Inside Rensselaer
Volume 6, No. 8, April 27, 2012
   
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Mark Century

Curtis Powell

Curtis Powell
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A Word From Human Resources
Performance Management and You

The annual evaluation process is a time when leaders are asked to complete a written performance appraisal of an employee as a means of reviewing their overall performance during the past year, and finding ways to prepare them for career opportunities and challenges that may lie ahead.

During the process, it is expected that leaders and employees will engage each other regarding job performance, behavior, and accomplishments. Overall, the performance management program is designed to help faculty and staff develop an understanding of their job responsibilities and performance expectations, in order to ensure that they are in alignment with their department, as well as portfolio-specific and Institute wide initiatives.

Having an open and honest dialogue is critical in ensuring the future success of the employee, leader, and the Institute. To facilitate the process, administration leaders, faculty, and staff may consider a series of questions to guide the discussion, such as, How did you perform in relation to the core responsibilities? How well did you assist in meeting and exceeding the departmental and/or portfolio expectations? How did your contributions and accomplishments align with the Institute’s initiatives?

Most important, individuals need to define goals for the next evaluation period. Staff are also encouraged to review their performance management tool with their designated leader to make certain it reflects current duties and responsibilities. In addition, staff members might want to share ideas for changes that would help them to perform better and/or improve the operation of their department.

Recent studies have identified trends in effective performance management systems and determined the impact of these systems on organizational success. Performance management is an important business system that directly influences five critical organizational outcomes: financial performance, productivity, product or service quality, customer satisfaction, and employee job satisfaction. In addition, given that approaches to performance management are changing, senior leaders and managers must be attentive to the performance management systems in their organizations.

Too often, an employee performance evaluation ranks with dental visits as an unpleasant but necessary annual task. Yet, when approached strategically, the employee review process can be painless—and profitable, once employees understand how their contribution affects the company’s vision, values, and bottom line. Let’s do what is best for Rensselaer and the students we serve by conducting meaningful annual evaluations.

Curtis Powell, SPHR
Vice President for Human Resources

 

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Inside Rensselaer
Volume 6, Number 8, April 27, 2012
©2012 Rensselaer Polytechnic Institute
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