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CONTENTS
ACTIVATE
THE CIRCLE
Circles are activated in one of two
ways: either receive notification from People Services or initiate
the process on your own in consultation with People Services.
We encourage supervisors to plan ahead and initiate the process
on their own, in consultation with People Services. Contact
Mark Nigro at x3054, the Learning Training Coordinator to discuss
the present status of individuals you supervise.
A non-teaching
staff individual becomes eligible for a Feedback and Development
Circle after they have been in their current position for a
year. Thereafter, they do this process every two to three years,
as scheduled by the supervisor.
Supervisor: Obtain or, if necessary, create
a position description
If you need to create a new position description, blank position
description forms can be obtained from Download
Blank Position Description at the Forms For Feedback Circles page.
Supervisor and recipient:
-
Identify members of the recipient’s Feedback and Development
Circle—individuals representing different and important
customer/client perspectives.
- Supervisor reviews the role of “consolidating”
the feedback.
Supervisor and recipient decide:
-
Who will inform Feedback and Development Circle members that
feedback is needed.
-
What the deadline for returning feedback will be (giving
the supervisor enough time to consolidate the feedback prior
to the feedback meeting).
- Where and when the feedback and development meeting will
occur (and reserve time on calendars and meeting location room
as appropriate).
Inform Feedback and Development Circle members.
Send out ‘requests for feedback’ to members of
the Feedback and Development Circle with a return deadline.
You can do this in one of two ways:
-
Electronic Distribution - Cover
Sheet information and a Word
Document Feedback
Form can be obtained
from the Forms for Feedback Circles Web page, and sent
to Feedback Circle members by email. The Feedback Circle
members can then complete the feedback form electronically,
and return it to the supervisor as an attachment in an
email. Contact Mark Nigro for any assistance with this
process (x 3054).
- Regular Mail Distribution - A Cover Sheet
and the Feedback Form can be downloaded and printed by clicking
on Download All Feedback Forms Forms - With Lines (This link
is also on the Forms for Feedback Circles page). Please note;
this document has all forms for the process; you only need
send the Cover sheet and the Feedback Form to Feedback Circle
members.
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ABOUT THE POSITION DESCRIPTION
The position description is the document that
defines the primary responsibilities of one’s job. A copy
of the recipient’s current position description is therefore
attached to the cover sheet, so that circle members have a clear
understanding of the person’s job expectations as they focus
their evaluation and feedback efforts.
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CONSOLIDATING THE FEEDBACK & PREPARING
FOR THE FEEDBACK MEETING
- Group job-specific comments together by position responsibilities
- Group workplace expectations comments together by expectation
- Group development suggestions together, by theme if possible
- Remove references to protect the anonymity of the feedback
circle member
- Look for common themes
- Ensure that the supervisor's comments are included (if the
supervisor is not acting as consolidator)
- Summarize a few key points for each area
- Develop some initial development plans
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CONDUCTING THE FEEDBACK MEETING
- Set the room up for dialogue
- Privacy; no phones or interruptions
- Round table, or sit
on the same side
- Set the right tone
- Relaxed, professional
and friendly
- Positive
- A two-way street
- Use
an
effective process
- Clarify the job responsibility
or workplace expectation being discussed
- Summarize the circle's feedback,
including
your own
- Ask the recipient
to review the summary comments
and ask for input
- Reach consensus
on the evaluation comments
- If
consensus cannot
be reached, make a written note of the area of disagreement
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CREATING A DEVELOPMENT PLAN
- Come to consensus
on a development
plan which:
- Responds to opportunities for improvement from
where the recipient is today
- Is challenging but doable
- Identifies resources required for implementation of the
development plan
- Feasible (budget, time required, etc.)
- Appropriate;
pertinent to current job
- Document the development
plan on the form
provided
- Finalize the development plan. If necessary, set
a date for an additional meeting to do this
- If consensus cannot
be reached,
plan to include the department manager or another third party in
another meeting
- The supervisor is responsible
for
follow-up and
tracking progress on the development
plan.
- Make copies of the feedback consolidation and
development plan for
the recipient
and
the supervisor*
- Forward the
originals of the
feedback circle member reports,
the consolidation form, and
the development plan
to People Services for filing
- Ensure the Development Plan has
dates for follow-up
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*NOTES ABOUT FILING
Originals of all forms are sent to People
Services for filing. The supervisor keeps copies of the Feedback
Consolidation and the Development Plan. The supervisor should not
keep copies of the individual feedback forms received from the
Feedback Circle members. This is to assure candid, constructive
feedback, and protect everyone's confidentiality.
For your information, at People Services the Feedback Consolidation
and the Development Plan are kept in the recipient’s personnel
file. The individual feedback forms are stored in a separate file,
not in the personnel file. If a recipient has questions about the
validity of the feedback consolidation, People Services can be
contacted to provide a confidential, secondary review of the individual
feedback.
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CHECKLIST
You may download an Adobe Reader version of
the checklist here.
SCHEDULING
WORKSHEET
You may download an Adobe Reader versions
of both the worksheet and an example worksheet below.
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