• Department head completes self‐assessment of performance, personal and professional goals

• Submits and reviews with member of senior staff

Summary

• Member of senior staff summarizes conversation  in writing and shares with individual department head

• Shares with President

Alignment

• Department head reviews goals and relationship to institutional priorities with direct reports collectively

• Department head meets individually with direct reports to discuss application of goals and prioroities for position

Assess‐ment

• Direct report completes self‐assessment of performance, personal and professional goals

• Submits to and reviews with department head

Summary

• Department head summarizes conversation in writing and shares with direct report• Share with member of senior staff

 

Summer - FallRegular

meetings scheduled to

review goals and performance

FallPerformance Development

Program implemented

FallPre-performance assessment tool submitted and

reviewed between direct report and

supervisors/manager

Performance Evaluation

reviewed with staff member, discussed and

signed.

Performance Evaluation Document

submitted to member of

senior staff for review

Winter Performance Evalautions

forwarded to HR for review and

filing

Pay for performance componentRole of job descriptions – to be updated as a result of this Importance of educational workshops for managers, supervisors and staff