Performance planning year-at-a-glance Goshen College’s annual performance planning cycle for employees runs from July – June annually. July August – April May – June Step 1. Planning Leader and employee member  Review the principal responsibilities of the job  Discuss standards of performance  Identify college priorities and department objectives  Decide upon projects within the scope of the position and assign specific goals and objectives Step 2. Goal Setting Leader and employee member  Review college and team objectives for the coming year  Define performance expectations that align with team and college objectives  Create SMART goals that will help to achieve team objectives and address professional development Step 3. Monitoring Leader and employee member  Meet regularly to review progress on performance goals to-date and discuss successes and roadblocks  Redefine expectations and update the goals if performance expectations change throughout the year Step 4. Coaching and Feedback Leader  Provide ongoing feedback on the employee member’s performance  Establish open, ongoing communication channels Employee member  Proactively solicit feedback to ensure that performance is in line with expectations Leader and employee member  Provide objective information and examples of performance to identify areas of strength and areas for improvement throughout the year Step 5. End of Year Discussion Employee member  Provide comments related to the documented performance expectations and goals Leader  Provide feedback related to the employee member’s performance expectations and objectives Leader and employee member  Support each assessment with specific results and objective examples of performance throughout the year  Meet to discuss the employee member’s performance, identifying key areas of strength and accomplishment and areas for improvement Step 6. Recognition and Rewards Leader  Recognize and reward performance frequently throughout the year. This can include simple verbal recognition and other forms of nonmonetary acknowledgement of good work Deliverable:  Completed plan Deliverables:  Regular meetings between leader and employee member  Updated (if necessary) Deliverable:  Completed performance review
Collaboration Definition: Cooperates with others to accomplish common goals; works with employees within and across his/her department to achieve shared goals; treats others with dignity and respect and maintains a friendly demeanor; values the contributions of others Unsatisfactory Performer = NA or PA Successful Performer = AE Exceptional Performer = EE ƒ Tends to isolate oneself from others while working toward team goals and objectives ƒ Consistently works with others to accomplish goals and tasks ƒ Frequently uses opportunities to work with others as a teaching tool to impart organizational knowledge and help others succeed ƒ Sometimes treats other team members with hostility or indifference ƒ Treats all team members with a respectful, courteous, and professional manner; supports team despite different points of view or setbacks ƒ Actively seeks to eliminate “cliques” and assists in problem solving so that all team members can be included in work processes ƒ Talks about commitment to teamwork but does not always demonstrate it in his/her actions ƒ Considers the views of other people (and departments, if relevant) when analyzing a situation or developing a solution ƒ Builds loyalty among other team members (and departments, if relevant) across the institution ƒ Works well with some people but not others; is not generally regarded as a “team player” ƒ Consistently works well with a variety of different people; rarely encounters someone he/she cannot work effectively with on a task/project ƒ Provides guidance to others as they work through conflicts and disagreements so they can become better “team players” ƒ Waits for others to solve interpersonal/team conflicts and problems ƒ Regularly initiates communication to help solve interpersonal/team conflicts and problems ƒ Facilitates communication between people experiencing conflict who have previously been unable to solve problems ƒ Inconsistently participates in department and institutional meetings, activities, and events ƒ Consistently attends and actively participates in department and institutional meetings, activities, and events when asked or required Volunteers on committees that are outside typical job responsibilities; exceeds the expectations of his/her job in participating in college initiatives and programs ƒ Provides inconsistent feedback with different members of the team ƒ Provides balanced feedback to improve team collaboration and functioning on a continuous basis ƒ Proactively works with team members to improve team collaboration and functioning on a continuous basis
Sample performance log Use this worksheet to record performance-related information throughout the review period. Be sure to include the date you shared the information with the person, as well as the person's reaction. Also, record any follow-up items you agree on. Staff Member’s Name: ___Seth____________ Date Shared Feedback, Data or Information Comments / Reactions Agreed Upon Action Items 2/11 Letter from Mary at ABC Enterprise (on file). Impressed with Seth's responsiveness to their technical problems. Very pleased, of course! And surprised – he hadn't realized they appreciated the effort. 3/19 Roger and Eileen both mentioned that Seth hasn't been returning phone calls promptly. In one case, it took more than a week. Seth was already sensitive to the issue. He's in "serious overload mode." Set meeting for 3/26 to review his responsibilities. 4/7 1st quarter results: 112% of target. Relieved -Q1 target was ambitious. Seth will continue to implement Q2 call quota results. This form is on the HR website under Supervisor Resources