A Report on PERFORMANCE MANAGEMENT OF NONTEACHING STAFF IN BITS PILANI

BY
Vinay Amdhare Paresh Sarjani Neelmani Singh Sanya Nahuria Devis Thomas Aakansha Sarbahi

Under the guidance of

Dr Sarvesh Satija Prof. Jayashree Mahesh

BIRLA INSTITUTE OF TECHNOLOGY AND SCIENCE, PILANI

Table of Contents:
Under the guidance of................................................................................ 1

.............................................................................2
................................................................................................................... 7 ................................................................................................................... 7 Non teaching staff in BITS Pilani:................................................................8

SUPERVISION AND EVALUATION OF NON-TEACHING STAFF ...................................................................9 Performance management in other institutes:.......12 POLICIES, GUIDELINES AND PROCEDURES:............13 Of Luis Rule University..........................................13
Performance management of Non teching staff of WBMS: ......................17 The Northwest Catholic District School Board.........................................18 Rationale ................................................................................................. 18

1.0 Implementation .............................................18 Guidelines ...........................................................19 3. Evaluation Procedures .....................................19 3.1 Formative Evaluation .....................................19 3.2 Summative Evaluation ....................................19 3.3 Evaluation Criteria .........................................20 CONCLUSION........................................................21

Introduction

Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product of service, as well as many other areas. PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities. [1] Performance management as referenced on this page in a broad term coined by Dr. Aubrey Daniels in the late 1970s to describe a technology (i.e. science imbedded in applications methods) for managing both behavior and results, two critical elements of what is known as performance. [2]
Application This is used most often in the workplace, can apply wherever people interact schools, churches, community meetings, sports teams, health setting, governmental agencies,social events and even political settings anywhere in the world people interact with their environments to produce desired effects. Armstrong and Baron (1998) defined it as a strategic and integrated approach to increase the effectiveness of companies by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors. It may be possible to get all employees to reconcile personal goals with organizational goals and increase productivity and profitability of an organization using this process. [3] It can be applied by organizations or a single department or section inside an organization, as well as an individual person. The performance process is appropriately named the self-propelled performance process (SPPP).[citation needed] First, a commitment analysis must be done where a job mission statement is drawn up for each job. The job mission statement is a job definition in terms of purpose, customers, product and scope. The aim with this analysis is to determine the continuous key objectives and performance standards for each job position. Following the commitment analysis is the work analysis of a particular job in terms of the reporting structure and job description. If a job description is not available, then a systems analysis can be done to draw up a job description. The aim with this analysis is to determine the continuous critical objectives and performance standards for each job. [edit] Benefits

Managing employee or system performance facilitates the effective delivery of strategic and operational goals. There is a clear and immediate correlation between using performance management programs or software and improved business and organizational results. [citation needed] For employee performance management, using integrated software, rather than a spreadsheet based recording system, may deliver a significant return on investment through a range of direct and indirect sales benefits, operational efficiency benefits and by unlocking the latent potential in every employees work day (i.e. the time they spend not actually doing their job). Benefits may include: Direct financial gain,

Grow sales Reduce costs in the organization Stop project overruns Aligns the organization directly behind the CEO's goals Decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goals

Motivated workforce

Optimizes incentive plans to specific goals for over achievement, not just business as usual Improves employee engagement because everyone understands how they are directly contributing to the organizations high level goals Create transparency in achievement of goals High confidence in bonus payment process Professional development programs are better aligned directly to achieving business level goals

Improved management control

Flexible, responsive to management needs Displays data relationships Helps audit / comply with legislative requirement Simplifies communication of strategic goals scenario planning Provides well process documentation documented and communicated

[edit] Organizational Development In organizational development (OD), performance can be thought of as Actual Results vs Desired Results. Any discrepancy, where Actual is less than Desired, could constitute the performance improvement zone. Performance management and improvement can be thought of as a cycle: 1. Performance planning where goals and objectives are established 2. Performance coaching where a manager intervenes to give feedback and adjust performance 3. Performance appraisal where individual performance is formally documented and feedback delivered A performance problem is any gap between Desired Results and Actual Results. Performance improvement is any effort targeted at closing the gap between Actual Results and Desired Results. Other organizational development definitions are slightly different. The U.S. Office of Personnel Management (OPM) indicates that Performance Management consists of a system or process whereby: 1. Work is planned and expectations are set 2. Performance of work is monitored 3. Staff ability to perform is developed and enhanced 4. Performance is rated or measured and the ratings summarized 5. Top performance is rewarded[4] [edit] Implementation Erica Olsen notes that "Many businesses, even those with well-made plans, fail to implement their strategy. Their problem lies in ineffectively managing their employees once their plan is in place. Sure, they've conducted surveys, collected data, gone on management retreats to decide on their organization's direction-- even purchased expensive software to manage their process-- but somewhere their plan fails.

