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    Etcher.sunday Etcher.sunday Presentation Transcript

    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 1
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 2
    • INTRODUCTION • Steve Etcher, Vice-President of Community EDGE • Director of Boonslick Regional Planning Commission, Warrenton, Missouri 1992-2013 • Community EDGE is an economic development consulting firm • Economic Development Marketing • Community and Organization Assessments • Strategic Planning and Capacity Building for Community Organizations • Leadership development 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 3
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 4
    • SESSION FORMAT Practical Approaches to Employee Evaluations • Peer Learning for Executive Directors • Principles of Employee evaluations • Personal Use of Employee evaluations • Shared approaches to Employee evaluations 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 5
    • EXCERPTS THAT INDICATE YOUR JOB EVALUATION PROCESS IS NOT PRODUCING RESULTS • Works well only when under constant supervision. • When she stops to open her mouth, it seems it is only to change whichever foot was previously there. • This young lady has delusions of adequacy. • He sets low personal standards and then consistently fails to achieve them. • This employee is depriving a village somewhere of an idiot. • A photographic memory but with the lens cover glued on. • Gates are down, lights are flashing, but the train isn’t coming. • If you gave him a penny for his thoughts, you would get change. • Takes him an hour and a half to watch 60 minutes. • Some drink from the fountain of knowledge; he only gargled. • Since my last report, this employee has reached rock bottom and has started to dig. • He brings a lot of joy whenever he leaves the room. 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 6
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 7
    • BENEFITS OF AN EFFECTIVE EVALUATION SYSTEM • Promote consistent, objective evaluations • Ensure that you conduct reviews regularly • Boost employee and manager participation in the review process 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 8
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 9
    • ORGANIZATIONAL CHALLENGES • Tighter budgets • Increasing demand for efficiency • No loss in effectiveness • Must adapt to these changes • Seek better ways to meet expectations • Citizens • Clients • Funding agencies • Elected officials • Board members, and • Media 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 10
    • ORGANIZATIONAL CHALLENGES • EDDs spend 60-80% of expenses on personnel costs • Employees deal with a myriad of people with a stake in the organization • Policies and Procedures need to be developed to: • Reward superior performance • Hold marginal employees accountable • Policies must be administered according to principles of: • Equity • Efficiency • Effectiveness • Performance standards must be designed to promote the goals and values of the organization 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 11
    • EMPLOYEE ATTITUDE TOWARDS WORK 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 12
    • WHY DO EMPLOYEE EVALUATIONS? 1. EDA requires it 2. Personnel policies dictate it 3. Process used to justify salary increases 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 13
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 14
    • CHALLENGES IN DOING EDD EMPLOYEE EVALUATIONS • Diverse workforce skills • Not sophisticated organizations with dedicated HR staff • Limited hierarchy-managers responsible for employee evaluations are busy doing everything else • Supervisors are not trained to do EE • Human capital is a greatest resource, largest expense and greatest challenge • Generational variances with leaders, managers, and staff 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 15
    • REALITIES OF THE EDD WORLD 1. We are knowledge firms 2. We are public agencies or quasi public agencies 3. Our primary expenses-cost of goods is personnel 4. Public service has an interesting definition by the general public. 5. Our organizations must thrive through innovation, problem solving, collaboration, and creativity. 6. Our customers/our audience/our members are changing more rapidly through the election process and may be unfamiliar with the tasks mission of the organizations 7. A constant battle to avoid a bureaucratic label and instead create an image of relevance, efficiency and effectiveness. 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 16
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 17
    • PROBLEMS WITH EVALUATION METHODOLOGY • Supervisory staff not trained in doing evaluations • Evaluation criteria is vague, never communicated in writing, not realistic, not results oriented. • Measures only a single point in time—doesn’t consider the entire evaluation period • Not bilateral in communications • Measures the wrong criteria • Stockpiling of shortcomings throughout the year and unload on the employee during the annual evaluation 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 18
    • Hiring employees means evaluating employees. Both you and your employees need to understand exactly what is expected of them so that it is clear to everyone whether they are performing adequately or at a level that is more or less than adequate…. Employees should know what they do well; they should also know what they need to improve. Business.com (April 2011) 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 19
    • STANDARDS • Qualitative • Quantitative • Mixed • Employees should be made to feel that they are part of the process, not just its victim. 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 20
    • SMART GOALS FOR EMPLOYEE EVALUATIONS Specific Measurable Achievable Relevant Time based • Goals are unique for each staff person based on the program or projects assigned • May include specific program or project measurable for the organization as a whole • Smart Goals are developed with the employee and supervisor, this helps attain buy-in and fair and balanced benchmarks. 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 21
    • SMART GOALS EXAMPLES FOR EDD STAFF • Clerical staff • RLF Loan Officer • Planner • Program Manager • GIS/Mapping Staff 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 22
    • QUALITATIVE MEASURES USED IN EVALUATION 1. Attendance 2. Attitude 3. Quality of work 4. Cooperation/Teamwork 5. Neatness of work 6. Dependability 7. Job knowledge 8. Job productivity/diligent 9. Initiative/self motivation 10.Flexibility in the work environment 11.Communication skills 12.Demonstrates ability to make good judgments 13.Demonstrates the ability to follow instructions 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 23
