Linking Performance Evaluation Linking Performance Evaluation to Strategic Goals to Strategic Goals

Joann Flick, Montana State LibraryJoann Flick, Montana State LibraryJodie Moore, Red Lodge Carnegie LibraryJodie Moore, Red Lodge Carnegie Library

Stef Johnson, Butte-Silverbow Public LibraryStef Johnson, Butte-Silverbow Public Library

Today, you will learn how to:

• Effectively link individual work plans/job descriptions to the library’s strategic plan so staff see their specific role in the library’s overall goals

• Effectively link performance evaluations to the library’s strategic plan so staff can demonstrate their impacts on achieving the library’s overall goals

Strategic plans – job descriptions – workplans & performance evaluation…why the link?

American National Standard for Human Resource Management

Minimum standards:•A feedback process that is continuous and timely throughout the review period so that employees know how they are doing and what is expected.•A dialogue that includes performance feedback measured against clear and specific goals and expectations established at the outset of the performance management cycle.•A process for acknowledging the outcomes of the performance review process that is documented between the manager and the employee.•A two-way individual conversation between the manager and the employee (preferably face-to-face) at least once a year.

American National Standards Institute/ Society for Human Resource Management

2012

American National Standard for Human Resource Management

Minimum standards:•A feedback process that is continuous and timely throughout the review period so that employees know how they are doing and what is expected.•A dialogue that includes performance feedback measured against clear and specific goals and expectations established at the outset of the performance management cycle.•A process for acknowledging the outcomes of the performance review process that is documented between the manager and the employee.•A two-way individual conversation between the manager and the employee (preferably face-to-face) at least once a year.

American National Standards Institute/ Society for Human Resource Management

2012

Policy • Library Board sets general standards for performance

evaluation of Library Director and staff:– Meets guidelines from MSL & local governing agency– Annual or more frequently– Conducted by Board, Director, or immediate supervisor– Includes input of the person being evaluated– May include input from peer colleagues, patrons– Features statistical data prominently – Includes narrative inputs– Tied to Library’s Strategic Plan

Policy

Linking Strategic Plan – Staff

Holly

Pat

Goal 4

GOALS of Performance Evaluation

•Recognize achievement • Identify opportunities for improvement•Meet strategic goals for the library

PROCEDURE – simple, adaptable

• Changes as the strategic direction of the library evolves and as staff competencies/ interests change

• A few objectives (3-6) per evaluation period • Consider how much guidance employee needs

– engage, support, reinforce • Reconsider your process every 3 years

Procedure

Align performance evaluation to Strategic Plan 1.Identify 1-3 goals from SP with departments/staff 2.With the employee, write 3-6 results-oriented objectives3.Identify measurable outcomes… what defines success?:

• Statistics• Employee reporting/portfolio• Peer review or patron inputs*

*Subjective inputs should be considered supplemental and should be narrative rather than just check boxes.

6 months to 1 year prior to

evaluation

Procedure

• Identify who will conduct the evaluation:• Employee’s direct supervisor• Board committee or Board Chair for Director • Consider a peer review process if appropriate

Does every employee know who is in charge of conducting

their evaluation?

Procedure

Publish procedure in employee handbook• Blank evaluation form• Details of procedure• Time line for setting objectives and evaluation• Delineate employee & supervisor responsibilities• Identify opportunities for employee input & response• Include at least one face-to-face meeting between

employee and supervisor• Identify any incentives for successful outcomes

Procedure

• Annual vs. more often • Interim (6 month) plus annual?

Remember to put info about the timing of

performance evaluation in you employee

manual/personnel policy!

Procedure Performance-to-Plan:

1. Supervisor: lists specific GOALS from strategic plan 2. Together: list results-oriented objectives expected3. Employee: performance RESULT – 1-2 sentences4. Together: Rate performance as: – Fails goal – Acceptable – Exceeds goal

5. Together – write notes6. Together – sign acceptance 7. Together – build next plan

It’s fine to use a different rating system; or no rating system

Performance Evaluationemployee: supervisor: evaluation date:

Goal(from Strategic Plan)

Results-oriented objective

Performance Performance Result as Result as reported by reported by employeeemployee

RATING RATING Notes

4.4 Expand outreach services to new audiences

Books to 15 day care providers

20 providers now receiving books twice monthly

Exceeds Exceeds goal goal

Good implementation; great plan to sustain this new service

6.1 Add stay-&-play activities

Have a Stay&Play activity at every story time

Added a monthly Stay&Play because volunteers were not willing to stay to help with supervising after story time.

AcceptableAcceptable This service needs to be sustainable and embraced by volunteers; until there is buy-in from volunteers or more volunteers, once per month is okay.

7.2 Align story time with MT Early Learning Standards

Address MT Early Learning Standards at every story time

Started this, but was unclear how to apply these standards; need more training

Failed Failed goalgoal

Results will be revised to having employee attain the needed training so progress can be made.

Signature of employee: ________________ Signature of supervisor: ________________

“Performance-to-plan” model Let’s practice –

Let’s do this!

Let’s do this! TOGETHER: Write 1-2 results-oriented objective(s) in column 2 – citing BSPL Strategic Plan

“Tech Lib“ completes column 3 as if it were 12 months later – hand form to “Supervisor”

“Supervisor” rates each performance result based on report of “Tech Lib”

TOGETHER: Write notes in right column

NOTICE what works well and what doesn’t

15 Minutes

What did you NOTICE?

Let’s Practice some more…

Let’s do this! TOGETHER: Write 3 results-oriented objectives in column 2 – citing BSPL Strategic Plan or your library’s plan

Trade worksheets with your partner group

“Staff” completes column 3 as if it were 12 months later – hand form to “Supervisor”

“Supervisor” rates each performance result based on report of “Staff”

TOGETHER: Write notes in right column

NOTICE what works well and what doesn’t

15 Minutes

Additional resources • Onetonline.org • Public Library Standards

http://msl.mt.gov/Library_Development/Standards/Documents/publiclibrarystandards.pdf

• Sample job descriptions from ALA – by specialty or at joblist.ala.org

• Samples from MSL: http://msl.mt.gov/Library_Development/Standards/Position_Descriptions/

What did you NOTICE (about today’s training)?

Find all the materials from this session online

How will you use this information?

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Contact us!

• Jodie Moore – Red Lodge Carnegie Library rlibrary@bresnan.net (406) 446-1905

• Stef Johnson – Butte-Silverbow Public Library stjohnson@buttepubliclibrary.info (406) 723-3361 ext. 6201

• Jo Flick – Montana State Library jflick@mt.gov (406) 431-1081