Non teaching staff in BITS Pilani:

Non-Teaching Registrar, Workshop Supdt., Sys. Manager Maint. Officer, etc. Dy. Registrar, Budget Officer Sys. Analyst, Gen. Manager Catering Press Manager, etc. Assistant Registrar, Sr. Programmer Assistant Press Manager, etc. Office Supdt., Chief Accountant Programmer, Sr. Prof. Assistant Sr. Technical Assistant, etc. Tech. Assistant, Assistant Office Superintendent, Sr. Steno, Sr. Accountant, Lifesaver, etc. Demonstrator, Steno, Accountant Sr. Comp. Operator Sr. Technician, etc. Office Assistant, Jr. Accountant Technician, Comp. Operator, etc. Jr. Office Assistant, Accounts Clerk Jr. Technician, Jr. Comp. Operator, etc. Sr. Attendant, Tech. Attendant, etc. Attendant, Chowkidar, Sweeper etc. 13,000-400-19,000 9,500-325-16,000 6,000-175-7,750-200-10,750 6,000-175-7,750-200-8,750

4,500-100-5,000-125-7,500 3,600-85-3,940-100-6,040 3,050-75-3,500-85-3,925-100-5325 2,700-70-3,400-75-4,150-85-4575 2,500-55-3,050-60-3,650-65-4,300 2,300-55-3,400-60-4,000

SUPERVISION AND EVALUATION OF NON-TEACHING STAFF

Background Through the Director, the Division shall ensure that a program of supervision and evaluation is carried out according to the following guidelines: 1. Supervision shall take into account: 1.1 The employees skills and competencies, The employees professional attributes and; The performance expectations identified in the employees job description. 2. The procedure shall be led by the supervisor and guided by the expectations set out in the job description. 3. The practices and procedures of supervision and any directives arising out of the supervision process must be fair and equitable. 4. When there is a question of an employee not meeting the expectations of the Division, the supervisor shall investigate immediately and if need be initiate a supervision process to address the identified concerns in a timely manner. 5. Formal written reports, filed on a regular basis, will serve to provide on-going records of performance. 6. If an employee disagrees with the contents of the performance appraisal, he/she may attach a written response to the report. This will be noted and included in the summative report. The signature of an employee indicates that the report was received and discussed. It does not necessarily imply agreement with the ratings or comments. Procedures 1. The Superintendent of Human Resources will establish and maintain suitable procedures for supervising and evaluating the performance of Non Teaching Staff. 2. Non Teaching Staff will be supervised during the probationary period of their first permanent contract, the second year on a permanent contract, and every fifth year beyond that or at any time at the request of their direct supervisor. 3. Employees on temporary contracts will not be provided a formal performance appraisal unless initiated by their direct supervisor. The direct supervisor may request a performance appraisal for an employee on a temporary contract at any

time. If this performance appraisal indicates unsatisfactory performance, recommendation will be made to the Board for the employees dismissal.

4. Programs of Supervision A. Probationary Period on Permanent Contract The performance appraisal shall be completed by the direct supervisor prior to the end of the probationary period. The report shall be initialed and signed as required and distributed as follows: employee, school personnel file, Division personnel file

If the employees performance appraisal indicates unsatisfactory performance, a recommendation will be made to the Board for the employees dismissal. B. Second Year on Permanent Contract The performance appraisal shall be completed prior to May 30 of the given school year. The report shall be initialed and signed as required and distributed as follows: employee, school personnel file, Division personnel file If the employees performance appraisal indicates unsatisfactory performance, a recommendation shall be made for one of two options. A recommendation may be made to place the employee on an intensive supervision program. A recommendation may be made to the Board for the dismissal of the employee. C. Five Year Cycle The performance appraisal shall be completed prior to May 30 of the given school year. The report shall be initialed and signed as required and distributed as follows: employee, school personnel file, Division personnel file If the summative evaluation reflects unsatisfactory performance the employee shall be notified in writing by the Superintendent of Human Resources of his/her placement on the intensive supervision. D. Intensive Supervision Program The Intensive Supervision Program shall focus on those employees who have demonstrated on the basis of their performance and subsequent evaluation, that they are in need of intensive supervision in order to improve their practice to meet the expectations of the Division. The Intensive Supervision Program will be conducted over a reasonable period of time which is normally not to exceed one complete school year. All relevant time lines will be set to minimize disruptions to students learning and operational requirements for the division.

