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sup_ap_sradm_eval.doc

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  • 1. EASTERN MICHIGAN UNIVERSITY PART A: PERFORMANCE MANAGEMENT REVIEW SENIOR ADMINISTRATORS AND SUPERVISORY ADMINISTRATIVE PROFESSIONALS Employee Name: _____________________________ Department: ____________________________ Title: _______________________________________ Salary Grade: ___________ Type of Review: [ ] Annual [ ] Probationary [ ] Special Review Period: From ____________________ to ______________________ OVERVIEW This performance management review evaluates senior administrators on competencies and characteristics that provide the foundation for building a culture at EMU that strives for results, serves our constituencies, and builds successful teams and coalitions within and outside the university. Administrators will be measured on the following five leadership categories: 1. Organizational Management -encompasses the ability to develop and implement an organizational vision that integrates key priorities, values, and other factors; to continually strive to improve customer service and program performance; to create a work environment that encourages creative thinking; and to maintain focus, intensity and persistence, even under adversity. 2. Human Resources Management - involves the ability to design and implement strategies that maximize employee potential and foster high ethical standards in meeting the organization’s vision, mission, and goals. 3. Results Management -stresses accountability and continuous improvement. It includes the ability to make timely and effective decisions and produce results through strategic planning and the implementation and evaluation of programs and policies. 4. Resource Management - involves the ability to acquire and administer human, financial, material, and information resources in a manner that instills public trust and accomplishes the organization’s mission, and the ability to use new technology to enhance decision making. 5. Leadership Effectiveness – identifies the many personal and professional attributes that are critical to successful performance as a leader; it includes the ability to explain, advocate, and express facts and ideas in a convincing manner and to negotiate with individuals and groups internally and externally RATING SCALE EXCEEDS REQUIREMENTS – This rating is reserved for the highest level of performance. The performance substantially and consistently exceeds work expectations, requirements, or standards; employee has a consistent record of achievements during the evaluation period which render a significant service to the university. MEETS REQUIREMENTS - The performance consistently meets, and sometimes exceeds, work expectations, requirements, or standards; shows initiative in additional achievements. NEEDS IMPROVEMENT - The performance does not fully meet work expectations, requirements, or standards; the performance is inconsistent; the employee must improve his/her efforts to achieve a satisfactory level of evaluation. BELOW REQUIREMENTS – The performance is unacceptable and consistently falls below normal job expectations. Typically, this rating should be used when the supervisor has previously discussed performance problems with the employee. Use of this rating should be accompanied by a required plan for immediate improvement.
  • 2. LEADERSHIP CATEGORY 1: ORGANIZATIONAL MANAGEMENT (OVERALL RATING: _______________________) RATING AND COMMENTS 1. CREATIVITY AND INNOVATION: Exercises leadership and motivates managers to incorporate vision, strategic planning, and elements of quality management into the full range of the organization’s activities; encouraging creative thinking and innovation; influencing others toward a spirit of service; designing and implementing new or cutting-edge programs/processes. 2. EXTERNAL AWARENESS: Identifies and integrates key issues affecting the organization, including political, economic, social, technological, legal, and administrative factors; understands near- term and long-range plans and determines how best to positively position the university. 3. FLEXIBILITY: Is open to change and new information; tolerates ambiguity; adapts behavior and work methods in response to new information, changing conditions, or unexpected obstacles; adjusts rapidly to new situations warranting attention and resolution. 4. EXTERNAL PARTNERING: Develops networks and enhances alliances with external groups; engages in cross-functional activities; finds common ground with a wide range of stakeholders; demonstrates a commitment to the surrounding community and to public service; seeks strategic partnerships to maximize resources/achieve goals/provide opportunities for the university. 5. POLITICAL SAVVY: Effectively identifies and addresses the internal and external politics that impact the university; approaches situations with a clear perception of the organizational and political realities; considers the political impact of decisions. 