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                                Superintendent’s                          HRS-PM6
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Superintendent’s Circular #HRS-PM6, 2007-2008
September 1, 2007
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supervisor must evaluate an employee who is ...
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During this meeting, the employee and his or...
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Step 7 – SUBMIT PERFORMANCE EVALUATION FOR...
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For more information about this circular, co...
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                               BOSTON PUBLIC...
Superintendent’s Circular #HRS-PM6, 2007-2008
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GOAL 2:


ACHIEVEMENT OF GOAL:             ...
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     PART II: JOINTLY ESTABLISHED PROFESSION...
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                              PART IV: CU...
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The Additional Comments section should al...
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                      SAMPLE LETTER TO H...
Superintendent’s Circular #HRS-PM6, 2007-2008
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Managerial Employee

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Transcript of "Managerial Employee"

  1. 1. NUMBER: Superintendent’s HRS-PM6 Circular DATE: September 1, 2007 School Year 2007-2008 PERFORMANCE EVALUATION OF MANAGERIAL EMPLOYEES Coverage The performance management process for managerial employees covers all employees, other than principals and headmasters, who are not members of collective bargaining units. Philosophy Performance management is one of the key processes driving the comprehensive reform of the Boston Public Schools. The performance management process for managerial employees is designed: (a) to align the work of managerial employees with the Superintendent’s district-wide priorities and with team goals and (b) to improve the work performance of managerial employees. Responsibility The performance management process for managerial employees will be led by the Superintendent, Deputy Superintendents, and Senior Officers. Managerial employees will be evaluated by their immediate supervisors, unless their Deputy Superintendent designates another person to conduct the evaluation. A supervisor’s failure to address the job performance problems of his or her staff through the performance evaluation process represents unacceptable performance for which the supervisor will be held accountable. Further, a supervisor will also be performing unsatisfactorily if a “problem” staff member is given a “Meets Expectations” rating and then the staff member is encouraged to transfer to another school or department. A supervisor who does this will be held accountable as part of his or her performance evaluation. Performance Management Process Supervisors will conduct evaluations of their managerial staff on a staggered basis. Each managerial employee will be evaluated every two years, assuming the employee has received a “Meets Expectations” rating. A supervisor may evaluate staff members with “Meets Expectations” ratings more frequently if he or she chooses to do so. A
  2. 2. Superintendent’s Circular #HRS-PM6, 2007-2008 September 1, 2007 Page 2 of 12 supervisor must evaluate an employee who is a new hire or who is new to his or her position in the first year the employee holds the position. An employee who is not scheduled to be evaluated in a particular year must establish goals and create a professional development plan. This will assure that an employee’s goals are in alignment with the unit’s goals and the Superintendent’s system-wide goals, and it will also assure that employees regularly consider their own professional development. Thus, step 1 below is applicable to all managerial employees. Step 2 is also applicable to all managerial employees, not just those who are being evaluated in a particular year. If a managerial employee receives a “Does Not Meet Expectations” rating, he or she will not receive any increase in his or her compensation, including any percentage raise agreed upon for all managerial employees for that year. Since supervisors are expected to provide timely feedback to their staff members whose performance is unsatisfactory, an employee who receives a “Does Not Meet Expectations” rating should have been informed of the supervisor’s concerns before the performance evaluation meeting and given a reasonable amount of time to address the deficient performance. If a managerial employee is eligible for a raise at the end of an evaluation year and was not in the evaluation cycle that year, his or her supervisor must send a short letter to the Office of Human Resources indicating that the employee continues to “Meet Expectations.” This letter must also indicate the Responsibility Center Manager’s approval of a raise for the employee. Please refer to Attachment A (below) for a sample letter. Attachment B is a list of Key Competencies. These competencies should assist employees and supervisors in setting annual goals and creating a professional development plan. In addition, these competencies should help supervisors evaluate their staff. The period for the performance evaluation for managerial employees will cover July 1 – June 30 of the year in which the employee is being evaluated. Step 1 – JOINTLY ESTABLISH GOALS AND PROFESSIONAL DEVELOPMENT PLAN. Supervisors will meet individually with each of their managerial employees to jointly establish the employee’s goals and professional development plan for the July 1 – June 30 period. Managerial employees who are certified teachers or administrators must have an approved individual professional development plan if they wish to be recertified. Portions of this plan may be appropriate to include in the professional development plan prepared as part of this performance evaluation process.
