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									The business of evaluation.
    A compare and contrast of business
   evaluations and school evaluations by

               Andy Flora
                  and
             Jason Guilliams
         Supervision is:
• Formative supervision is the process
  of one person (administrator,
  supervisor) assisting another person
  (classroom teacher, employee) in
  order to improve instruction (teacher,
  employee) and learning (student,
  product) in the classroom, workplace
  (Jackson 2001).
  Franklin County Supervision
     and Evaluation Model
• Narrative based on the categories in the
  manual. No check list.
• Three evaluations minimum for non-
  tenured personnel, two for tenured.
• PEP plan option for tenured personnel.
• Formal evaluation method is time
  consuming for the administrator.
• Twenty four practices are possible for
  evaluation but 2-3 are actually recorded
  during the evaluation.
            Jim Mullens,
      Burnt Chimney Elementary Principal

• Evaluator to employee ratio is 1 to
  60.
• Includes teachers, nurses,
  custodians, bus drivers, secretaries,
  and teaching assistance.
• Nurses evaluation is a check list
  everyone else is narrative.
            Jim Mullens,
      Burnt Chimney Elementary Principal

• More time consuming than a check list.
• Believes it is a good tool for evaluating
  instruction because it is a narrative.
• Instruction improves because it has
  specific recommendations.
• In his experience, recommendations are
  usually taken care of before the next
  observation.
             Jim Mullens,
        Burnt Chimney Elementary Principal


     Linking business to education
• Over the last 32 years the only
  change in the evaluation process is a
  switch from check list to a narrative
  form.
• Does not believe that merit pay will
  be a reality for teachers.
• Hard to prove how good a teacher is.
                    Terri Robertson
Benjamin Franklin Middle School Assistant Principal of Instruction


 • Evaluates 40 Math/English teachers 6-8.
 • Believes the model is not practical
   because it is time consuming for the
   evaluator.
 • Not valid because evaluations are
   dependent on chance.
 • Prefers drop in visits.
 • Effective if teacher follows through on
   evaluations.
 • Believes instruction should be a reflection
   of what is wanted by SOL’s.
                    Terri Robertson
Benjamin Franklin Middle School Assistant Principal of Instruction


 • Evaluations should not reflect salary
   because teachers are at the mercy of
   young people.
 • Believes that veteran teachers need to
   prove worth before they reach top step of
   the scale. Non tenured teachers should
   be evaluated toughly because of the
   continuing contract status.
 • Evaluation model needs to be a positive
   tool where teachers can grow.
 • Can not compare business model with
   education model-apples and oranges.
                Sonny Altice
   Benjamin Franklin Middle School Head of Maintenance


• Eight years at Lane Manufacturing and 11
  at BFMS-Maintenance Supervisor.
• Formal evaluation once a year with
  subjective throughout. Thirteen total.
• Believes both evaluation tools were too
  general- checklist. Not personalized.
• Prefers oral evaluations. Can
  communicate with employee and the get
  immediate feedback. Specializes the
  workers responsibilities.
• Evaluation tool has not changed in 11
  years.
               Beth Guilliams
  Administrative Assistant at Medical Facilities of America

• Evaluation is based on job
  description. Has 22 job functions
  and 22 points in her Performance
  Appraisal.
• Sees process as valid and fair.
• Merit increase is directly connected
  to job performance.
• Post evaluation conference. Discuss
  areas that need to be improved.
                  Jack Kubler
Benjamin Franklin Middle School teacher and former laminate
                     plant supervisor
• Worked at laminate factory as a supervisor for 8
  years (1970’s) and is currently a teacher finishing
  his 5th year.
• Evaluated 16 people (salary and wage) on an
  annual basis.
• Tool was a narrative that was specific to their job
  based of goals and objectives.
• Liked the tool because it promoted growth of the
  person which helped the company succeed.
• Conference with the employee let the supervisor
  develop a since of respect and support. The tool
  was not a report card.
                 Jack Kubler,
Benjamin Franklin Middle School teacher and former laminate
                     plant supervisor
• Feels the school model is unrealistic. The tool
  does not help nurture the employee.
• Model needs to be more developmental with a
  focus on new teachers-mentor based.
• Feels the education model is set up poorly
  because of the numbers involved. Felt the
  business model was great because of the growth
  the person obtained on the job as well as
  personally.
• In business, if you have poor raw materials, you
  send it back and get better materials. In
  education, teachers can not send back kids that
  are ill prepared.
• In business, you please one person—the boss.
  In education, you have to please the student,
  principal, parents, and the community.
 Crest Uniforms- Jeff Callahan
             Operations Manager


• Different evaluation form for salary
  and wage workers.
• Evaluates 5 supervisors who in turn
  evaluates 25 workers.
• Evaluations are conducted once a
  year with follow up 3 to 4 times
  during the year.
 Crest Uniforms- Jeff Callahan
          Wage Employees
• A very basic evaluation.
• Always a weakness on the
  evaluation to allow for improvement.
• Raises are based on the evaluations
  and meeting production goals.
• Failure as a valid evaluation tool
  because it is not job specific. Call
  center employee has the same
  evaluation tool as the custodian.
 Crest Uniforms- Jeff Callahan
            Salary Employees
• Evaluations are based on goals and
  production of the department.
• Supervisor meets with worker 3 to 4 times
  per year to review goals and to follow
  growth.
• Evaluations used to raise salary but never
  to decrease salary.
• Evaluations used for advancement.
• Supervisor can offer additional training
  (staff development) to help employee
  reach goals.
 Crest Uniforms- Jeff Callahan
              The “Kicker”
• Production goals are based on a
  ______
  100 % minimum.
• Expected to produce more than
  required.
• Employees have 90 days to meet
  goal or they are not retained—i.e.

                FIRED
 Crest Uniforms- Jeff Callahan

• The evaluation tool is a success and
  reliable if the supervisor uses them.
• The process is time consuming but
  the supervisor needs to take time to
  follow up on the outcomes of the
  evaluation and provide staff
  development where needed.
              Conclusions
• Business personnel evaluate smaller groups of
  people.
• Business evaluations are the justification for
  advancement or raises.
• Business models focus on the growth of the
  worker to make the business better. If growth
  does not occur, employee can be released.
• Narrative evaluation tool was preferred over the
  check list method.
• Administrators preferred the narrative tool
  because it allowed for growth and improvement.
              Works Cited
• Interview with Jim Mullens, Burnt Chimney
  Elementary Principal June 10, 2004

• Interview with Terri Robertson, Benjamin Franklin
  Middle School Assistant Principal for instruction
  June 12, 2004

• Interview with Jack Kubler, Benjamin Franklin
  Middle School teacher and former laminate plant
  supervisor June 12, 2004.

• Interview with Sonny Altice, Benjamin Franklin
  Middle School head of Maintenance, June 12,
  2004.
            Works Cited

• Interview with Jeff Callahan, Operations
  Manager Crest Uniforms
  June 13, 2004.Interview with Beth
  Guilliams, Administrative Assistant at
  Medical Facilities of America, June 12,
  2004.
• Supervision and Evaluation of Classroom
  Teachers, Paul Jackson, 2001 Teacher
  Ebook
  http://www.teacherebooks.com/ebooks/su
  pervisionevaluation.pdf

								
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