Project Plan

Description
The current non-faculty performance management system no longer meets the needs of the college and its employees. The goal of the project is to create and implement a new performance evaluation system for all non-faculty employees that will meet the needs of the college and accurately measure the overall performance of the employees. The new system must also align with the college’s mission and vision.

AQIP Criteria:
Primary: Category 4 – Valuing People

Related: Category 1 – Helping Students Learn
Category 7 – Measuring Effectiveness



Related AQIP Principles: A. A mission and vision that focuses on providing a quality work place for all employees.

B. Broad-based department chair, staff and administrative involvement.

Rationale: During the most recent AQIP Strategy Forum, the steering team designated the development of a new employee evaluation process and tools as an AQIP action project. The need for this Category 4 project is supported by several indicators. In both the 2004 and 2007 administrations of the PACE survey to all employees, the need for an improved employee evaluation and development system was rated the highest priority for change among support staff, professional staff and administrators. The Staff Senate of the college has repeatedly called for a revised performance evaluation system and includes this issue regularly in its discussions with the college administration. Supervisors and managers indicated a desire for improved performance evaluation processes that will provide a more substantive review and a better link to planning for professional development and succession planning for their staff. In 2009, the Office of Human Resources commissioned a consultant to implement a two-phase project to survey leadership to determine perceptions of HR effectiveness and to assess the processes for effectiveness and efficiency in the operations. The survey results revealed the need to implement a new employee evaluation system. This project began with benchmarking best practices elsewhere, including drawing on trend information from HR consulting firms.

Organizational Elements Affected by Project: This project affects every division and every non-faculty full-time employee across the institution.

Processes Affected by Project:
Salary administration; Staff Development and Innovation Committee initiatives; leadership development; corrective action plans related to performance; and succession planning.

Definition of Process Measures:
The team will obtain sample performance evaluations from other colleges and universities and analyze the overall advantages and disadvantages of each as well as complete an analysis of components of each benchmarked system. Additionally, each system will be reviewed for simplicity of implementation, web-based on-line capabilities and support for accurate and consistent reporting.

Definition of Outcome Measures:
Outcome measures will include the elimination of a paper-based system while providing information that is easily shared, stored, retrieved and managed. Additionally, the system must be able to aggregate and analyze data, identify trends and make accurate projections. Also imperative will be the ability to track submissions by managers/supervisors. The HR team must have the ability to track the progress of the completion of the performance evaluations by department, division and individual employee. The system must be uncomplicated enough to provide ease of use while comprehensive enough to accurately, fairly and consistently assess the performance of each employee. The performance system may provide for more strategic and less tedious assessment.

Performance Targets:

Year One:
Conduct compression planning to determine the following important tasks and components: benchmark existing performance management systems; explore advantages and disadvantages of on-line systems; evaluate various ways to measure skills and performance, i.e., ratings, narratives, points, etc.; identify training requirements and training programs for users; and create a marketing and communication plan for roll out. Select the vendor whose program is most suitable to the identified needs within the system. Working with the selected vendor, identify, develop and customize the components of the program.

Year Two: Implement the new system, conduct training for all users and create a website.

Year Three: Monitor and measure the outcomes listed above. Based on the results, make necessary modifications to achieve outcomes.