6. CONTINUAL LEARNING: Grasps the essence of new information; masters new learning in the profession; recognizes own strengths and weaknesses; pursues self-development; seeks feedback from others and looks for opportunities to master new knowledge. 7. SERVICE CULTURE: Creates and sustains an organizational culture which encourages staff to provide the quality of service essential to high performance; enables others to acquire the tools and support they need to perform well; influences others to make meaningful contributions to the organization. 8. VISION: Takes a long-term view and acts as a catalyst for organizational change; builds a shared vision with others; influences others to translate vision into action. LEADERSHIP CATEGORY 2: HUMAN RESOURCES MANAGEMENT (OVERALL RATING: _______________________) RATING AND COMMENTS 1. STAFFING: Recruits, develops, and retains a high quality workforce in an equitable manner; utilizes state-of-the art, legally sound methods for identifying, attracting and hiring staff; assesses current and future staffing needs based on organizational goals
  • 3. and budget realities. 2. LEVERAGING DIVERSITY: Incorporates principles of diversity and equity into all personnel-related matters and decisions; leads and manages an inclusive workplace that maximizes the talents of each individual; respects, understands, values and seeks out individual differences to achieve the vision and mission of the university. 3. CONFLICT MANAGEMENT: Resolves conflicts in a positive and constructive manner to minimize negative impact; takes immediate actions to resolve conflicts; proactively identifies and takes steps to address situations that could lead to greater conflict or confrontations; thinks in “win-win” terms. 4. EMPLOYEE RELATIONS: Promotes solid staff/management partnerships and deals effectively with employee relations matters; attends to morale and organizational climate issues; conducts business in a manner that is consistent with collective bargaining agreements and university policies and procedures related to personnel management. 5. STAFF DEVELOPMENT: Assesses employees’ unique developmental needs and provides developmental opportunities that maximize employees’ capabilities; develops leadership in others through consistent feedback, coaching and mentoring; supports an environment of continuous improvement. 6. STAFF PERFORMANCE: Provides leadership in setting the work force’s expected performance levels commensurate with the organization’s strategic objectives; inspires, motivates, and guides others toward goal accomplishment; promotes quality through effective use of the organization’s performance management system; recognizes and rewards quality performance and effectively addresses inadequate work performance. LEADERSHIP CATEGORY 3: RESULTS MANAGEMENT (OVERALL RATING: ____________________) RATING AND COMMENTS 1. CUSTOMER SERVICE: Balances interests of a variety of constituencies; readily evaluates and readjusts priorities based on customers’ changing demands and needs; is committed to the continuous improvement of services and processes. 2. ACCOUNTABILITY: Assures that effective controls are developed and maintained to ensure the integrity of the organization; sets standards and holds self and others accountable for rules and standards; ensures that projects and assignments within scope of responsibility are completed in time and within budget. 3. PROBLEM SOLVING: Anticipates, identifies, diagnoses and consults on potential or actual problem; gathers and identifies appropriate information before making decisions; seeks advice from others when problem is outside own level of expertise; demonstrates flexibility in designing/applying different/creative solutions to changing demands;
  • 4. 4. DECISIVENESS: Exercises good judgment; makes sound, well- informed decisions; perceives the impact and implication of decisions; makes effective and timely decisions even on limited information or when the called-for decision produces unpleasant consequences. 5. TECHNICAL CREDIBILITY: Understands and appropriately applies procedures, requirements, regulations, and policies related to specialized expertise; understands linkage between administrative competencies and mission needs; keeps current on issues, regulations, theories, practices, and procedures related to scope of responsibility. LEADERSHIP CATEGORY 4: RESOURCE MANAGEMENT (OVERALL RATING: __________________) RATING AND COMMENTS 1. FINANCIAL MANAGEMENT: Demonstrates broad understanding of principles of financial management; effectively prepares, justifies and administers the budget for area of responsibility; uses cost-benefit analysis to make decisions and set priorities’ effectively allocates resources; establishes internal controls for monitoring budgets. 