Performance Review Training

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Prescott College
Performance Review Training
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Training Overview

• Purpose of performance reviews
• Setting goals
• Feedback and documentation
• PC process

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Why do we do Performance Appraisals?

• To ensure College departments, processes,
  operations etc., are working at optimum
• To ensure that we are achieving the results
  desired by the College
• To facilitate communication between a supervisor
  and an employee
• To encourage accountability and provide feedback
  to employees
• To allow employees to become aware of supervisor
  expectations

Being busy is not the same thing as producing
results
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Activities of Performance Management

• Identify and prioritize desired results
• Establish a way to measure progress
• Set standards to assess how well results are
  achieved
• Track and monitor progress

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On-going Observations

• Reinforce activities that produce results
• Intervene to improve progress when needed
• Make ongoing adjustments
• Develop a plan for improvement
• Maintain a journal

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Setting Goals

• Identify areas requiring improvement
• Benchmark status of improvement
• Identify areas for professional development
• Use to test a new process or procedures
  effectiveness

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Feedback and Documentation

• Routine activity for Supervisors
• Based on observed work related behaviors,
  actions, statements and results
• Identify describe behaviors that aid success
  and development of skills, knowledge,
  experience
• Offer both PRAISE and CONSTRUCTIVE feedback
• Process should be open, fair, and understood by
  everyone

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Ways of Receiving Input

• Evaluate output of work
• Routine one on one meetings that include
  discussing performance
• Review standards and expectations
• Ask for updates from employee
• Obtain feedback from others
• Conduct brief check-ins

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Guidelines for Giving Feedback

• Be Honest
• Based on specific observations, data, and info
• Delivered as close to event as possible
• Ask employee for input before deciding how to
  interpret behavior
• Discuss impact of behavior on performance and/or
  consequences of behavior
• Communicate by words, body language and tone of
  voice that your intention is to be helpful

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When Performance Doesnt Meet Standards

• Review and analyze past performance to determine
  areas requiring improvement
• Design and implement plan for improvement
• Clearly convey specific areas needing improvement
• Identify actions to be taken
• Identify when performance will be reviewed
• An overall unsatisfactory rating indicates
  significant performance deficiencies. Other
  options may want to be considered.

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The Process

• Distribute self eval and Supervisor
  Questionnaire to employees.
• Supervisor Questionnaires are returned to HR by
  employees.
• Review employees self eval
• Complete appraisal form
• Schedule and meet with each employee to review
  and discuss the appraisal
• Provide employee with a copy and forward the
  signed original to HR

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The Forms
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The Forms
Forms are available at www.prescott.edu/hr Click
on the forms button.
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Due Date

• Due in HR office by
• September 30, 2002

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Fair Labor Standards Act (FSLA)Federal
Legislation

• Two categories
• Exempt
• Non-exempt

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Exempt Status

• Administrator
• Executive
• Professional (Includes academic administrative)
• Sales

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Administrative

• Primary duty office/non-manual work directly
  related to management polices or general business
  operations. Customarily and regularly exercises
  discretion and independent judgment. Salary of a
  least 250/week.

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Executive

• Primary duty manages an enterprise or a
  customarily recognized department or subdivision.
  Customarily and regularly directs the work of
  two or more employees. Salary of at least
  250/week.

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Professional

• Primary duty work requiring advanced knowledge
  through prolonged course of study or performs
  work which is original and creative in character
  or imparts knowledge through teaching. Work
  requires consistent exercise of discretion and
  judgment in its performance. Salary of at least
  250/week.

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Sales

• Sells away from the employer's place of business.
  Hours of non-selling work not more than 20 of
  total hours worked. No salary test.

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Non-exempt

• Is work that is not an essential part of and
  necessity to exempt work.

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Prescott College Classifications

• All jobs have been classified classification is
  on job description
• If you are uncertain about the classification
  call HR.
• All non-exempt employees complete a timecard.

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Overtime Pay

• Overtime Compensation
• Nonexempt employees are compensated for overtime
  at time and one half for hours worked in excess
  of 40 hours in a given work week.
• The work week for Prescott College is from
  Wednesday, 1200 a.m. to Tuesday, 1159 p.m.
• Paid time off (e.g., holidays, DTO, summer
  hours) is not included in determining hours
  worked for overtime purposes.

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Non-exempt

• Rest periods of 5-20 minutes are considered time
  worked for overtime purposes.
• All time which the College requires, suffers or
  permits the employee to be on duty is considered
  hours worked for overtime purposes.
• Even in those situations in which the overtime is
  not authorized, but the supervisor is aware of
  the extra hours worked, the College is required
  by law to pay the overtime premium.

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Considerations

• An employee can not waive his/her right to
  receive overtime.
• Travel time may be considered time worked.
• A supervisor should review the specific travel
  arrangements with Human Resources in determining
  the hours worked for overtime purposes.

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Other Considerations

• A department's ability to compensate for overtime
  or the level of the position within the
  organization has no bearing on whether or not the
  position is classified exempt or nonexempt

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DTO and FSLA

• Any exempt employee will only need to complete a
  leave request form for a full day off.
• Non-exempt employees record all time off to the
  nearest quarter hour.