The TCC Institute Presented by the Office of Human Resources TCC Hiring Solutions and Performance Evaluation Systems: An Overview for Faculty and Staff.

The TCC Institute

Presented by the Office of Human Resources

TCC Hiring Solutions and Performance Evaluation Systems: An Overview for Faculty and Staff

Learning Objectives

• Overview of New Hiring Solutions

• New processes and procedures

• Demonstration

• Q&A• Overview of Performance Evaluation System

• Competencies

• Behaviors

• Goals

• Q&A2

New Hiring Solutions System

• Easy to use online application and hiring workflow system for hiring supervisors

• Screens applicants for minimum qualifications

• Capable of scoring desired qualifications

• Easy to use for applicants – new application

• Notifies applicants of status

• Notifies applicants when position is filled3

Advertising & Recruiting for a Position

Timelines for Filling Vacancies

• Support staff positions – begin first day at work within 5 to 6 weeks from date position was posted

• Administrative staff positions – filled within 5 to 8 weeks from date position was posted

• Faculty positions – filled within 8 to 10 weeks from the date the position closes

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Screening & Interviewing Candidates

Hiring Supervisors’ Responsibilities and Role• Screen, interview, check references, and hire• Review and approve the faculty teaching credentials• Appoint a diverse committee• Knowledgeable of committee’s responsibilities• Enter the employment action – Hiring Solutions• Establish the interview schedule and communicate it

to the interview committee• Monitors committee activities

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Screening & Interviewing Candidates

Committee’s Responsibilities and Role

• Assess the strengths and weaknesses - analysis of the applicants; feedback to the hiring supervisor

• Attend 100% of the interviews

• Read Hiring the Best, Effective Interviewing Practices

• Complete the Interview Check Sheet and Civil Rights form (ICS) for each candidate interviewed

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Support Staff’s Responsibilities & Role• Ensure that on-call, part-time employees and

adjunct faculty attend the Pre-Hire HR/Payroll Processing Session by emailing [email protected] to set up the date and location

• Assist with the averaging of the Interview Check Sheets and mail all paper copies of the Interview Check Sheets

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Support Staff’s Responsibilities & Role

• Assist with imaging or uploading, pdf the faculty credential packet, FTE/SOQ and Salary Recommendation Forms

• Mail the original faculty credentials to HR

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Recommending a Candidatefor Employment (Hiring Supervisors)

1. Reference Forms - at least three completed, two of which must be work related and the last employer

2. Interview Check Sheets Forms3. Faculty Credential Packet (Faculty Transcript

Evaluation Form or Statement of Qualifications Forms, Salary Recommendation and Official Transcript (upload)

4. College transcripts if non-faculty position requires college course work or degree (upload)

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Hiring Adjunct Faculty & On-Call Employees • I-9 Form• W-4 Form• Personal Data Form• Statement Regarding Employment of Adjunct

Instructors Form• FICA Alternative Retirement Plan Enrollment Forms• W-2 Form and Electronic Fund Transfer Notification

and Agreement Form• Payroll Direct Deposit Authorization Agreement

Form10

Hiring Adjunct Faculty & On-Call Employees

The HR/Payroll Processing sessions begin the week of September 27

• Mondays at 6:00 pm

• Tuesdays at 8:30 am

• Thursdays at 6:00 pm

• Fridays at 8:30 am

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Demonstration

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Questions and Answers

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Tarrant County College District Performance Management System

and Goal SettingOffice of Human Resources

What is the purpose of Performance Management?

• Provide a foundation for the improvement of job performance

• Assist employees in staff and professional development

• Improve Communication by providing feedback to employees about their work performance

• Connect and support the 2015 Strategic Plan, vision, values, and culture of TCCD

• Reward Employees for Achieving Individual Goals (Future Plans – 2011-12)

Evaluation Components

• Competencies

Section 1.

Employee Competencies (1-5)

1. Knowledge, Skills, and Abilities• Demonstrates the ability to perform the job and is able to

apply required training and experience into job performance.

2. Responsiveness and Customer Service• A commitment to job response and excellent service to

customers that demonstrates a consistent positive attitude.

3. Teamwork/Collaboration• Works well with others; committed to cooperation in the

successful performance of the critical elements of the job.

Employee Competencies (Cont. 1-5)

4. Communication• Ability to express one’s self orally and in writing and can

effectively comprehend messages from others, both orally and in writing.

5. Reliability• Performs duties, completes work to expected standards and

within time and cost expectations.

Employee Standards of Behavior (6-9)

6. Interpersonal Skills• Functions amicably and interacts well with other people.

7. Performance• Committed to the overall goals, functions, and requirements of their

position.

