Evaluation Techniques to Improve Performance

1. APRIL 3-6, 2013, LONG BEACH, CA Evaluation Techniques to Improve Performance These materials have been prepared by the CASBO Human Resources Professional Council (or CASBO Associate Member). They have not been reviewed by State CASBO for approval, so therefore are not an official statement of CASBO.

2. Presenters: • Todd Cutler, Ed.D • Deputy Superintendent, Rocklin Unified School District • tcutler@rocklin.k12.ca.us • Debbie Fry • CBO Metropolitan Education District • dfry@metroed.net 2013 CASBO ANNUAL CONFERENCE & SCHOOL BUSINESS EXPO

3. Objectives This workshop is designed to help you develop the skills to use observation for collecting data/information to write evaluations that provide specific feedback to the evaluated.

4. District/COE Culture As an Administrator, you inherit some employees, and they may not be in the jobs that they are best-suited for. How do you know if the right person is in the wrong job? Answer: It may take years to find out!

5. Evaluation Definition Evaluation is the assessment and judgment of performance based on clearly defined external criteria or standards. (Garmston and Costa, 2002)

6. Why document performance? Encourage improved employee performance by making expectations clear. Effectively defend yourself and your organization should disciplinary measures be challenged. “If it isn’t in writing, it didn’t happen.”

7. How To Document Performance Walk-through observations Informal Meetings Formal Meeting (Memo of Conference) Evaluation Meeting Performance Improvement Plan Follow-up Monitoring Instrument

8. The Walk-Through Observation

9. Walk Through Attributes • Walk-throughs are time-bound, informal observations with a specific instructional focus and a protocol for data collection. • Data collection protocol • Observable, measurable criteria • Used to determine strengths or areas for refinement • Allows for specific individual or group feedback • Can be tied to goal setting, professional development, and/or School Improvement Plan .

10. Walk Through Protocol Think about an area at your school that you would like to implement walk through observations… List the observable elements (look for’s) that would be part of the protocol. Refine the elements to those you would be likely to see in five minutes.

11. Walk Through Procedure Staff should know the purpose and procedures of walk-throughs. An administrator and/or a team of observers determines the observation date, topic and criteria, data collection method, and times for observations. Staff can know the possible topics of the week or month, but would not know the specific time of the walk-through. Following the walk-through there would be feedback which could include a discussion of strengths, how to reinforce them, areas for growth, or next steps

12. Clerical Sample Form Classified Walk-Through Paraprofessional Sample Form

13. Classroom Walk-through Form • Instructional Practice to Engage Students • Facilitation of Student Conversation • Teacher Lead Instruction • Student Seatwork with Teacher Eng/Dis • Teacher Disengaged • Instructional Practice to Engage Students • + - 85% • Y / N Engagement Made Mandatory • Instructional Practice to Engage Students • Y / N Posted/Communicated Obj Act Top • Y / N Student Aware V C • Positive Comment/Reflective Question • ____________________________________________ • ____________________________________________ • ____________________________________________ • ____________________________________________ • ____________________________________________ • ____________________________________________ • ____________________________________________

14. Walk-through Data

15. Sample Evaluation Form (Classified)

16. Sample Rubric for Classified

17. Evaluation Interview Planning • Know the objectives and goals of the meeting. • Time and place – choose a quiet, private spot with as few interruptions as possible. • Create a positive environment. • Give balanced feedback, but start with the positive. Society of Human Resource Management, 2011

18. Evaluation Interview Planning • Focus on the job and job expectations, not the person. • Ask questions and allow feedback. • When discussing areas of improvement, discuss methods and objectives. • Discuss areas for advancement, the employee’s aspirations and professional development needs. Society of Human Resource Management, 2011

19. Evaluation Interview Planning • Summarize and review the important parts of the discussion. • Restate action steps and provide a timeline. • Make sure employee reviews the appraisal and provides comments. • Have employee sign. Society of Human Resource Management, 2011

20. Follow-Up • Follow-up with employee to see how plans are proceeding within time frames. • Offer the employee assistance in achieving objectives and encouragediscussion of successes and obstacles. Society of Human Resource Management, 2011

21. Feedback/Input Holding conversations about one’s work is essential to professional growth and development. (Costa & Garmston, 2005)

22. Feedback Feedback answers the questions. “How am I doing?” and “How can I do better?”

23. Feedback Should: Be undertaken as allies, with common goals. Be well-timed and expected. Be based on first-hand data. Be regulated in quantity and limited to behaviors that are remediable. Be phrased in descriptive, non-evaluative language. Deal with descriptive performances, not generalizations. Offer subjective data. Deal with decisions and actions, not assumptions or interpretations.

24. Specific Feedback Marzano reports that, “As a result of a review of almost 8000 studies, Hattie (1992) concluded that ‘the most powerful single modification that enhances achievement is feedback.’”

25. In Closing… • Questions • Reflections • Closure Thank you for having us, it has been a pleasure.