    • HOW TO DO EFFECTIVE EMPLOYEE EVALUATIONS • Define expectations up front and in writing • Make goals measurable and observable • Discuss goals with employees • Obtain employees agreement and signature • When doing the evaluation begin by explaining the purpose and procedure in doing evaluations • Help make them feel comfortable, ease their tension about the process • Avoid vague, subjective terms • Listen, listen, listen, listen…. • Remember to point out the positive elements • Evaluate the performance for the entire evaluation period. • Ensure written comments are factual, detailed and constructive • End the evaluation positive and motivational 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 24
    • Schedule time for evaluation Provide employee with Qualitative rating sheet Welcome & Comfort Leading Question Listen & Feedback Review Evaluation Period goals & achievements Review Qualitative Measures Develop Corrective Action Plan Develop goals for next period Identify & Agree on measures Encourage and Motivate 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 25
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 26
    • HOW TO EQUIP SUPERVISORY STAFF TO DO EMPLOYEE EVALUATIONS • Training in assertiveness • Training in dealing with conflict • Learn to diffuse tension • Learn to turn conflict into opportunity for a healthy dialogue • Learn techniques for confronting poor performance • Diversity /non bias training • Learn to listen • Learn to properly deliver evaluations 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 27
    • ALIGNING COMPENSATION WITH RESULTS NADO EX DIR SALARY SURVEY 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 28
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 29
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 30
    • SCENARIO #1 A long term employee who oversees a vital program in the organization is not making reasonable or appropriate gains in learning to utilize technology in the delivery of the program. He/she has been given numerous opportunities to take classes to improve his/her technological skills, some during work hours, some on the employee’s own time. The organization has been willing to pay for this professional development. A few classes are attended during the working hours, but none beyond that. The implementation of new technologies or the utilization of existing technologies by this employee has been void-almost negligible. How would evaluate this employee and how would you use the evaluation process to create a change in behavior? 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 31
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 32
    • SCENARIO #2 You have hired a new “Millennial generation” employee to work in your organization doing mapping, and data research and evaluation. The employee has been on the job for 2 years and does a fantastic job of mapping, gathering and interpreting data and meeting project objectives and deadlines. During the employee evaluation process last year he/she was critically evaluated for his/her work habits and attendance. The employee has not made any improvements to his/her punctuality or modified his/her work habits. How would you use the employee evaluation process to gain the results desired of the organization? 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 33
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 34
    • SCENARIO #3 You have recently hired an employee to work on a special community project Though highly qualified for the job and producing the desired project results, the employee is not fitting into the culture of the organization (The culture is focused on teamwork, creativity, innovation and customer service) The employee does poorly at interpersonal relationships in the office, doesn’t share information freely or collaborate with other staff members working on the same project, nor does the employee take calls from member communities when “working on a project”. How would you evaluate this employee and use the evaluation process to get him/her to fit into the culture of the organization? 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 35
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 36
    • SCENARIO #4 You have an employee that has been with the organization a number of years. The employee has lot of positive attributes, does good work, meets project deadlines, and produces high quality products and results. However, the employee is chronic gossip. The employee is talking to or about someone every chance they have—and not necessarily in a positive light. You have critically evaluated the employee in the past for this action, particularly what is said, how it is said, and to whom things are being said. In addition to chiding them for not using their time appropriately. After evaluations the gossip diminishes in the office for a while, but weeks or months later, the habit begins again. How would you evaluate this employee and use the evaluation process to modify this behavior? 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 37
    • SCENARIO #5 You have an employee that has been with the organization nearly 3 years. The employee has learned the job duties quickly, is a team player, has a great attitude, and is generally liked around the office and by the customers. In prior evaluations you have critically evaluated the employee for the neatness and quality of their work—particularly noting their lack of attention to detail on reports. Errors continue to occur and the final products produced is often a poor reflection on the professionalism of the organization. Not to mention the employee’s office is a complete mess, totally trashed, all the time. How would you evaluate this employee and use the evaluation process to achieve the desired results 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 38
    • QUESTIONS FOR DISCUSSION 1. Who conducts employee evaluations for your organization? 2. Briefly describe your evaluation process. 3. How do you determine salary adjustments and/or salary levels for employees? 4. What strategies do you use to attract and retain quality employees? 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 39
    • SUMMARY 1. Define Expectations  Define what is expected of the employee  Make sure goals are measurable and observable 2. Create Goals • Discuss the goals with the employee • Obtain the employee’s agreement and signature 3. Provide Written Evaluations • At least annually, more frequent if needed • Ensure evaluations reflect the entire evaluation period 4. Maintain a Performance Record • Make written notes throughout the year • Do both praising and correcting in real time 5. Ensure Integrity of Evaluation • Written comments should be factual, detailed and constructive • Performance criteria shouldn’t be changed arbitrarily • Evaluations shouldn’t digress from the measures initially identified. MANAGING PEOPLE BETTER 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 40
    • 2 0 1 3 N A D O A N N U A L T R A I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B 41