2. TECHNOLOGY MANAGEMENT: Uses efficient and cost- effective approaches to integrating technology into the workplace; uses technology to improve programs, services decision-making, and processes; understands the impact that technology changes have on the workplace 3. PHYSICAL RESOURCES: Effectively manages all physical resources within area of responsibility; develops short and long- range plans for effective maintenance, replacement, enhancement; renovation and new construction of equipment and/or facilities; maximizes available space and equipment for the most efficient and productive provision of services to students, faculty, staff, professional representatives and other clientele. 4. ENTREPRENUERSHIP: Identifies opportunities to develop and market new services and products within and external to the university; is willing to take risks; looks for creative ways to generate additional revenue and resources; works effectively with university advancement area to generate gifts to the university. LEADERSHIP CATEGORY 5: LEADERSHIP EFFECTIVENESS (OVERALL RATING: _______________) RATING AND COMMENTS 1. INTEGRITY/TRUSTWORTHINESS: Creates a culture that instills high standards of ethics and integrity; instills mutual trust and confidence; maintains confidentiality; behaves in a fair and ethical manner toward others; demonstrates a sense of ethical responsibility toward the university; honors commitments and promises to others. 2. INTERNAL PARTNERING: Establishes and maintains positive working relationships with internal constituencies; uses contacts to
  • 5. build and strengthen internal support bases; is able, as a team member or leader, to gain cooperation from others to obtain information and accomplish goals; creates effective teams and workgroups based on members’ expertise and strengths as opposed to “playing politics.” 3. COMMITMENT: Displays a high level of initiative, effort, and commitment to higher education; is proactive and achievement- oriented; and is self-motivated... 4. RESILIENCE: Deals effectively with pressure; maintains focus and intensity and remains persistent, even under adversity; recovers quickly from setbacks; effectively balances personal and professional life. 5. INTERPERSONAL SKILLS: Considers and responds appropriately to the needs, feelings, and capabilities of different people in different situations; is tactful and treats others with respect; exhibits good listening skills; models cooperation, teamwork, inclusiveness, and respect. 6. COMMUNICATION SKILLS: Exhibits strong written and oral communications skills; is able to “read audiences” and adjust communication style to maximize listeners’ understanding; listens effectively and tries to understand other points of view; effectively reads the non-verbals as well as what is being said. PART B: EVALUATION OF BASIC WORK RESPONSIBILITIES - SENIOR ADMINISTRATORS (you may use employee’s work plan, if one was developed last year) 1. List the major activities and basic work responsibilities that were to be completed by the employee during this past year. (include any goals and objectives the employee was responsible for accomplishing) 2. Identify the accomplishments from Item 1 that had the most impact on furthering the department’s mission.
  • 6. 3. Identify the tasks and basic responsibilities from Question 1 that were not completed with an explanation of why they were not. 4. If the University allocates funds for non-bargained-for merit increases for 2007-08, describe the accomplishments, projects, and activities that should be taken into consideration in awarding you a merit adjustment for this past year. PART C: SUMMARY RATINGS – SENIOR ADMINISTRATORS SUMMARY RATING – Performance Management Review Factors Based on the ratings in the five categories of performance management, this employee’s performance: [ ] EXCEEDS REQUIREMENTS [ ] MEETS REQUIREMENTS [ ] NEEDS IMPROVEMENT [ ] FALLS BELOW REQUIREMENTS SUMMARY RATING – Review of Basic Work Responsibilities Based on a review of the work accomplished by the employee during this past year, his/her performance: [ ] EXCEEDS REQUIREMENTS [ ] MEETS REQUIREMENTS [ ] NEEDS IMPROVEMENT [ ] FALLS BELOW REQUIREMENTS EVALUATOR’S COMMENTS:
  • 7. ACKNOWLEDGEMENT BY EVALUATOR(S) Name of Evaluator: __________________________________ Title: _____________________________ Signature of Evaluator: ___________________________________________ Date: _________________ Signature of Evaluator’s Supervisor: _________________________________ Date: ________________ (If applicable) ACKNOWLEDGEMENT BY EMPLOYEE My signature acknowledges only that my supervisor(s) met with me to review my performance and that I have received a copy of this form. My signature does not signify approval or disapproval of the performance management review form. _________________________________________ _____________________ Employee’s Signature Date Optional Comments (check all that apply): [ ] I agree with this Performance Management review. [ ] I disagree with this Performance Management review. [ ] I am attaching comments regarding this Performance Management review.