  3. 3. Superintendent’s Circular #HRS-PM6, 2007-2008 September 1, 2007 Page 3 of 12 During this meeting, the employee and his or her supervisor should review the employee’s job description to ensure the employee’s goals and professional development plans are in alignment with the job description. The employee’s goals and professional development plan must be in writing, set forth either in a Performance Evaluation Form or in a separate memorandum. Step 2 – PREPARE DIAGNOSIS AND RECOMMENDATIONS. If at any time, including at the interim evaluation meeting (see step 3), a supervisor finds that an employee needs major improvement in his or her job performance or in accomplishing any goal; the supervisor will prepare a written diagnosis of the situation and make recommendations for improvement. The supervisor must share this document with the employee and thereafter should meet at least monthly with the employee to discuss his or her job performance. These meetings must be held until the employee’s job performance meets the supervisor’s expectations, or, if the employee’s job performance does not improve sufficiently, the employee may be separated from employment. Step 3 – HOLD INTERIM EVALUATION MEETING. Before the end of January of the evaluation year, supervisors will hold an interim evaluation meeting with each of their managerial employees being evaluated. During this meeting, the supervisor must give oral feedback on (1) the employee’s progress in achieving his or her goals and (2) the employee’s overall job performance, especially with reference to the employee’s job description and customer focus. Step 4 – REQUEST SELF-ASSESSMENT. Before the end of May of the evaluation year, each employee being evaluated will submit a written self-assessment to his or her supervisor. The self-assessment can be a draft Performance Evaluation Form or a memorandum that describes the employee’s accomplishments with reference to his or her goals, job description, customer focus, and professional development. Step 5 – COMPLETE PERFORMANCE EVALUATION FORMS. The supervisor will prepare a Performance Evaluation Form on each employee who is in the cycle for evaluation during a particular evaluation year. Step 6 – CONDUCT PERFORMANCE EVALUATION MEETING. The supervisor will meet with the employee to discuss his or her Performance Evaluation. The meeting will cover the employee’s job performance as compared to his or her goals and job description as well as the employee’s customer focus and professional development. During this meeting, based on the employee’s performance evaluation, the supervisor and employee should establish the employee’s goals for the coming year. These goals should be tentative if the unit’s and Team’s goals have not been set. Similarly, the supervisor and employee should also discuss the employee’s professional development plan for the coming year, with particular reference to the areas of growth or challenge identified in the performance evaluation.
  4. 4. Superintendent’s Circular #HRS-PM6, 2007-2008 September 1, 2007 Page 4 of 12 Step 7 – SUBMIT PERFORMANCE EVALUATION FORMS TO HUMAN RESOURCES. The supervisor will submit Performance Evaluation Forms for those employees being evaluated to Human Resources no later than the end of June. Step 8 – FOLLOW UP FOR AN EMPLOYEE WHO RECEIVES A ‘DOES NOT MEET EXPECTATIONS’ RATING. If a managerial employee receives a “Does Not Meet Expectations” rating on his or her performance evaluation, the supervisor should meet with the employee at least monthly to discuss his or her job performance. These meetings must be held until the employee’s job performance meets the supervisor’s expectations, or, if the employee’s job performance does not improve sufficiently, the employee may be separated from employment. At Will Employment All managerial employees are employed "at will," which means that their employment is not for a specified period of time and that either an employee or BPS may terminate the employment relationship for any non-discriminatory reason or for no reason at any time, with or without advance notice. Procedures for Discipline In the event that a supervisor determines that a managerial employee has committed an infraction of work rules, the Supervisor should follow the procedures outlined in Superintendent’s Circular – Employee Discipline Procedures. Additionally, the supervisor may consider the infraction in evaluating the employee’s overall performance. Forms The Performance Evaluation Form for Managerial Employees is attached. Summary of significant dates and deadlines: Date Activity Period for the performance evaluation for managerial July 1 to June 30 employees, and to jointly establish the employee’s goals and professional development plan.
  5. 5. Superintendent’s Circular #HRS-PM6, 2007-2008 September 1, 2007 Page 5 of 12 For more information about this circular, contact: Name: Dale Libkin, Performance Management Department: Office of Human Resources Mailing Address: 26 Court Street, Boston MA 02108 Phone: 617-635-9600 Fax: 617-635-9672 E-mail: dlibkin@boston.k12.ma.us Carol R. Johnson, Superintendent
  6. 6. Superintendent’s Circular #HRS-PM6, 2007-2008 September 1, 2007 Page 6 of 12 BOSTON PUBLIC SCHOOLS PERFORMANCE EVALUATION FORM FOR MANAGERIAL EMPLOYEES Name of Employee: Employee Identification #: Team: Unit: Position: Evaluator: PART I: JOINTLY ESTABLISHED GOALS Provide a concise description of each of the employee’s goals. Indicate with an “X” whether the employee achieved the goal. Provide specific data supporting the appraisal of whether the objective was achieved. (If the employee has more than four goals, please include these goals after the discussion of goal 4.) GOAL 1: ACHIEVEMENT OF GOAL: ______ YES ______ NO DESCRIPTION OF RESULTS:
