To prepare for implementing this performance review process, will be a staff workshop to explain the process, unpack the performance review instrument and model how to complete the process. School ADvance Non-Instructional Administrative and Staff Performance Review and Development Framework Performance Level Dependability Quality of Work Job Knowledge Response to Challenges Ethics and Integrity Extended (Highly Effective) o Independently creates and/or refines processes for completing job responsibilities in a timely fashion o o Consistently produces high quality work without supervision Independently develops ways to improve the quality of work o o Demonstrates levels of knowledge and beyond what is required to effectively carry out core job responsibilities Independently develops knowledge and/or skills to improve job performance and assists in developing the knowledge and/or skills of others o Assists in resolving and/or preventing conflict by facilitating constructive dialogue and focusing on and facilitating problem solving Models highly ethical and trustworthy behaviors Helps create a culture of highly ethical and trustworthy behavior Developed (Effective) o Is consistent with timely completion of job responsibilities without supervision o o Work rarely contains errors, omissions, or other indicators of low quality Finds and corrects problems of work quality without supervisor feedback o o Demonstrates high levels of knowledge and/or skills to effectively carry out core job responsibilities Independently seeks out opportunities to improve knowledge and/or skills to enhance job performance o Responds to challenging situations and areas of potential conflict with tack, respect, maturity and contributes to resolving the problem Consistently behaves in an ethical and trustworthy manner Discourages unethical or dishonest behaviors among co-workers Basic (Minimally Effective) o Is consistent with timely completion of job responsibilities, but requires supervision to sustain consistency o o Work occasionally contains errors, omissions, or other indicators of low quality Corrects problems of work quality with supervisor feedback o o Demonstrates basic levels of knowledge and/or skills to effectively carry out core job responsibilities Accepts opportunities to improve knowledge and/or skills to enhance job performance when initiated by supervisor o Avoids responding with anger and/or aggression, but sometimes needs redirection on how to handle challenging situations or areas of potential conflict Avoids unethical and/or dishonest behavior Relies on supervisors to address issues of unethical or dishonest behavior among co-workers
Ineffective o Is inconsistent with timely completion of job responsibilities even with supervision o o Work frequently contains errors, omissions, or other indicators of low quality Fails to correct problems of work quality even with supervisor feedback o o Does not demonstrate the basic knowledge and/or skills to effectively carry out core job responsibilities Shows low interest or initiative toward improving knowledge and o Responds to challenging situations and/or areas of potential conflict with anger, aggression, lack of tack, disrespect, and/or immaturity Allows self to behave in unethical or dishonest ways Resists supervision on issues of ethics and honesty skills related to core job responsibilities Performance Level Cooperation with CoWorkers Interactions with CoWorkers Handling of Concerns Professionalism Leadership Extended (Highly Effective) o Models positive, cooperative, respectful, and supporting behaviors in working with co-workers and actively contributes to a positive working environment o Helps create a climate of constructive feedback and appreciation of the contributions of all coworkers o set the tone and model the way for others to handle personal concerns in a confidential, nondisruptive manner and follow established channels for resolution o Models a level of professional dress and comportment at or above the organizational standard and contributes to a collaborative effort to refine the professional image of the office o o Takes initiative to develop personal leadership skills and capacities Fosters a culture of shared responsibility and leadership in the organization and helps others develop leadership capacity Developed (Effective) o Maintains a cooperative, respectful, and friendly demeanor in working with co-workers o Offers constructive feedback and acknowledges the contributions of others o Handles personal concerns in a confidential, nondisruptive manner, and follows established channels for achieving resolution o Maintains a level of professional dress and comportment consistent with the organizational standard and actively works to refine personal professional demeanor o o Shows leadership in carrying out personal role and responsibilities in the organization Seeks out opportunities for leadership roles in the organization Basic (Minimally Effective) o Avoids overtly confrontational, disrespectful and/or uncooperative behavior in working with coworkers, but does not make much effort to engage or cooperate with others o Avoids criticism, but rarely finds ways to complement and acknowledge the contributions of others o Handles personal concerns in a confidential, nondisruptive manner, but needs direction on how to follow established channels for achieving resolution o Maintains a level of professional dress and comportment consistent with the organizational standard o o Accepts responsibility for self and own job Accepts assigned leadership roles in the organization
