"Employee Review Model Overview and Guidelines"
EMPLOYEE DEVELOPMENT AND REVIEW Model Overview And Guidelines Revised 12/20/10 Page 1 EMPLOYEE DEVELOPMENT AND REVIEW MODEL OVERVIEW For employees to succeed, they must have a clear understanding of the organization’s expectations, coupled with consistent and useful feedback to help them meet their responsibilities. Without this, employees are not able to do their best. This review model is to be a foundation for: Development and growth of the employee. Empowerment to achieve the employee’s fullest ability. Recognition of the employee’s contribution to the mission of the church. An employee-review model can never capture all that makes employees successful. However, when employees receive consistent and intentional reviews, this practice can strengthen employees’ skills and empower them in their development to contribute to the mission of the church. Employee Development and Review Model This model is a progressive program that moves employees through a series of reviews designed to provide consistent feedback essential in developing the employee’s competencies and performance. The following is a diagram of the review model. Each step provides opportunity for the supervisor to provide feedback to the employee on his/her performance and recommendations for continued development. Revised 12/20/10 Page 2 EMPLOYEE DEVELOPMENT AND REVIEW MODEL FOR NEW EMPLOYEES OR POSITIONS New Employee or Position –Day One (see page 4) Introduction to team members. Orientation to team or field procedures and projects. Orientation to the work space. Introduction to how the employee’s position contributes to the team’s overall mission. This includes a review of the position description. Explanation of employee expectations. Introduction to the Development Review process. Explanation of the training plan. Three-month – IHQ (see page 4) The review will entail: Review of assignments and projects. Discussion with supervisor assessment of employee competencies and performance factors. Review of position description to ensure consistent alignment. Development suggestions for the next review. Six-month – (IHQ and Field (see page 4) Same as three months. Nine-month – IHQ and Field (see page 4) Optional Same as three months. 12-month Annual Review (see page 5) Conduct an annual Development Review. Review Development Plan and prepare next year’s Development Plan. Review position description for alignment with team. Review expectations. Second-year Review Same as 12-month review. Third-year Review After three years of successful reviews, an annual review will occur every two years, however, a Development Plan will be submitted each year. (A review can be scheduled by either employee or supervisor at any time.) [Revised 11-10 Page 3 New Employee or New Assignment—Day One: The supervisor meets with a new employee (or an existing employee in a new assignment) on the first day. This meeting provides the needed information for the employee to begin the job. The orientation session includes: Introduction to team members. Orientation to team or field procedures and projects. Orientation to the physical work space. Introduction to how the employee’s position contributes to the team’s overall mission. This includes a review of the position description. Explanation of employee expectations. Introduction to the Development Review process. Explanation of the training plan. Three-month Review (IHQ Only)1 The first orientation review will occur after three months in the position. The supervisor will conduct this review using the Orientation Review Form. The review will entail: Review of assignments and projects. Discussion of supervisor assessment of employee competencies and performance factors. Review of position description to ensure consistent alignment. Development suggestions for the next review. If there are performance concerns, supervisor need to consult with the director of Human Resource Ministries to discuss employment options. Send the signed Orientation Review Form to Human Resource Ministries. Six-month Review (Field and IHQ) This review uses the same Orientation Review form and follows the same format as the three-month review. In addition, using the Six-month Guiding Questions will help shape the conversation between the employee and supervisor. The supervisor is free to use additional questions to shape the learning experience for the employee. Once the supervisor has arranged a date and time for this review, the supervisor will send the employee the questions for this review. If there are performance concerns, the supervisor needs to consult with the director of Human Resource Ministries to discuss employment options. Send the signed Orientation Review Form to Human Resource Ministries. Nine-month Review (Field and IHQ)—Optional This review period is used only if the employee’s performance has declined from the six-month review. The supervisor will use the same Orientation Review form and will address the same components of the three-month review. If there are performance concerns, the supervisor or supervisor needs to consult with the director of Human Resource Ministries to discuss employment options. Send the signed Orientation Review Form to Human Resource Ministries. 1 Because field-ministry positions lack the opportunity for daily observation, the first orientation review will be at six months. [Revised 11-10 Page 4 Annual Review (Field and IHQ) The annual review requires the use of the Development Review form. This discussion will include: Review of position description to assure alignment with the team’s mission. Expectations for the coming year. Ways the supervisor can continue to support the employee. Second-year Annual Review This review cycle will follow the same format as the annual review. Third-year Annual Review This review cycle will follow the same format as the annual review. Ongoing Annual Reviews IHQ: After three years of successful reviews, employees will receive a full review every two years. Employees will be accountable for an annual Development Plan every year. Note: If a supervisor has concern for an employee’s performance during a non-review cycle, the supervisor can implement a review process for the employee. Also, employees can request a review process when on the non- review cycle. [Revised 11-10 Page 5 GUIDELINES FOR USING THE EMPLOYEE REVIEW FORMS2 The development review process is divided into two dependent parts: the Development Plan and the annual Development Review. The Development Plan is created in consultation with employees’ supervisor at the beginning of each calendar year. The use of the Development Review occurs at the end of each year to review employees’ performance and progress. Part of the annual review will include discussion on employees’ defined goals and achieved outcomes. The following is a summary of each of the major sections of the Development Plan: DEVELOPMENT PLAN 1. Goal Setting The goal-setting document is divided into three specific areas: Mission Goals. Personal Development (both IHQ and Field). Long-term Goals for Employment. Mission Goals target projects, services, or ministries that are most important in meeting the focus of the employee’s team and the mission needs of the church. These goals should fit with the strategic direction defined by the supervisor. Personal Development Goals focus on a specific skill(s) employees want to develop that will impact the work they do. Employees also are encouraged to consider a goal that gives attention to a balanced life in regard to self, family, work, health, and spirituality. Long-term Goals for Employment provides space for employees