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Posted by nazir.alladin@s... on June 17, 2013
Colleagues, We have our annual staff assessment exercise that is done under some criteria that makes it very subjective. Can anyone share how their staff assessment is done for ICT staff that will provide a more objective way of measurement. For the academics there is a clear criteria based on research, publications etc. Regards. Nazir Alladin "The problem of human beings is often not that we aim too high and fail, it's that we aim too low and succeed." Michealangelo CONFIDENTIALITY: This email (including any attachments) may contain confidential, proprietary and/or privileged information. Any duplication, copying, distribution, dissemination, transmission, disclosure or use in any manner of this email (including any attachments) without the authorisation of the sender is strictly prohibited. If you receive this email (including any attachments) in error, please notify the sender and delete this email (including any attachments) from your system. Thank you. ********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/groups/.

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Hi,
Is an annual staff assessment exercise the same as an individual performance evaluation in this context?  I noted this article earlier this year and I tried to use the concept with my annual reviews this year:
http://www.inc.com/tom-searcy/a-new-approach-to-annual-performance-reviews.html

Our campus has a pretty locked-up evaluation process that evaluates both job performance measured against the posted job description, and performance or achievement of goals that were set at the beginning of the review cycle.  The timing is not conducive to effective measurement, though.  The personnel review year starts on April 1 and ends March 30.  The budget year starts July 1 and ends June 30.  That typically means that we set goals in April and May, without knowing what projects will be funded.  That means we end up writing non-specific but measurable goals like "Complete 6 significant projects."  We may know 3 of those projects at the start of the year but find out another 3 later, around September, when budget details emerge.

So when conducting the review, I'm looking for 3-5 key and consistent deliverables based on the job role, and 6 critical achievements based on goals.  Individual goals need to align with the university and department strategies, and roll up to a list of "team goals", which roll into a public goals statement that we develop for the entire department. 

Our process requires that employees start the conversation by completing online reports describing their top achievements and their goals progress.  Then we review together. 

How you want this process to go can depend on what you want as an outcome.  I use the reviews to reinforce links between the work of the individual, the valued contribution of a productive employee, and the strategic value of IT and of the central IT department to university initiatives.  I also use the reviews to find out where an employee wants to be in 5 years and to identify what I need to do to help them get there.  I ask a lot of "what can I do for you" kinds of questions.  If I have to, I use the review to talk about shortcomings and how to improve.
Why are you doing reviews and what do you want as an outcome?


You might enjoy a couple anti-annual review articles:  http://www.fastcompany.com/3004111/why-year-end-reviews-are-big-fat-waste-time
Best wishes -
Theresa


Posted by: rowe on June 17, 2013
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