People Development Process

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The People Development Process

An Overview

History

In February, 2002, President William E. Troutt announced the formation of the People Development Process

ommittee and described its purpose!

To help every employee be the best that he/she can be for Rhodes to be the best it can be.

In "arch 2002, the committee surveyed staff to #ain a deeper understandin# about ho$ $e perceive employee

development. %evie$ of the survey results enabled the People Development Process ommittee to pursue an

employee development model that addresses the needs of %hodes staff. &ver$helmin#ly, the survey results

hi#hli#hted the need for re#ular feedbac' (at least annually) and fle*ibility in timin# and format of the formal

development process.

The People Development Process is based on these principles

+ shared understandin# bet$een the supervisor and the employee of

o ob responsibilities

o performance standardso performance level

-i#hly interactive, $ith employee and supervisor invested in the outcome

o Every supervisor is e*pected to champion employee development

o Every employee is responsible for hisher o$n development

Insi#ht into employee effectiveness derived from honest and open feedbac' from a variety of sources

Core Values in the Feedback Process

%hodes/ core values are truth, loyalty and service. These $ords can be found on the olle#e seal as far bac' as

10. In 322, President Diehl e*plained the values e*pressed on the olle#e seal to the student body!

If the principles set forth in this seal are followed and lived up to success is sure to follow. Truth,

loyalty and service include so much that one cannot account for with a pen, but if put into

practice, these principles will show the way to success and happiness.

&ver the years, students, faculty and staff have lived by these values to build %hodes into the outstandin# institution

it is today. The basic principles of the People Development Process are derived from truth, loyalty and service. In

our obs, $e demonstrate truth, loyalty and service by identifyin# those people $ho depend on our performance,

see'in# feedbac' from those people and refinin# our $or' in response. 4y adherin# to the olle#e/s core values thePeople Development Process aims to help every employee be the best that heshe can be for %hodes to be the best it

can be.

Sta Success Factors

The olle#e/s core values of truth, loyalty and service are the basis for establishin# the 5taff 5uccess Factors in the

People Development Process!

5ervice 6 to people inside and outside the olle#e7

Team$or' 8 $or' effectively $ith collea#ues from all levels and bac'#rounds7

ommunication 8 address 'ey issues and share important information 9uic'ly and effectively.

Realizing that the good is ever the enemy of the best, we did not seek merely the good, but the best.

harles E. Diehl, 363:1.

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Division and Department Success Factors

In addition to 5taff 5uccess Factors, each department or function should add other factors important to success in

each position or #roup of positions. ;Important< is the 'ey $ord and the number should be limited.

Timin!

Wor'loads for different divisionsdepartments vary si#nificantly. Therefore, each divisiondepartment $ill establishits o$n timetable for completin# the People Development Process for its employees and should contact -uman

%esources once the timetable is determined. This process $ill be conducted at a minimum of one time per year $itheach employee. The People Development Process $ill be#in =uly , 200>.

An Overview o the Process

The development process involves these three steps!

The employee and supervisor meet to revie$ the current ob description and modify the ob description, if

necessary7 they ointly determine the 'ey characteristics of successful performance7

The employee and supervisor complete the Performance Development Foundation for the current period7

4ased on the Performance Development Foundation and $or' priorities for the ne*t period, employee and

supervisor draft the Employee Development Plan. Employee and supervisor a#ree on a timetable to revie$

pro#ress to$ard each #oal.



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The People Development Process

"nstructions

#$ %ob Description &eview

Prior to meetin# $ith the employee, the supervisor $ill re9uest an electronic copy of the employee/s

ob description from -uman %esources.

The supervisor $ill then for$ard the ob description to the employee.

+t the be#innin# of the meetin#, the employee and supervisor $ill revie$ the ob description to#ether.

If no chan#es are necessary, the supervisor $ill inform -uman %esources that no chan#es $ere made.

If revisions to the ob description are proposed, subse9uent to the meetin#, the employee $ill ma'e the

necessary chan#es to the ob description.

