PRINT THIS PAGE

Thursday, June 26, 2014

6/26/2014
Enabling connections in the various aspects of my position is what makes my work both interesting and satisfying. Elucidating those connections to others makes it all the more worthwhile.

In the early spring I began having conversations with staff and faculty colleagues about reviewing our annual employee performance evaluation process. For me the exercise was not simply one of revising the evaluative instrument but of looking at how performance evaluations are helpful to employees and their supervisors as well as how they fit into the bigger picture of institutional effectiveness.

The connections I am striving to make, and others have found helpful and intriguing, have a common theme of goal setting. As the institution develops a strategic plan and departments and programs in turn set goals, establish timelines and allocate resources—both human and financial—in order to achieve the aims and objectives of the strategic plan. A big part of the employee performance evaluation process is setting goals, evaluating the work that has been accomplished to meet them, and determining whether additional training or professional development is necessary.

What is most satisfying is seeing how this process becomes a feedback loop instead of a linear progression. As departments and programs work towards achieving the aims and objectives of the current strategic plan they begin to think creatively about new opportunities and initiatives that are then fed into the next strategic planning session and the cycle begins again.

Kathryn A. Glover
Vice President for Human Resources and Institutional Effectiveness
Secretary of the Corporation