The Performance Evaluation Program is designed to assist managers and employees in improving both individual and organizational performance. The Provost's Office evaluates and reviews faculty. The core faculty evaluation process can be found within the Core Faculty Handbook and the core faculty Collective Bargaining Agreement. Adjunct faculty’s review process is described in the adjunct faculty Collective Bargaining Agreement between Lesley University and Service Employees International Union (SEIU) Local 509.
The Performance Evaluation Program for administrative employees, including administrative faculty, is more than an evaluation of past performance –it is goal setting for the future, and identification of personal and professional development needs for the employee. The four desired outcomes of Performance Evaluation:
- Creating Solutions
Benefits of Performance Planning:
- Develops the skills and abilities consistent with the goals of the University
- Improves performance productivity, "working smart"
- Maximizes equity in evaluation, recognition, and compensation
- Improves communication and understanding between management and employee
- Develops employee for future advancement
- Provides managers with a model to develop, improve and recognize excellence
Performance Evaluation and Development Planning
Supervisors are expected to manage performance by having ongoing conversations during the year with staff. The conversations should provide timely, balanced, and constructive feedback. Supervisors are strongly encouraged to focus on inspiring, mentoring, developing, coaching to achieve higher levels of performance for all staff.
The Performance Evaluation Program will be redesigned to be a Performance Feedback System to assist managers and employees in improving both individual and organizational performance. The goal of the new performance feedback system is to support Lesley’s High Performance culture by encouraging more frequent feedback between the manager or supervisor and the employee. This approach is more focused on discussing progress and impediments to achieving goals, and improving work depending on the circumstances as well as discussing and identifying opportunities for personal development and growth. Over the next year, we will develop a process and template that supports defining, assessing and coaching staff around these conversations and developmental goals.