Performance and
Professional Growth
Systems
Non-Instructional Staff
For use by
Supervisors, Managers, Directors, Principals, and Superintendents
Who Supervise Non-Instructional Employees
(both salaried and hourly)
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Training Objectives:
 Present an overview of the Performance Management model.
 Explain the reasons for new non-instructional performance
evaluation systems.
 Describe the three systems and which employees fall under which.
 Discuss the key elements
 Common to all three systems.
 Included in leadership and non-bargaining support systems
only.
 Included in leadership and non-bargaining support systems,
and optional for bargaining support.
 Provide an online demonstration of support resources and forms.
 Questions & Answers.
PERFORMANCE MANAGEMENT MODEL
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Rewards &
Recognition
Compensation
Management
Succession
Planning
Staffing
Techniques
PERFORMANCE
MANAGEMENT
Individual
Professional
Growth
Organizational
Effectiveness
Assessment
Individual
Performance
Evaluation
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Why change systems?
 To better align evaluation systems with BPS’
operational values to support employee movement
toward achieving the district’s mission and vision.
 To ensure greater consistency of evaluation systems
measuring the performance of support staff with
systems in place to measure instructional
performance.
 To provide enhanced tools to facilitate the
professional growth of support employees.
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What are the new systems?
 Non-Instructional Leadership
 Performance & Professional Growth System
 Non-Bargaining Support Staff
 Performance & Professional Growth System
 Bargaining Support Staff
 Performance & Professional Growth System
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Who is evaluated by which system?
Non-Instructional
Leadership
Non-Bargaining Support
Staff
Any district employee who is
Any district employee in a
an individual contributor and
leadership role who is not
not evaluated by the
evaluated by the instructional
instructional evaluation
evaluation systems.
systems.
Bargaining Support
Staff
Any district employee who is
represented by the IUPAT
Local 1010 collective
bargaining unit.
“Leadership” is defined as
anyone who completes and
delivers employee
evaluations and who is
responsible for discipline.
“Individual contributor” is
defined as not being in a
leadership role and not
represented by a collective
bargaining unit.
Includes Core 1010,
Professional/Technical
Salaried and Hourly,
Physical/Occupational
Therapy Assistant (POTA).
Associate Superintendent
Finance, Cafeteria Manager,
Transportation Director, SACC
Coordinator
School Secretary, Technology
Associate, Systems Analyst,
Budgeting Coordinator,
Administrative Assistant
Bus Driver, Custodian,
Bookkeeper, Secretary, Media
Assistant, Instructional Assistant,
Electrician
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Performance and Professional Growth Systems Cycle
Step 1
Step 3
Key Participants:
Employee and
Direct Supervisor
Completed by end of
September
Completed by early May
Step 2
Mid-Year Conference:
Review Expectations
and Adjust
Completed by end of January
Ongoing Throughout Cycle
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Key elements included in all three systems:
 Job Dimensions (the “How” of performance)
 What are they?
 Which Job Dimensions are shared by all three
systems?
 Custom Job Dimensions for the Leadership System
 Custom Job Dimensions for the Support Staff
Systems
 Self-Evaluation
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Key elements included in all three systems
What are Job Dimensions?
 They are how employees go about doing their jobs.
 They are the skills and abilities required to effectively
complete job responsibilities and deliverables.
 They include key competencies, including personality
traits and attitudes such as ambition, attention to
detail, and interpersonal skills that are held to be
essential to performance of a job.
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Job Dimensions Common to All Three Systems
Communications
Understanding all modes of communications, including written, verbal, non-verbal, and listening
skills. Effective use in individual and group situations, and the ability to adjust the message to meet
audience needs.
Judgment
The act or process of forming an opinion or making a decision after careful thought. Involves data
gathering; consideration of alternatives; the use of logical assumptions; and cognizance of the
potential outcomes of the opinion or decision given organizational values, resulting in decisions that
are objective and wise.
Customer Service
Proactively develop customer relationships by making efforts to listen to and understand both
internal and external customers. Anticipate and provide solutions to their needs. Give high priority
to customer satisfaction.
Teamwork
Working effectively with team and work groups or those outside formal lines of authority to
accomplish organizational goals; taking actions that respect the needs and contributions of others;
contributing to and accepting consensus; subordinating own objectives to that of the team.
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Key elements included in all three systems
Custom Job Dimensions for the Leadership System
Leadership
Work effectively using appropriate interpersonal styles and methods to inspire and guide individuals
(direct reports, peers, and superiors) toward goal achievement. Modify behaviors to accommodate
tasks, situations, and individuals. Create and achieve a desired future vision by influencing
organizational values, individual and group goals, and systems.
Management Skills
Coordinate the efforts of people to accomplish goals and objectives using available resources
efficiently and effectively. Includes planning, organizing, staffing, directing, and controlling an
organization or initiative to accomplish goals. Also includes the deployment of human, financial,
and technological resources.