8. Outcome Orientation• Committed to the successful completion of tasks assigned to the employee

with appropriate emphasis on quality results.

9. Supervisor Defined Job task Performance• Key functions to evaluate employees based on individual position/job

Employee Supervisory Duties(10-11)

10. Behaviors Expected of Supervisors• Behaviors in this section are for those who supervise and will be

assessed

11. Administrative Responsibilities• Committed to the successful completion of both tasks assigned to

the employee as well as those of the employees reporting to them.

Why Goals?• Mobilizes employee efforts• Directs attention• Measures outcomes• Helps & aligns Vision 2015 Goals• Leads to higher levels of

performance• Affects the strategies employees

will utilize to accomplish tasks

Managers were asked to:

• Align goals with the Vision 2015 Strategic Goals and Strategies• Develop SMART Goals• Create Stretch Goals• Cascade Goals

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Tarrant County College's Mission Statement:

Tarrant County College provides affordable and open access to quality teaching and learning.

TCC Vision 2015 Goals

1. Support Student Success

2. Ensure affordable access and diversity reflective of the community

3. Promote Institutional Effectiveness

Cascading GoalsBoard of Trustees

Performance Appraisal – Scoring Levels

1 One – Does not meet expectations: Performance does not consistently demonstrate expected level of performance. Immediate improvement is required for successful performance of the area. Any overall average competency or behavioral score under a 2.0 requires a performance improvement plan and no merit adjustment will be given.

2 Two – Meets Expectations: Performance completely meets the expectations of the position. Indicates that all assignments and objectives have been met. All core competencies were performed according to the requirements of the position.

3Three – Exceeds Expectations: Performance consistently exceeds the requirements of the position. Performance is of an unusually high quality.

Depending on the level of performance a supervisor may award scores by either full points or half points, for example: 1, 1.5, 2, 2.5, or 3.

Annual Performance Appraisal Competency Component Question

Works well with others; committed to cooperation in the successful performance of the critical elements of the job.

Team Work/Collaboration

Completes assigned tasks in designated time frames. Acts in accordance with department objectives. 2.0Facilitates the proper flow of information through the department and District to ensure awareness. 2.5Constructively responds to suggestions and feedback received from others. 2.0Demonstrates the vision to spot differences and leverage them to strengths 1.5Encourages creative collaboration as a team member, team leader, or a supervisor of teams. 2.5Demonstrates the ability and willingness to work in a collaborative environment where ideas are exchanged and evaluated in a healthy and productive manner. 1.5

Section Average Score 2.0

Annual Performance Appraisal -Behavior Components Question

Committed to the overall goals, functions and requirements of their position.

Performance

Demonstrates a positive work ethic, including diligence and commitment to the success of the department and the District. 3.0Shows commitment and concern with how one’s own actions affect the organization’s reputation. 3.0

Displays a sense of personal pride in work products. 3.0

Demonstrates attention to detail and commitment to accurate results. 3.0Demonstrates the ability to function at an appropriate level while engaged in multiple high priority projects or activities at one time. 3.0

Demonstrates ability to commit to a course of action 3.0Section Average Score 3.0

Annual Performance Appraisal -Sample Goal

Goal 1 John will reduce lost file

requests by 20% by October 29th, 2010. 2.0

Goal 2 John will create 15

extra database reports by October 29st, 2010. 3.0

Goal 3John will increase his

typing proficiency to 60 words per minute by December 17, 2010.

3.0

Goal 4 John will decrease the department operating

costs by $10,000 by August 31, 2011.

2.0

Overall Score (1-3) 2.5

Note: score is predetermined on level of achievement

Annual Performance Appraisal Scoring Template for 2009-2010

Section 1 Average Competencies .50 = 2.0

Section 2 Average Behaviors .50 = 2.5

Section 3 Average Goals .00 = 0

Overall Score = 2.25

Wt.

Administration and Timelines

• WebAdvisor• Evaluations Due November 30, 2010• Evaluation Period September 1, 2009 to

August 31, 2010

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ReferencesDoran, G. (1981, November). There’s a S.M.A.R.T. way to write

management goals and objectives. Management Review (AMA Forum), 35-36.

Swinton, L. (2006). The benefits of setting personal goals. www.uncommon-knowledge.co.uk. Retrieved June 26, 2008.

U.S. Office of Personnel Management. (2001) A handbook for measuring employee performance. www.opm.gov. Retrieved June 24, 2008.

Werner, J. & DeSimone, R. (2006). Human resource development 4th Edition. Ohio: Thomson South-Western. Performance Management – A Briefcase Book – Robert Bacal

Bacal, Robert, The Complete Idiot’s Guide to Dealing with Difficult Employees

Tarrant County College District Policies and Procedures

Questions and Answers

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