to consider what their long-term interest is in working for the church. This information will aid directors in considering how to use the giftedness and skills of the employees and to define any needed strategies to help employees develop this sense of call. 2. Target Strategies and Outcomes Achieved Target Strategies are steps or tasks essential to achieve the position goal. Target strategies should have a clear and measurable impact on the position goals. Outcomes Achieved is completed at the end of the year, when employees assess and summarize progress toward the target strategies and position goals. Include clear and concise examples that show progress toward the defined goal. 3. Educational-development Review To help track employees’ development progress, employees need to update specific training or educational experiences that will contribute to employees’ long-term goals for employment with the church. Complete this section only if there is new information to add. If not, simply mark the box No updates at this time. 2 Employee Review Model and supporting documents are online at: http://CofChrist.org/hr/staff/asp. [Revised 11-10 Page 6 ANNUAL DEVELOPMENT REVIEW The following is a summary of each major section of the Annual Development Review: Section A 1. Additional Projects, Service, or Ministries not in Your Development Plan The first section is space to highlight other projects, services, or ministries that emerged during the year as a priority but were not reflected in the annual Development Plan. 2. Personal Reflection This section is to encourage employees to examine their personal development and performance during the last year. The questions provided will serve as a basis for conversation during the review session with the supervisor. Employees are not expected to provide written responses to these questions. Section B 1. Competency and Performance Factors This section allows the supervisor to select the most-essential competencies and performance factors needed for meeting the expectations for each position. What are competencies and performance factors? Competencies are behaviors that include skills, knowledge, and personal characteristics needed to perform a job successfully and are directly related to the employee’s position description. A complete list of competency descriptions is available on the church web site. Performance factors are those behaviors that influence performance (for example: quality of work, quantity of work, attendance, initiative). To make the review as helpful as possible for employees, a review form has been created so each supervisor can customize the form specific to the employee’s job description. How to use the rating scale? Before meeting with their supervisor, employees should complete this section and then send to their supervisor. For each competency and performance factor, employees need to place an “X” above the line where they believe their skill level to be. Supervisor will use an “O” below the line, to reflect where they assess employees’ skills to be. Needs significant x This competency is development O well-developed Satisfactory When completing the form electronically, place the cursor above or below the line and move with the space bar. Each competency provides space for comments by both the employee and supervisor. Adding comments is optional for employees. For supervisor: Please provide comments for any rating below “satisfactory development.” If an employee has two or more competencies below the satisfactory level, a Plan for Improvement is required (see information on page 9). Section C Future Development Planning [Revised 11-10 Page 7 This section allows employees to identify specific areas (competencies and performance factors) to work on for the coming year. These recommendations come from new insights gained from reflection on past performance. Discussion on these recommendations serves as preplanning for the next annual Development Plan. Section D Supervisor Comments This section provides space for supervisor to document noted accomplishments, strengths, and suggested improvements. These recommended improvements should guide employees in completing a Development Plan for the coming year. To achieve genuine growth and development, supervisor must provide practical suggestions and examples that can help employees place recommendations in context. Steps for Completing the Annual Development Review: 1. The supervisor sets a ”team review window” for the annual review and directs the employee where to find the electronic Development Review form on the church web site. 2. The supervisor completes sections C and D of the Development Review form as well as selects 5-8 competencies from the employee’s position description, and then sends it electronically to the employee. The supervisor and the employee should make a copy of the review form for their records. The supervisor schedules a meeting with the employee. 3. The day before the scheduled meeting with the employee, the supervisor sends the employee the final version of the Development Review form for reflection. 4. On the day of the meeting, the supervisor brings a copy of the Development Review form. Following a time of shared reflection with the employee, both the employee and supervisor sign the form. If the employee disagrees with any comments or ratings from the supervisor, the employee can mark the box “Employee does not agree with this review” and then submits a rebuttal in the space provided. 5. Once the Development Review form has been completed and signed, give a copy to the employee and send the original copy to Human Resource Ministries. [Revised 11-10 Page 8 SUPPORTING TOOLS ORIENTATION REVIEW The Orientation Review is used for new employees or employees in new positions. The following are guidelines in using this review form: 1. The supervisor will use the same tool for the three-month, six-month, and the optional nine-month review periods (field employees will receive only the six-month orientation review). 2. The review contains the same competencies and performance factors from the annual Development Review. 3. Completing the Orientation Review is the same as Section C of the Development Review (see instructions on pages 7–8). 4. Both the employee and supervisor will complete the form. 5. The supervisor needs to mark on the form if the employee will continue to the next review period or be released. 6. The supervisor must consult with the director of Human Resource Ministries prior to meeting with the employee if there are performance concerns. 7. Send signed Orientation Review forms to Human Resource Ministries. PLAN FOR IMPROVEMENT A plan for improvement is to provide greater detail and help for employees who have unsatisfactory development. The following are guidelines in using this form: 1. Setting up this plan can occur at any time during the year if an employee’s performance declines. 2. The plan for improvement must include: Identified areas needing improvement. Target strategies required for the employee to work toward. Measurable timeline in which specific target strategies are to be met. Statement on how often the supervisor will meet to review progress. Identified time when a follow-up review will be conducted to assess performance development, which will result in a decision to continue or terminate employment. Benchmarks for this final review should be set within no less than 30 and no more than 90 days. 3. The supervisor will work with the director of Human Resource Ministries to complete the improvement plan. 4. Send a signed copy of the Plan for Improvement to Human Resource Ministries. [Revised 11-10 Page 9