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Key elements included in all three systems
Custom Job Dimensions for the Non-Bargaining and
Bargaining Support Staff Systems
Technical Skills/Work Habits
Possessing the knowledge and skills necessary to accomplish the purpose and objectives of an
assignment. Demonstrating the approach to completing tasks that ensures quality and productivity
in one’s work. Caring enough about an organization to give it your all.
Initiative
Assessing and initiating things independently. The power or opportunity to act or take charge before
others do. Possessing the confidence to do something proactive, needed, important, or urgent
without prompting from others.
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Key elements included in all three systems
Job Dimensions Guidebook Tools
 List of Key Elements
 Description of Behavioral Evidence
 Skill Enhancers
 Professional Growth Activities
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Key elements included in all three systems
Rubrics for Measuring Job Dimensions’ Performance
Highly Effective
Consistently exceeds
expectations in the
key elements and
behavioral evidence
of this job dimension.
Effective
Demonstrates strong
performance in most
key elements and
behavioral evidence
of this job dimension.
*Is Developing in the first year in position.
Needs Improvement/
Developing*
Performs to minimum
expectations in several
of the key elements
and behavioral
evidence of this job
dimension.
Unsatisfactory
Fails to meet the
minimum
performance
requirements in most
key elements and
behavioral evidence
of this job dimension.
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Key elements included in all three systems
Employee Self-Evaluation
 Employee has the opportunity to provide feedback
for his/her evaluation.
 Uses the same Evaluation Form, selecting SelfEvaluation from the drop-down menu.
 For each Job Dimension, employee selects rating
which best describes his/her performance.
 Employee should add comments whenever possible
to support his/her self rating.
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Key Elements Included in Leadership and
Non-Bargaining Support Systems:
 Professional Growth Plan
 Objectives (the “What” of performance)
 What are they?
 Developing SMART Objectives tied to
specific job dimensions
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Key elements included in Leadership and Non-Bargaining Support Systems
Individual Professional Growth Plans
• Activities and training plans important in assisting employees in achieving
the “What” of the job as well as the “How.”
• Improves personal performance and ensures individual development.
• Should be developed when establishing objectives and discussing job
dimensions.
• Helps employees eliminate or reduce mistakes and identify personal style
issues for improvement.
• Should focus on improving knowledge and skills that will increase the
likelihood of success.
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Key elements included in Leadership and Non-Bargaining Support Systems
Objectives: What are They?
 High-level list of three to four key areas for focus in
accomplishing objectives.
 Not a list of all tasks.
 At least one objective is directly tied to student
achievement.
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Key elements included in Leadership and Non-Bargaining Support Systems
Developing SMART Objectives
Specific —What exactly are we going to do for whom?
Measurable —Is it quantifiable and can we measure it?
Achievable —Can it be done in the proposed time frame with
the resources and support available?
Relevant —Will this objective have an effect on the
desired goal or strategy?
Time bound —By when will this objective be accomplished?
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Key Elements Included in Leadership and
Non-Bargaining Support Systems, and Optional for
Bargaining Support
 Mid-Year Conference Meeting
 Associate Feedback (optional)
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Key elements included in Leadership and Non-Bargaining Support Systems, and optional
for Bargaining Support
Mid-Year Conference Meeting –
Review Expectations and Adjust
• Meeting held in the January time frame.
• Verify that established objectives remain appropriate, adjust any
objectives if circumstances have changed, listen to the employee
about any frustrations and concerns in achieving objectives, and
offer to help remove constraints to success.
• Give employee feedback on the “How” of the job—the Job
Dimensions.
• Helps ensure there are no surprises at annual performance appraisal
time.
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Key elements included in Leadership and Non-Bargaining Support Systems, and optional
for Bargaining Support
Associate Feedback
 Invaluable in providing a balanced view of how employees
perform in the Job Dimensions while working with
associates.
 Can be peers, subordinates, superiors, and internal and
external customers.
 Request should be as simple as possible.
 Recommended but not required.
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Key elements included in Leadership and Non-Bargaining Support Systems, and optional
for Bargaining Support
Associate Feedback
 The point is not to associate individual comments to
individual associates but to identify patterns in the
employee’s performance of Job Dimensions that can help
the supervisor praise the employee as well as identify areas
needing improvement.
 The employee should provide associates’ names, and the
supervisor should add to the list.
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Pulling It All Together – The Annual Performance Appraisal
• Occurs in the May time frame.
• Use the same online form used to establish Objectives and
Professional Growth Plans (if applicable).
• Utilize Self-Evaluation and Associate Feedback, if applicable, to write
the evaluation, as well as supervisor notes and observations.
• Schedule sufficient time and privacy to deliver the evaluation’s
contents.
• Review objectives and results; plan focus areas for following years.
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Questions?