Plan of action for High-Level Administration
*According to Lopez (1968), administrators are defined as two classes of managerial leadership: executives and supervisors.
While both share the primary responsibility of directing the efforts of others, the two jobs are unique: executives manage managers,
while supervisors manage workers. In this section, high level administrators will refer to the executive structure.
1) Establish committee (task forces, etc)and select chair
• Who should be on the committee?
Answer:Those closely involved (supervisor, coworker) and indirectly involved (in division, on academic side). Membership dependent on level of employee and culture of the institution. The committee should meet and determine what areas they will be directly in charge of, for example: survey's, instrumentation, communications, or other assignments as deemed necessary.
* The Performance Appraisal Worksheet is available under Forms to assist in organizing the process.
2) Hold a review of current job description.
• Who should conduct this review and why ?
Answer: Person being evaluated, supervisor and the committee.
3) Develop a purpose statement- why is the appraisal being done?
This should include: goals of the process, timeline of events, and relevance to the long term plan of the department and individual.
4) Brainstorm methods of evaluation.
This should be done by supervisor and his/her colleagues and includes-- interviewing, surveying, supervisor led evaluation forms, populations of evaluators-students, faculty/staff and look at historical methods. May include piloting the instrument-on-campus with people that will not be included in the final.
Has this type of evaluation been done before on this person or someone in a similar position, what were the results of those performance evaluations?
Are there areas to work on that need to be reexamined in this performance appraisal?
5) Design a method and determine the sequence.
Obtain or design forms, set up interview times, etc.
** An Evaluation Form is available under Forms to assist in organizing the process.
6) Administer Instruments.
This step should be done by the supervisor and include a more specific timeline. The supervisor should take into consideration a different timeline for
each element depending on the culture and climate of the institution and department.
* At this time a Self Evaluation Form similar to the one available at Forms should be completed by the employee.
7) Follow-up & remind participants to complete instruments.
This method is useful if surveys of constituents are widely distrubuted so that there is an appropriate rate of return.
8) Compile results (done by the supervisor).
Presents to supervisor (High ranking CSAO or other administrator). The supervisor meets again with the person being evaluated to discuss results and works to develop a professional plan for the next year.
9) Reflection on the Process.
• Who will reflect?
Answer: High Level Administrator and their supervisor.
The person being evaluated should be able to reflect on the process and discuss the results with their supervisor.
Develop questions for supervisee similar to the following:
Do you believe you were evaluated in a fair and consistent manor? Why or Why not?
Do you think that the evaluation techniques yielded data that is reflective of your work style?
What would you have done differently with this process?
What about this process have you benefited from?
*Other questions may be added based on institution specific differences.
The supervisor should also reflect on the evaluation procedure.
Develop questions for supervisor similar to the following:
What were the challenges of this process?
What successes did you have?
What would you do differently?
Do you believe you met the goals outlined in the beginning of the process?
Use the results (procedural issues and evaluation results) to determine usability of the process.
10) Schedule another Performance Appraisal for same High Level Administrator in 1 to 5 years, based on their job contract.