HUMAN RESOURCES MANAGEMENT
This chapter reviews the human resources management functions of Alamo Community College District (ACCD) in the following sections:
- A. Organization and Staffing
- B. Human Resources Policies and Procedures
- C. Employee Relations Management Practices
- D. Compensation and Job Classification
- E. Recruitment, Staffing and Hiring Activities
- F. Performance Management and Staff Development
F. PERFORMANCE MANAGEMENT AND PROFESSIONAL DEVELOPMENT
District administrators and faculty receive annual performance evaluations as a part of the employment contract process. The district uses the Performance Evaluation and Development Plan (PEDP) for administrators and the Faculty Evaluation form for faculty members. Professional development activities enable the district employees to enhance existing skills and increase productivities.
FINDING
Although ACCD does not have a formal staff development program for non-faculty staff, the district provides tuition assistance incentives to encourage employees to grow professionally. The district provides two avenues for employees to receive financial assistance. The Employee Tuition Assistance Program (ETAP) is available to eligible ACCD employees and their eligible dependents to pursue a post-secondary education. The district allows a maximum of $1,500 each fiscal year per employee and $1,500 each fiscal year per eligible dependent. Under ACCD's ETAP policy, "eligible employees" are those employees who qualify for benefits under the district's classification and compensation plan, including regular employees working either full-time or part-time, but not in temporary status. Reimbursement is based on the number of applicants, availability of funds and can only be applied to tuition and lab fees. For 2002-03, ACCD budgeted $325,000 for ETAP. The second program is the $100 Professional Development Coupon, which may be used by non-faculty staff employees toward the registration costs of job related workshops, seminars, conferences and training. Employees are eligible for up to $100 each fiscal year when comparable training is not available through an ACCD source at the same or lesser cost.
COMMENDATION
ACCD demonstrates its commitment to employee development and retention through the use of tuition assistance incentives for professional growth of its employees.
FINDING
ACCD does not have a performance appraisal practice or program for non-faculty employees. Employees do not receive specific and regular guidance on how to improve performance and productivity, nor are there clear standards of performance measurement in the district. District policy requires annual performance evaluations of all full-time employees; however, the district does not have an appraisal form or practice for non-faculty employees. The policy further states that the chancellor is responsible for ensuring that guidelines for performance evaluations are developed and implemented. The online Employee Handbook dated December 5, 2001 states that all regular, non-contract employees and their supervisors are expected to use a performance evaluation plan developed jointly by the employee and the supervisor. The lack of a districtwide performance evaluation system for non-faculty positions means that ACCD employees are not receiving regular performance feedback on a consistent basis.
According to the district director of HR, some departments requested authorization to "improvise" and use their own performance appraisal forms. HR is requesting departments to suspend such programs until a districtwide plan is completed. To minimize the introduction of other inconsistent practices throughout the district, HR drafted a districtwide employee appraisal form that is in development and scheduled for implementation in 2003-04. However, Palo Alto College has already implemented a pilot program of a performance evaluation program, independently of the proposed districtwide plan. The college conducted training sessions in March 2003 for its supervisors and employees. Separate and multiple performance appraisal programs within the district hinder the district's ability to establish an integrated and cohesive performance evaluation and improvement plan for all district employees.
The University of New Mexico developed and introduced a new performance review program through a collaborative process in which a committee of employees in various positions, salary grades and functional areas throughout the university designed the program. The committee requested feedback and comments for all interested parties and made presentations to various audiences of stakeholders. During the development stage of the project, the committee communicated to managers and supervisors using an e-mail listserv. The university vice presidents rolled out the new program to their respective units, thereby, demonstrating support and commitment to the new program.
Recommendation 38:
Develop and implement a districtwide performance appraisal process for non-faculty employees using a collaborative process.
The district should have a single performance process for all ACCD's non-faculty employees. The development phase of the new process should be a collaborative and inclusive process that involves a broad-based representation of staff and administrators in various positions and functional areas. The new performance appraisal process should reflect common competencies, performance standards and values shared throughout the district. All employees and supervisors should receive training on the new process to ensure understanding and participation.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The district director of HR and the Compensation/Benefits manager direct the compensation consultant to draft and recommend a performance evaluation system for non-faculty employees. February 2004 2. The HR management team submits a draft procedure to the district director of HR for review. March 2004 3. The HR management team convenes a focus group of stakeholders to review proposed procedure and provide feedback. April 2004 4. The focus group presents feedback and recommendations to the HR management team. May 2004 5. The district director of HR makes appropriate revisions and submits the draft procedure to chancellor for review and approval. June 2004 6. The chancellor presents the new procedure to the board for approval. June 2004 7. The district director of HR directs designated department staff to communicate and implement new plan. July 2004 FISCAL IMPACT
This recommendation can be implemented with existing resources.