  7. 7. Superintendent’s Circular #HRS-PM6, 2007-2008 September 1, 2007 Page 7 of 12 GOAL 2: ACHIEVEMENT OF GOAL: ______ YES ______ NO DESCRIPTION OF RESULTS: GOAL 3: ACHIEVEMENT OF GOAL: ______ YES ______ NO DESCRIPTION OF RESULTS: GOAL 4: ACHIEVEMENT OF GOAL: ______ YES ______ NO DESCRIPTION OF RESULTS:
  8. 8. Superintendent’s Circular #HRS-PM6, 2007-2008 September 1, 2007 Page 8 of 12 PART II: JOINTLY ESTABLISHED PROFESSIONAL DEVELOPMENT PLAN The employee’s Professional Development Plan should be noted here and reviewed as to accomplishments during the final evaluation meeting. Plan: Accomplishments: PART III: JOB PERFORMANCE The employee’s current job description should be attached as part of this document and reviewed during the initial goal-setting meeting and during the final evaluation meeting. Performance as compared to the employee’s responsibilities as set forth in his/her job description: __________ Is effectively addressing ALL components of the job description. __________ Is effectively addressing MOST components of the job description. __________ Is effectively addressing SOME components of the job description. Explanation of rating:
  9. 9. Superintendent’s Circular #HRS-PM6, 2007-2008 September 1, 2007 Page 9 of 12 PART IV: CUSTOMER FOCUS Rate the employee on a scale of 1 to 5 (with 1 being the lowest and 5 being the highest) on the following: The employee shows understanding of customers’ needs. 1 2 3 4 5 The employee is responsive to customers’ requests (including by returning telephone calls and answering email messages) on a timely basis. 1 2 3 4 5 The employee seeks and uses customer feedback to improve services or to propose ways of improving services. 1 2 3 4 5 Explanation of rating: PART V: OVERALL PERFORMANCE __________ Meets Expectations __________ Does Not Meet Expectations If the employee receives a “Does Not Meet Expectations” rating, his or her supervisor must provide a diagnosis and make recommendations for how the employee must improve his or her performance. This should be done in the following Additional Comments section.
  10. 10. Superintendent’s Circular #HRS-PM6, 2007-2008 September 1, 2007 Page 10 of 12 The Additional Comments section should also be used to provide any further comments the supervisor wishes to make. Additional Comments: Evaluator’s Signature: ___________________________ Date: ___________________ To be completed by the employee: ____________ I believe this is a fair evaluation ____________ I do not believe this is a fair evaluation Employee’s Signature: _________________________ Date: _____________________ (The employee’s signature indicates that he or she has seen the evaluation. It does not denote agreement with it.) An employee may provide a written response to the evaluation in the space provided below and/or in attached pages. Employee Comments:
  11. 11. Superintendent’s Circular #HRS-PM6, 2007-2008 September 1, 2007 Page 11 of 12 SAMPLE LETTER TO HUMAN RESOURCES TO: Michelle Boyers Assistant Superintendent, Human Resources FROM: ____________________________ Responsibility Center Manager, __________________________ SUBJECT: Approval for A Raise for Managerial Employee Please note that the following employee was not scheduled to receive a performance evaluation this past fiscal year. However, he/she continues to “Meet Expectations” and has my approval to receive the raise for which he/she is eligible. Employee’s Name: _________________________________ Title: _________________________________
  12. 12. Superintendent’s Circular #HRS-PM6, 2007-2008 September 1, 2007 Page 12 of 12 KEY COMPETENCIES Competency Factors 1. Job Knowledge  Understanding of system goals and district-wide priorities.  Understanding of the Team’s role in meeting system goals and priorities.  Understanding of his/her role in meeting system goals and priorities.  Technical skills and knowledge to perform his/her job. 2. Customer Focus  Knowledge of Team’s customers.  Understanding of the customer’s needs.  Responsiveness to customers.  Use of feedback from customers. 3. Accountability  Timely completion of tasks.  Achievement of performance objectives.  Quality of Work.  Continuous improvement of work processes. 4. Decision-Making and  Skills in using data in decisions. Problem Solving  Use of judgment in decision-making.  Skills in detecting problems.  Skills in problem solving. 5. Teamwork  Skills in interpersonal relations.  Support for other Team members.  Contributions to committees or task forces.  Skills in resolving conflicts. 6. Planning and Priority  Skills in setting goals. Setting  Work plans for goals.  Skills in setting priorities.  Time management. 7. Communications  Skills in written communications.  Skills in oral communications.  Skills in listening.  Timely communications with his/her manager. 8. Professional Development  Self-assessment of needs for professional development.  Plans for professional development.  Professional development activities. 9. Leadership  Skills in promoting vision and mission for BPS and Team.  Skills in leading change.  Support of Team-level projects.  Implementation of policies, contracts, laws, regulations. 10. Staff Management  Skills in management of non-discrimination and diversity policies.  Skills in performance management.  Skills in coaching staff.  Involvement of staff in planning and decision-making. 11. Budget and Financial  Development of annual budget. Management  Skills in managing budget and resources.  Controlling expenditures from budget.  Skills in raising external funds. 12. Comprehensive Support  Understanding of CSSP. Services Planning  Development of goals and work plans.  Use of CSSP to improve quality of services.

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