Five Step Process
You’ve been asked to work with your supervisor to develop job responsibilities, measures and results for your job. As you know, these are essential elements of the new PEP system and are critical to the success of HCC.
Job Responsibilities are the day-to-day duties that comprise the employee’s job as it may be described in the job description or as the job is currently performed.
Method of Measurement refers to how you, your manager or any other person will be able to confirm that you have accomplished the performance expectation identified. A good method of measurement will specify the observable or verifiable evidence that will be available for review as well a where and how this information will be obtained.
Results are statements that define what exemplary performance and professional performance will be.
It is important that your performance goals are aligned – in sync—with the overall goals and values statements of the college. After all – the work gets done through you and unless we are all pulling in the same direction, HCC can’t accomplish its goals. Let’s review the five (easy) steps!
| STEP ONE: |
LOOK AT THE OVERALL "BIG" PICTURE & REVIEW DEPARTMENT FUNCTIONS, OUTCOMES AND GOALS |
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Review organizational goals and objectives and performance measures already available
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Determine what goals and measures the employee’s work unit can affect |
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Cascade the college and/or program goals to the work unit level. Determine the work unit’s accomplishments that directly affect the organization’s goals.
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AND/OR
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Determine the products and services that the work unit provides to its customers and students. This method works well when there are no clear college/program goals and when the work unit knows who its customers are and what they expect
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| STEP TWO: |
DETERMINE INDIVIDUAL ACCOMPLISHMENTS THAT SUPPORT WORK UNIT GOALS |
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Determine the “essential duties” of the employee’s current job description. Group related duties to form 4-6 essential job responsibilities
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Identify factors important to internal and external customer satisfaction |
| STEP THREE: |
DETERMINE PERFORMANCE MEASURES |
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Determine results, outcomes, performance standards, etc. that the employee should achieve by performing the essential duties contained in the job description. Ask: “For each job responsibility, what does the employee need to do to accomplish the responsibility successfully?”
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Determine the method of measurement for each job responsibility. Ask “what are some of the indicators that the job responsibility has been accomplished successfully?”
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Define how to measure each one. Consider quantity, quality, timeliness and cost-effectiveness.
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If an accomplishment can be measured with numbers, determine the unit of measurement to be used. |
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If performance can only be described (i.e. observed and verified), clarify who would appraise the work and what factors they would look for. |
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TIP: Remember to define job responsibilities and methods of measurement in terms of SMAART goals. They should be specific, measurable, attainable, agreed upon, realistic and time oriented. (See Appendix) |
| STEP FOUR: |
DEVELOP PROFESSIONAL PERFORMANCE STANDARDS |
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Determine “professional” performance level for each job responsibility.
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If the measure for the element is numeric, determine the range of numbers that would represent “professional” performance. If the measure for the element is qualitative or descriptive, determine what the appraiser would see or report that would verify that the performance is professional level. |
| STEP FIVE: |
DETERMINE HOW TO MONITOR PERFORMANCE |
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Determine what data to collect for each performance element, which source the data should come from, and whether to collect all the data or just a sample. Determine when to collect the data, who should collect it, and who should receive it. Review existing reports for possible use as feedback reports. Create feedback tables or graphs where appropriate or necessary. Try to design feedback processes that give employees feedback automatically.
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