The Intensive Supervision Program will be initiated by the direct supervisor who has responsibility to facilitate and implement an improvement plan. The Superintendent of Human Resources will assist the direct supervisor throughout the process. The Intensive Supervision Program shall note the following: The behavior(s) or professional practice(s) that have been identified as unsatisfactory, The activities the employee will undertake to remediate the identified areas requiring improvement, Supports that will be provided for the employee, How the behavior(s) or professional practice(s) must change in order to be deemed acceptable, How the evaluator will determine that the unsatisfactory behavior or professional practice has been remediated. That following the end of the time lines, the employee must maintain the expected outcome(s) of the intensive supervision program indefinitely, and Failure to comply with the improvement plan and to attain the expected outcomes will result in a recommendation for dismissal to the Board. The employee will be expected to take primary responsibility for his or her own improvement. The direct supervisor shall supervise the intensive supervision process to ensure the improvement plan is adhered to, if need be to modify the improvement plan, and to ensure that the needs of students or division continue to be met. The direct supervisor shall consult with and involve the Superintendent of Human Resources of the school throughout the intensive supervision program. At the conclusion of the intensive supervision program, the direct supervisor shall conduct a summative evaluation of the employee. If the employees performance is satisfactory, they shall return to the supervision schedule as appropriate. If the performance is unsatisfactory, the Director shall forward a recommendation for dismissal to the Board.

Performance management in other institutes:

POLICIES, GUIDELINES AND PROCEDURES:

Of Luis Rule University
POLICY The Louis Riel School Division is committed to providing regular opportunities for open communication with employees regarding their performance in their roles. The Louis Riel School Board recognizes the value of employee contributions to the success of its vision of providing service and support to the students and school community of the Louis Riel School Division. The School Division believes that learning is a life-long process. The performance evaluation of Non-Teaching Staff in the areas of clerical/technical, custodial/maintenance/ bus drivers, educational assistants, and all non-teaching Board Office staff will: provide employees with the opportunity to receive constructive feedback on their work through an objective analysis of job performance and position responsibilities; provide the opportunity to recognize exemplary performance; explore potential growth and development opportunities through an assessment of interests and abilities; enhance communication about job performance and expectations; assist and support professional growth, including setting goals, resolving concerns, recommending employee recognition, promotion, and/or transfer, when appropriate. II. GUIDELINES 1. Evaluation is an opportunity for direct and honest communication between an employee and an evaluating supervisor regarding performance in relation to job duties and responsibilities; 2. An immediate supervisor, a school principal or other supervisory personnel as determined by the Superintendent of Schools & CEO or designate(s), will conduct evaluations. Supervisor refers to any individual who is responsible for the work performance, supervision, and evaluation of other divisional employees. 3. Informal and formal evaluative processes such as discussions, observations, and meetings will occur during and independently of the evaluation cycle The formal evaluation process will provide the opportunity to assess overall results of the employees performance, and identify performance concerns and strengths, individual potential and interests, and the need for specific training and development. 4. Supervisors conducting performance evaluations will communicate evaluation procedures, communicate performance expectations, provide assistance and support, provide a formal written evaluation report, and

make appropriate recommendations to the Superintendent of Schools & CEO or designate(s). 5. Evaluating supervisors should ensure that the evaluation of an employee focuses on and assesses performance of job-related responsibilities. 6. The evaluation meeting(s) should occur in a comfortable, private environment free of interruption. The evaluating supervisor should strive to conduct the meeting(s) in a collaborative atmosphere of professional trust and respect. 7. The evaluation process for unionized staff members will conform to any applicable industry standard or collective agreement provisions. 8. The formal evaluation report will be filed in the staff members personnel file in the Human Resources Department. All information pertaining to the evaluation is confidential. III. PROCEDURES A - Probationary Track 1. New employees will be evaluated with reference to Appendix A Evaluation Report Template at least once during the first year of employment with the Division or during the period for which the employee has probationary status after commencing employment. A new employee can be released from employment during the probationary period, and prior to the completion of a formal evaluation, if the Division determines the employee is not suitable for the position. B - Regular Evaluation Track 1. The Regular Evaluation Track is intended to provide formal evaluation of Non-Teaching Staff in the performance of job responsibilities; acknowledge their contributions toward the achievement of departmental and/or organizational goals; assess and recognize competencies of employees identify areas requiring professional growth and development 2. After the initial probationary period of employment, a non-teaching employee will receive an evaluation review at least once every three years.

