Helping our Colleagues Feel Engaged in Helping Students

Helping our Colleagues Feel Engaged in Helping Students Succeed An outline of employee needs

Employees need frequent feedback § Why? 1. Feedback is always there. Every conversation, every meeting, every memo, every interaction includes some form of feedback. Organizing feedback can make it so much more effective. 2. Feedback is effective listening. Regardless of the method of feedback, the parties involved need to feel that their opinions and analyses have been truly valued. The leader should fully disclose how the feedback will be used. Recap the feedback often to confirm mutual understanding between parties. 3. Feedback can motivate. Asking employees for feedback motivates them to improve. Even when ideas are ultimately not used in final products, enabling employees to freely share their ideas promotes engagement. 4. Feedback can improve performance. People don’t want to be criticized. Too often performance feedback turns into an adversarial relationship between the employee and the supervisor. Some of that may be unavoidable as failing performance must be addressed. Whenever possible, turn performance feedback into performance improvement counseling. Performance improvement counseling occurs early before patterns of poor performance become rooted. It begins informally and includes encouragement. Counseling cannot change the basic personality or skills of the employee. It can bring out the best in that individual and create a meaningful shift in their engagement. If handled carefully, correction can be an act of affection that will spark a turning point in the employee’s career. 5. Feedback is a tool for continued learning. Professionals come into a job with knowledge, but are never satisfied to stay where they are. Snap Surveys Blog

They need encouragement 1. Have Regular Reviews 2. Recognize Accomplishments (93% of employees who feel valued perform higher quality work) 3. Allow for Growth Within the College, Where Possible 4. Prioritize Skill Development 5. Encourage Outside Training 6. Encourage Networking 7. Develop an Office Mentoring Program 8. Implement Cross-Departmental Training 9. Encourage Membership in Professional Organizations 10. Be Role Models 11. Promote a Collaborative Culture Caroline Whitney

They need us to show genuine concern for them and their families 1. Go above and beyond to personally help them. 2. Relate to them. 3. Show you care about their personal life. 4. Show interest in their significant others. 5. Be creative in showing appreciation. 6. Be real and transparent with them. 7. Make time for them. 8. Little things do matter. 9. Create opportunities for new experiences. 10. Be aware of the expectations you set. Forbes Magazine 2014

They need us to be interested in their jobs 1. Personal Attention 2. Mentoring 3. Listening to their Updates 4. Listening to their Requests for Resources 5. Listening to their Enthusiasm and Dedication 6. Facilitating Growth through Resources, Encouragement and Meaningful Feedback 7. Promoting Excellence-not by words but by example 8. Bring out the Best 9. Validate their Passion

They need to be trained and to train others § Why? 1. They know what they’re doing 2. Saves time and money 3. They develop (or rekindle) affection for the mission and purpose of Snow College 4. Onboarding-getting off to a good start 5. Partnership-all jobs contribute to the big picture in various ways 6. Strategic Planning-fueled by training

They need to participate in department and office strategizing § Who? 1. Those who will be implementing the strategic plan 2. Those who will be affected 3. Those who will monitor its implementation 4. Others who can contribute to its development

Benefits of increased engagement § Employee Satisfaction § Productivity § Greater Positive Impression on Students and our Communities § Innovation/Creative Problem Solving § Better Mornings-”I get to go to campus for another day of fulfilling work. ”

Report of the Performance Appraisal Committee § Brief history-The committee was formed on my first day of work at Snow College. We’ve met 3 times. § SWOT analysis-Numerous problems were noted. The problems included timing, size of document, 2 -point rating scale, too much space for comments/goals/etc. , using the selfevaluation data to complete the evaluation (by managers), employees feeling bullied by their managers, and the frustration of simply having to complete a self-evaluation. § The latest-The size of the committee has grown. We’ve added a faculty member and several staff members who receive evaluations but do not administer them. We’re looking for a dean or department chair to join in for the exciting conclusion. We are currently researching several questions pertaining to our new process.

The Direction for the New Performance Appraisal Process 1. Flexibility-We know that setting one single time for all annual performance evaluations is ridiculous and unnecessary. We will seek approval from this Cabinet to be flexible. Faculty reviews may make better sense in April. Certain staff areas may prefer June. As long as each area is consistent year after year, we can see no reason for arbitrary edicts on due dates. 2. MUCH, much shorter forms-We want a two-page form at most. We’d prefer a few meaningful comments on areas of strength and areas of focus rather than endless blank lines causing both parties to conjure comments. 3. Permanent part-time employees-These employees add such value to our offices and operations. We will seek approval from the Cabinet to include permanent part-time employees in our Performance Appraisal process.

Next Steps and Unanswered Questions in the Performance Appraisal Process § Timing-Keeping the desired flexibility piece in mind, we hope to launch our new process and procedure before Fall Semester 2017. Noting the exceptions we know will develop among different areas, we hope to more closely match the performance year with the fiscal year. § Self-Evaluations-The culture is against self-evaluation. Our committee is divided. With new members joining us from a wide variety of areas, we look forward to additional discussion and/or debate. I have decidedly strong opinions on this issue, but I am more interested in consensus than coercion. § Adjunct Faculty-Should they be included in the process. The committee needs more input from the faculty. § Frequency-HR only needs to collect PA docs annually. Supervisors and managers should frequently meet with their employees as a team and individually. How formal should that be? How frequently? § Training-Supervisors, managers, directors, etc. need occasional formal training. What should that system look like? We are currently researching the topic. This setting is a good start.

Professionalism § Scholarship Rejection Letter-story § Professionalism includes: reliability, integrity, gratitude, enthusiasm, participation, counseling, coaching, engagement, etc. These professional attributes spread and build as we come in contact with our fellow employees who exhibit them. This professional culture takes time to develop and energy to maintain. We have a name for this. We call it the ‘Spirit of Snow’. § Corrosion of the professional office environment occurs effortlessly. In the time it takes to spread a rumor about a fellow employee, a solid wall that took years to build can begin to corrode. We must resist assumption, prejudice, bias, suspicion, mistrust, and judgment.