Ineffective o Demonstrates confrontational, disrespectful and/or uncooperative behaviors in working with coworkers o Is highly critical of others in the work place o Handles personal concerns in a manner that breaches confidentiality, fails to follow established channels for resolution, and/or encourages o Does not maintain a level of professional dress and/or comportment consistent with the organizational standard o o Avoids taking responsibility for self and own job Avoids opportunities for leadership roles in the organization unrest among coworkers Performance Level Initiative Creativity Productivity Extended (Highly Effective) o o Resourceful in carrying out both core and extended job responsibilities ways to contribute to the broader goals and work of the organization o Frequently creates ways to improve on the conduct of own duties and on the conduct of broader organizational functions o Innovative worker. Creates new ways of increasing productivity either for self, coworkers, or the broader operations of organization o o Developed (Effective) o o Resourceful in carrying out core job responsibilities Will volunteer to assist in areas outside of core job responsibilities without being asked o o Consistently looks for and is open to suggestions for improvements to the conduct of job duties Frequently, creates ways to improve on the conduct of job duties o Efficient worker. Rarely falls behind, but if that happens, initiates or works with supervisor to make changes in work flow and processes to avoid falling behind in the future o o Basic (Minimally Effective) o o Requires only minimal supervision to carry out basic job responsibilities Will go beyond basic job responsibilities and assist in areas outside of core job responsibilities when o Implements duties as prescribed, is open to suggestions for how to improve upon the conduct of those duties, and occasionally initiates an improvement o Steady worker. May occasionally fall behind, but seeks out solutions and/or assistance from a co-worker or supervisor for catching up o o
Ineffective o o Requires consistent supervision to out basic job responsibilities Responds minimally or not at all to requests to assist in areas outside of core job responsibilities o Carries out duties only as explicitly prescribed by someone else and/or is resistant to suggestions for improvement o Slow worker. Frequently falls behind and does not seek out solutions for catching up o o Additional Evaluation Elements for Management Positions Performance Supervision Vision Systems and Processes Capacity Development Extended (Highly Effective) o Provides staff with timely, constructive, and effective feedback to guide their development o Provides leadership and support for the creation of shared organizational mission and vision along with aligned goals and strategies o Offers creative solutions to enhance the systems and processes for the broader organizational functions Assists in assessing staff capacity for achieving the organizations mission, vision and goals Assists in planning for staff growth and development in key capacity development areas o Developed (Effective) o Provides staff with timely, constructive, and effective feedback to guide their development o Articulates a clear vision for area of responsibility, a shared vision with staff, and alignment of goals and strategies to that vision o Has refined systems and processes for own work and assists staff in refining systems and processes for their work o Assists staff in identifying meaningful performance growth targets, developing effective performance growth plans, and monitoring both the implementation and impact of those plans o
Basic (Minimally Effective) o Maintains oversight of staff performance, but has not refined the skills or processes for providing timely, constructive and effective performance feedback o Articulates a clear vision for area of responsibility, but has not established a shared sense of vision with staff or alignment of goals and strategies to that vision o Has developed some basic systems and processes for managing own work and works with staff to help them develop systems and processes for their work o Works with staff to identify performance growth areas and performance growth plans, but is not consistent in monitoring the implementation of those plans o Ineffective o Fails to provide adequate oversight of staff performance and/or provide timely or constructive feedback o Does not articulate a clear vision for area of responsibility o Is disorganized and/unstructured in own work and does not provide any structure for the work of others o Does not work with staff to identify performance growth areas and/or develop performance growth plans o