The revised ob description $ill be for$arded to the supervisor, $ho $ill submit it to the appropriate

Dean.

+fter approval from the Dean is obtained, the supervisor $ill submit the revised ob description to the

Director of -uman %esources for approval.

'$ Obtainin! Feedback rom a Variety o Sources

The supervisor and employee $ill cultivate a mana#eable list of people $ho can provide feedbac' on theemployee/s $or'. This feedbac' $ill form the basis for evaluatin# the 5taff 5uccess Factors, and for

determinin# #oals for the employee/s development. The list of people should be recorded on the EmployeeDevelopment Plan.

Feedbac' can come from particular individuals (for e*ample, the 4ursar) or #roups of people (for

e*ample, patrons of the library or people $ho re9uest repairs).

Feedbac' should be sou#ht on an on#oin# basis.

-o$ feedbac' is sou#ht should be determined by each department.

E*amples of feedbac' include $ritten satisfaction surveys, or conversations $ith the people $e serve

(for e*ample, students, faculty, staff, alumni or other constituents).

In completin# the Employee Development Foundation, the employee and supervisor may find

insufficient support for evaluatin# the 5taff 5uccess Factors. If this is the case, a feedbac' plan or s'ills

in see'in# feedbac' may be incorporated as a #oal on the Employee Development Plan.

($ Perormance Development Foundation

This document can be found in the -uman %esources section on the olle#e/s $eb site. Each division ordepartment must define the ;5taff 5uccess Factors< for their area. This $ill assist the employee inunderstandin# the division or departmental #oals and help the employee 'no$ hisher role in achievin#

these #oals. The completed People Development Foundation form $ill then be for$arded to -uman

%esources. 4elo$ are e*amples of each ;5taff 5uccess Factor!


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Perormance Development Foundation

Academic 1ear*222222222

To help every employee be the best that he/she can be for Rhodes to be the best it can be.

Date!

5taff "ember!

Title!

%ob Description &eview$

. The supervisor and employee $ill revie$ the ob description follo$in# the #uidelines outlined in the instruction

section.2. Please indicate $hich action $as ta'en!

Bo revisions $ere made to the ob description.

%evisions $ere made to the ob description and $ill be submitted to the appropriate Deanand subse9uently to -uman %esources for approval.

Perormance Development Foundation$ For %hodes to maintain e*cellence, the follo$in# are important measures of success.

5upervisor, please summari?e your overall observations about the individual/s contribution both to the department and to %hodesas a $hole. Where performance does not meet e*pectations, the supervisor and employee must form a plan to enhance employee

performance and record this in the Employee Development Plan in addition to other #oals.

Area o "mportance03ceeds

03pectations

4eets

03pectations

Does 5ot 4eet

03pectations

!taff !uccess "actors(as defined by the division)

Service8 To people inside and outside the olle#e

Teamwork8 Wor' effectively $ith collea#ues from all levels

and bac'#rounds

Communication8 +ddress 'ey issues and share importantinformation 9uic'ly and effectively

#ivision/#epartment / Individual "actors

+dditional omments!CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC

CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC

C



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0mployee Development Plan

Academic 1ear* 222222222Please record the sources or eedback re!ardin! the Sta Success Factors*

6oals Assi!nments and &esponsibilities Timin!

Trainin! 5eeds Trainin! Sources Timin!

Si!natures*I have participated in and received a copy of both my Performance Development Foundation andEmployee Development Plan!

Employee CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC DateCCCCCCCCCCCCCCCCCCCC

5upervisor CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC DateCCCCCCCCCCCCCCCCCCCC



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Su!!estions or Obtainin! and &eceivin! Feedback

5tart $ith somethin# positive, rather than $ith somethin# ne#ative, focusin# primarily on the areas that need

improvement. %emember to reinforce #ood performance.

5upport your comments $ith facts. Tal' about observable performance rather than spea'in# va#uely and

ud#in# performance on inferences or assumptions.

4e candid, honest and fair instead of confrontational.