3. A divisional employee who transfers into a new position and/or the employees new supervisor may request an evaluation review during the trial period as defined by the applicable collective agreement during the first six months in the new position at a time defined by mutual agreement of the supervisor and employee to be the transition period. 4. Prior to the formal evaluation, the evaluating supervisor will advise the employee

 that an evaluation process will occur in the current school year; that an initial meeting will occur prior to the evaluation meeting, to review the job description and establish the evaluation process and timelines with the employee. 5. At the initial evaluation meeting between the evaluating supervisor and employee, the roles and responsibilities of the employee are discussed and goals are set. The evaluation process and form is reviewed and both participants collaborate to offer information pertinent to the process. 6. At the end of the evaluation process, the evaluating supervisor and employee will meet to discuss the summative evaluation report and form. The discussion will include the following elements: The evaluating supervisors comments regarding performance strengths and commendations, if applicable; The supervisors comments, regarding areas of performance requiring improvement, and suggestions for specific remediation, if applicable; Identification, by mutual agreement, of goals for the employee in the interval preceding the next evaluation review; Preparation for future career advancement, if applicable 7. To complete the evaluation process, the evaluating supervisor and the employee sign and date the form. The evaluating supervisor keeps a copy of the form, and ensures that the employee receives a copy of the form and that the Human Resources Department receives the original and forwards it to the Superintendent of Schools & CEO or designate(s) for review before its placement in the employees Human Resources file. 8. The signature of the employee does not necessarily signify agreement with the evaluation report. The employee can append comments in the area provided on the form. Any concerns of the employee regarding the performance evaluation process may be directed to the Superintendent of Schools & CEO or designate(s), with notification of the intent to do so also provided to the evaluating supervisor. 9. The evaluating supervisor will submit the formal evaluation report by April 15 of the school year in which the report occurs. 10. When an employees evaluation process indicates that job performance does not meet standard requirements, the formal evaluation process may be repeated or the

with the Superintendent of Schools & CEO or designate(s). 11. Any decision to re-evaluate or to begin an intensive evaluation process will be documented in the final (summative) report submitted to the employee.

C. Intensive Evaluation Process 1. An employee will be placed under intensive evaluation when serious concerns have been identified in the employees evaluation process or if performance in areas identified for improvement does not improve after significant opportunity for improvement has been provided. The Regular Evaluation Track process and a written report as stipulated in the Guidelines must precede the intensive evaluation process. 2. The evaluating supervisor will establish a short-term intensive evaluation process with goals and timelines intended to assist the employee to improve performance of the required job responsibilities. The evaluating supervisor will notify the Superintendent of Schools & CEO or designate(s) and may ask for assistance and guidance of the process and plan. The intensive evaluation plan will be shared with the employee prior to commencement of the intensive review. 3. The evaluating supervisor will outline a summary of the followup meeting and timelines for the Intensive Evaluation process in a letter to the employee. 4. The evaluating supervisor shall communicate in advance any recommendation for termination of employment to the Superintendent of Schools & CEO or designate before communicating such a recommendation to the affected employee. 5. The employee may appeal any such recommendation to the Superintendent of Schools & CEO or designate(s). APPENDICES Refer to the Policy Appendix for the standard evaluation form Regular Evaluation Track. (An Intensive Supervision Evaluation form will be developed to support the evaluation process, and be referenced in the policy.)

