绩效管理手册（英文版）

HandbookForSEIUMembersattheUniversityofMassachusetts,AmherstiTableofContentsIntroductionAcknowledgements1HowtoUseThisHandbook1Background2PerformanceManagementProgram3PerformanceManagementDiagram4CorePerformanceCategoriesandCriteria5PerformanceReviewFormOutline7PerformancePlanningDefinition8GuidelinesforPerformancePlanningMeetings8TypesofGoals/WorkPriorities9TheGoalSettingProcess10HowtoWriteGoals/WorkPriorities11PerformanceDocumentation,Coaching&FeedbackPerformanceDocumentation14CoachingPhilosophy15SupervisorandEmployeeResponsibilities15Do'sandDon'ts16KeyQuestions16PerformanceFeedback17ConsideringCulturalIssuesWhenGivingFeedback18MultipleSourcesofFeedback20ModifyingthePerformancePlan21PerformanceReview&DevelopmentPurposeoftheReview22PreparingfortheReview23InputsintothePerformanceReview23PitfallstoAvoid24WritingthePerformanceReviewReport25PerformanceCategoryRatings25OverallRatingGuidelines26ProfessionalDevelopment/PerformanceImprovementPlan27CommentsoftheIntermediateSupervisor28PerformanceReview&DevelopmentConversation29DiscussingPerformanceImprovement30DiscussingEmployeeDevelopment31iiTableofContents(continued)ListofAppendices33AppendixA:PerformancePlanningWorksheetExampleAppendixB:PMPReviewProcessFlowChartAppendixC:PerformancePlanningWorksheetFormAppendixD:InterimReviewFormAppendixE:PMPProfessionalStaffPerformanceReviewForm1AcknowledgementsSomeofthematerialsincludedinthishandbookhavebeenadaptedfrommaterialoriginallypreparedbytheOfficeofHumanResources/OrganizationandHumanResourceDevelopmentattheOhioStateUniversity.WethanktheOfficeofHumanResourcesforpermissiontoadaptthismaterial.HowtoUseThisHandbookThetoolsandproceduresoutlinedinthishandboodweredevelopedbyalabormanagementcommitteewithrepresentativesfromHumanResourcesandSEIULocal509,andpilotedbyagroupofSEIUemployeesandtheirsupervisorsduringacademicyear1999-2000.Thisperformanceevaluationsystemincorporatesmanyofthebestpracticesutilizedbyotherinstitutionsofhighereducationandinvolvesmakingmanychangesfromtheprevioussystemofperformanceevaluation.Inordertoassistbothsupervisorsandemployeeswithlearningaboutandbeingabletousethenewsystemeffectively,theTrainingandDevelopmentUnitwillconductaseriesoftrainingsessions.Thishandbookwillaccompanythosetrainingsessionsandwillalsoserveasastand-alonereferenceforthePerformanceManagementProgram.TheTrainingandDevelopmentUnitoftheDivisionofHumanResourcesisavailabletoconsultwithunitsontheirneedsasrelatedtothePerformanceManagementProgram,includingtheuseofthishandbook.Forinformationorassistance,pleasecallTrainingandDevlopmentat545-1787.MembersofthePerformanceManagementProgramCommitteeinclude:Management/HumanResourcesLabor/SEIULocal509JamesCoopeeMargaretArsenaultPersonnelAdministratorTrainingandDevelopmentLindaMarchesaniElizabethPerkinsTrainingandDevelopmentUniversityChildCareNicholasMarshallHelenWiseLaborRelationsAdministratorPublicationsErnestWooTotalCompensation2BackgroundTheimpetusforcreatinganewperformancemanagementprogramforprofessionalemployeesemergedfromwidespreadsentimentonthepartofbothprofessionalemployeesandmanagementthattheformerAnnualPerformanceReviewformandprocesswerenolongermeetingtheirneeds.Also,therewasageneralperceptionthattherewasaneedforamoredevelopmentalperformanceprocessforemployees.ThisresultedinacontractualmandatethatSEIULocal509andManagementjointlydevelop,testandimplementanewperformanceevaluationsystemduringthelifeofthecurrentcontractagreement(July1,1998throughJune30,2001).AjointlaborandmanagementnegotiatingcommitteewithrepresentativesfromtheAmherstandBostoncampusesmetduringtheearlyspringof1999andagreeduponprinciplesthatwouldguidethecreationofthenewevaluationsystem.Thepartiesagreedthattheoverridingprincipleshallbetodevelopandmaintainanongoingdiscussionbetweensupervisorsandemployeesonissuesofperformance.ItistheconvictionofboththeUniversityandtheUnionthatstrongorganizationsarecharacterizedbymutuallydevelopedandacceptedgoalsand/orworkpriorities.Thesearemosteffectivelyachievedwhenbargainingunitmembersandtheirsupervisorsareabletocommunicateaboutperformanceissuesregularlyandcomfortably.Afairandacceptedevaluationsystemwasagreedtobeanecessarypartofdevelopingeffectivecampusoperations.Thepurposesoftheevaluationprocessare:•Tofosterthegoalofhighqualityperformance;•Toassistbargainingunitmembersinreachingthatgoal;•Toassistemployeesinreachingpersonalandprofessionalgoalsthatareconsistentwiththegoalsoftheorganization.Itwasfurtheragreedthatevaluationisonepartofathree-stageprocessofperformancemanagementthatincludes:•PerformancePlanning;•Documentation,CoachingandFeedback;and•Formalevaluation.Throughoutthespringandsummerof1999,thejointnegotiatingcommitteecontinuedtomeettodevelopthenewevaluationsystem(whichthejointcommitteeagreedtorename“performancemanagementprogram”)andthenewformalevaluationform(whichiscalledthe“professionalstaffperformancereviewform”).Materials,suchasthishandbook,andtrainingwerealsodevelopedtosupportimplementationofapilotoftheperformancemanagementprogramthatoccurredduringacademicyear1999-2000onboththeAmherstandBostonca