SECTION D | PERSONNEL

 

SECTION DH.1

PERSONNEL
EMPLOYEE PERFORMANCE

Procedure

PERFORMANCE, NON-FACULTY

All non-faculty employees, both full and part-time, shall be evaluated annually by their supervisor. Evaluations should occur at the beginning of the Spring semester and be completed and turned into Human Resources before the last working day in May.

The performance appraisal shall be conducted by the immediate supervisor using Oracle's Performance Document provided by Human Resources.

The evaluation discussion shall focus on the employee鈥檚 success for the next rating period.

Developing performance objectives is an important part of the performance evaluation procedure. Careful consideration should be given when the employee鈥檚 objectives are developed. Supervisors are also encouraged to get feedback from others who work closely with the employee being evaluated.

Once the evaluation discussion takes place, all required approvals should be obtained, and the document should be available to the employee in Oracle.

Seasonal or temporary staff shall be evaluated on an as-needed basis as determined by the supervisor.

The Human Resources Office is then responsible for uploading the evaluation into the document records for the employee.

 

PERFORMANCE, FACULTY

黑料社 values quality and effective instruction that leads to student success and the fulfillment of its mission. Therefore, the College regularly evaluates the effectiveness of each faculty member. Faculty are evaluated annually for the first three years of employment and every three years thereafter.

The formal appraisal process provides an overall evaluation of a faculty member鈥檚 work performance and the opportunity for the supervisor and faculty member to discuss work performance in terms of leadership expectations and responsibilities in four performance appraisal categories: teaching, course management, and continued improvement, and service.

The Faculty Performance Appraisal should be used for all faculty evaluations as it represents a narrative assessment which highlights strengths and opportunities for improvement in the four categories listed above, combined with the following rating system: Meets Expectations or Needs Improvement. Faculty are expected to score at the level of Meets Expectations for all categories. The appropriate administrator creates and implements a Professional Growth Plan should the faculty member receive more than four Needs Improvement in the aggregate or more than one Needs Improvement in any of the four appraisal categories.

 

PERFORMANCE APPRAISAL PROCESS

The faculty appraisal process includes four parts: a self appraisal, a classroom visit, student end-of-course evaluations, and an evaluation by the appropriate administrator.

  1. Self Appraisal. The faculty member appraisal process begins in the fall semester of the scheduled academic year for evaluation, according to the division/location faculty evaluation schedule, with the identification of performance goals by the faculty. In the spring, the faculty member completes a self-appraisal using the Faculty Performance Appraisal form, which is used in conjunction with the supervisor鈥檚 assessment.

  2. Classroom Visit. As part of the faculty appraisal process, the administrator conducts at least one classroom visit. After the classroom visit, the administrator meets with the faculty member to address the strengths and areas for improvement observed during the visit. If necessary, the administrator and instructor develop a Professional Growth Plan to address areas of concern, and the administrator monitors the instructor鈥檚 progress in correcting the areas of concern.

  3. Student End-of-Course Evaluation of Faculty. Students have an opportunity to evaluate faculty members every fall and spring semester by completing an electronic 黑料社 End-of-Course Evaluation. Each term students will be asked to participate in this voluntary process that provides anonymous feedback on each courses' instructor. Faculty will decide whether they will offer extra credit to students for completing the end of course evaluation. If extra credit is offered, it must be included in the faculty members' syllabus and gradebook, detailing how students will be rewarded for completing the evaluation.

    End-of-Course Evaluation results are provided to those administrators responsible for supervising faculty or as appropriate. The administrators will review the results of the surveys and identify trends or themes in student responses. If trends in student responses raise concerns with the administrator, a conference will be arranged with the instructor to address those issues. The electronic results are made available to individual faculty members after grades have been submitted for the semester. Faculty members are expected to review the student evaluations and make appropriate adjustments in their classes as a result of student responses.

  4. Evaluation. During the spring semester of the scheduled year for evaluation, the administrator completes a Faculty Performance Appraisal form for appropriate faculty, addressing both instructional performance and out-of-class responsibilities. The faculty member and the administrator then have a face-to-face meeting to discuss the completed appraisal and trends or themes identified in End-of-Course Evaluations. During the appraisal meeting with the administrator, instructors are expected to report, in writing, ways in which they have used the student evaluation results to enhance their teaching. Faculty members are then referred to Oracle to review and accept the appraisal.

If concerns about the instructor鈥檚 performance exist, the administrator may conduct additional classroom visits and/or create a Personal Growth Plan with recommendations for improvement. Based on the evaluation of the instructor through this process, the administrator recommends to the appropriate executive administrator the renewal of the instructor鈥檚 contract, renewal with specific conditions, or non-renewal. The administrator then makes recommendations to the Vice President of Academic Affairs, who notifies the District President of the recommendation.

If concerns arise during the three-year interval between evaluations, the administrator conducts an appropriate evaluation of the instructor, which may include classroom visits, conferences, and/or written assessments and progress reports.

The performance appraisal process may be different for faculty who teach in programs requiring external accreditation. In such cases, the appraisal process will comply with the requirements of the appropriate accrediting body.

 

PERFORMANCE APPRAISAL, ADJUNCT FACULTY

Adjunct instructors are evaluated following the same 3-year cycle as full-time faculty, with new adjunct faculty members being evaluated every year for the first three years of employment. The classroom visit, review of end-of-course evaluations, and evaluation by the administrator using the Faculty Performance Appraisal are the same as for full-time faculty; however, the fourth section on related to Service is not applicable for adjunct faculty. Also, adjunct faculty do not complete a self-appraisal.

 

APPEAL

Any employee may appeal their performance evaluation by submitting a rebuttal in writing to the Office of Human Resources within seven days of receiving their evaluation. If evidence is presented that contradicts the performance evaluation, the Vice President of Operations may require the supervisor to amend the evaluation before it becomes a part of the employee鈥檚 personnel file. If no evidence is presented that contradicts the evaluation, both the evaluation as-is and the written rebuttal will become part of the personnel file.

 

 

Approved: 2015
Updated: 2017, 2020, 2024
Reviewed: 2022