Performance management of Non teching staff of WBMS:

RATIONALE: To ensure a fair and equitable performance appraisal for support staff is in place. PURPOSE: To provide a process for support staff performance appraisal that achieves organisational and personal goals through systematically: Aligning performance with school goals Identifying personal goals Assisting personal development Ensuring that the schools development plan goals are met Giving specific feedback to staff Providing a basis for senior staff to make organisational decisions GUIDELINES: 1. Each staff member will participate in the appraisal process at least once within a twelve-month period 2. Performance Appraisal is the Headmasters, but may be delegated to other staff members (see Appraisal Web). 3. Each staff member will have a job description, which will form the basis for the performance management system. Once a year, a set of goals and indicators will be agreed upon between the staff member and their appraiser. These will be reviewed and progress and performance assessed during the appraisal interview. 4. A support staff appraisal questionnaire will be used at the appraisers discretion. 5. Meetings will take place between the appraiser and appraisee whenever necessary, throughout the year. 6. Self-appraisal, followed by appraisal through discussion with the appraiser will lead to a written, negotiated report. 7. All appraisal reports are confidential to the appraiser, appraisee, Headmaster and Board. 8. A review process will be made available to staff who are dissatisfied with the results of the appraisal. ATTACHMENTS: Annual appraisal timeline, Appraisal Web and Support Staff Appraisal Questionnaire RELATED POLICIES: Performance Management of Headmaster.

The Northwest Catholic District School Board

ADMINISTRATIVE PROCEDURES
Title: Non-teaching Staff Performance Appraisal Purpose The purpose of the non-teaching staff Performance Appraisal is to evaluate job performance in the probationary term for new non-teaching staff and provide feedback on job performance for permanent nonteaching staff. Rationale The primary goal of the Performance Appraisal is to ensure satisfactory job performance of non-teaching staff. 1.0 Implementation 1.1 For the purpose of this procedure, Supervisor shall mean: Immediate Supervisor Principal/Vice Principal 1.2 For the purpose of this procedure, non-teaching management staff shall mean the following employees: Executive Assistant to the Director Business Administrator Manager of Information Systems Human Resources Administrator 1.3 For the purpose of this procedure, non-teaching board office staff shall mean the following employees; Administrative Assistant 1.4 For the purpose of this procedure, non-teaching union staff shall mean the following employees: Educational Assistant / Library Assistant/ Lunch Hour Supervisor Assistant/ Speech

Head Custodian and Custodian Technical Support Specialist

 Accounting Assistant Guidelines 2.1 The non-teaching Performance Appraisal is independently completed by non-teaching staff prior to the joint meeting. The final score reflects input from the employee but is the score of the Supervisor. 2.2 The non-teaching staff Supervisor will complete the Performance Appraisal prior to the joint meeting. The Supervisor and the non-teaching staff employee shall meet to review the Performance Appraisals completed by each party. The Supervisor will complete the final Performance Appraisal and provide recommendations regarding job performance. 2.3 The Supervisor will provide a copy of the final Performance Appraisal to the non-teaching staff employee and forward the original to Human Resources. If the non-teaching staff employee is completing a probationary term, a copy of the Performance Appraisal will be completed at least two weeks prior the completion of the probationary term with a recommendation for permanent employment or a second probationary term or termination.

3. Evaluation Procedures 3.1 Formative Evaluation In an effort to develop strengths and to recognize and to enhance effective performance, each evaluator is expected to conduct observations and discuss these with the employee during and/or at the end of each year of a three year cycle. If there is an area where major improvement is necessary, the evaluator should make specific recommendations in writing. The evaluator may keep an evaluators data file for the purpose of annotating observations and retaining information and reports regarding the individual employees performance.

3.2 Summative Evaluation A Summative Evaluation consists of a written report which is completed at the end of a three year formative cycle. The following conditions apply:

a) evaluation criteria have been made known before or during the formative process; and b) the employee has been given time and opportunity to improve in any areas of weakness previously identified.
School Board 3 o f 5 Procedure: G-08, Non-teaching Staff Performance Appraisal

The evaluator shall discuss his/her observations with the employee and will submit written, dated copies of the reports as described in (4) Filing Summative Reports. The employee will sign the report to acknowledge receipt. 3.3 Evaluation Criteria The criteria for evaluation of non-teaching staff have been selected to provide the evaluator with a means of carrying the appraisal process from the impersonal job content requirements, as established in the employees job description, to the extremely personal actions exhibited and results achieved by each employee. The criteria have been established as follows: a) Job Knowledge and Skill b) Quality/Quantity of Work c) Interpersonal Skills d) Planning and Organizing e) Decision Making f) Initiative g) Innovation and Change h) Health and Safety i) Teamwork Non-teaching management staff will be evaluated based on the above noted criteria, and additional criteria as follows: a) Delegation b) Leadership c) Communication d) Project Management e) People Development/Management

CONCLUSION