-ave an open mind rather than thin'in# your opinion is the only one that matters.

@isten instead of doin# all the tal'in#.

-ave on#oin# informal discussions throu#hout the year.

ontinually see' input from the people $ith $hom you $or' re#ardin# the service they receive.

se ;$e< to stress team$or'.

Feedbac' should be F+5T! fre9uent, accurate, specific, and timely.

Conductin! a Successul 4eetin!

Tips or the Supervisor and 0mployee

Prepare

5et aside enou#h time to complete the meetin# in one session, rather than fittin# the session in bet$een t$o

important meetin#s $ith the chance of havin# it interrupted.

onsider performance and development over the entire year, rather than focusin# only on recent happenin#s or

rehashin# issues from the deep, dar' past.

ome to the meetin# prepared to discuss su##ested enhancement of performance.

7eep an Open 4ind

Focus on ho$ to improve rather than on past mista'es.

@isten.

Give feedbac' thou#htfully.

%eceive feedbac' #raciously. It may help you become more effective.

+s' 9uestions.

Tips or 6oal Settin! Heep #oals concise, measurable and realistic.

+im for #ro$th and not for perfection.

4e specific about $hat resources are necessary to meet a particular #oal.

Describe #oals in a positive manner rather than ne#ative actions.

Determine $hat assistance is needed from collea#ues, includin# the supervisor, to achieve these #oals.

5et a reasonable timeframe to achieve these #oals.

Participate in #oal settin# to#ether.

Topics or &election Prior to the 4eetin!

What are the main priorities of the employee/s ob

Does the ob description need revision

Formulate specific insi#hts on the employee/s performance.

What are possible #oals for the employee/s development



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Fre-uently Asked 8uestions

About the People Development Process

A! Why are $e implementin# the People Development Process

+! To cultivate an environment in $hich employees are learnin# from each other and continuouslysee'in# enhancement of their $or'.

A! Does the process affect my pay

+! Bo, the People Development Process is not used to calculate adustments in pay.

A! -o$ often should I formally meet $ith my supervisor to update my development plan

+! +t a minimum, each employee should meet $ith their supervisor once a year. +t the discretion of

the applicable Dean or Director, some divisionsdepartments may choose to meet more often.

Informally, each employee should continually see' input re#ardin# ho$ services can be enhanced.

A! When should the Performance Development Foundation and Employee Development Plan occur

+! The Performance Development Foundation and Employee Development Plan may occur at any

point durin# the fiscal year (=uly 8 =une >0). 4ecause the $or'loads for the differentdivisionsdepartment vary si#nificantly durin# the course of the year, there is not a campus6$ide

timetable for completin# the documents. Each divisiondepartment $ill determine its timetable

based on their $or' schedule and notify -uman %esources.

A! Who initiates the process

+! It should be a collaborative effort bet$een the employee and hisher supervisor. -o$ever,

employees should be proactive in contactin# their supervisor about schedulin# a meetin#.

A! Where are the completed employee development documents maintained

+! The employee, the supervisor and the -uman %esources &ffice each retain a copy.



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&hodes Vision

%hodes olle#e aspires to #raduate students $ith a life6lon# passion for learnin#, a compassion for others, and the

ability to translate academic study and personal concern into effective leadership and action in their communities

and the $orld.

We $ill achieve our aspiration throu#h four strate#ic imperatives!

. To attract and retain a talented, diverse student body and en#a#e these students in a challen#in#, inclusiveand culturally6broadenin# e*perience.

2. To ensure our faculty and staff have the talent, the time and the resources to inspire and involve our

students in meanin#ful study, research and service.

>. To enhance student opportunities for learnin# in "emphis.

:. To provide a residential place of learnin# that inspires inte#rity and hi#h achievement throu#h its beauty, its

emphasis on values, its Presbyterian history, and its herita#e as a leader in the liberal arts and sciences.

+dopted by the %hodes 4oard of Trustees=anuary , 200>



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People Development Process

Documents

Transcript of People Development Process