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Progress Discussion

HROG Section:
Employment
Document Title:
Performance Review - Progress Discussion Guidelines
Initial Date Posted:
Sept. 1, 1998
Board Approval:
Applies To:
PSS Employees
Source:
District Human Resources - Adopted Spring 1996
Related TASB Policy:
Last Date Revised:
December 2000 

Purpose

Background

Definitions

Eligibility

Procedures

In order to perform and document the evaluation/progress on the required timeline, the following steps should be completed:

Job Description Review - Five to 10 days prior to discussion
The supervisor requests a copy of the current job description from the appropriate college office and provides a copy to the employee. Both should review this document for accuracy as it relates to the current duties. The Progress Discussion requires confirmation of this review and an indication if the description needs to be formally reviewed by District Human Resources. Official DCCCD job descriptions are written in a very generic way in order to be applicable to the maximum number of positions throughout the district that are generally the same.

Progress Discussion - DRAFT - Three to five days prior to discussion
The supervisor and the employee should complete drafts of the Progress Discussion Form independently. The format is designed to be adapted to your style: You may use key words or phrases, or you may want to develop detailed sentences or statements. Use additional blank pages if space available is not adequate. Pages should be numbered when complete.

The criteria for discussion should continue to focus on areas such as, but not limited to:

Job Knowledge: the ability to use fundamentals, techniques and procedures in an effective, professional manner.

Productivity: the ability to produce timely results through planning, prioritization and actions.

Quality: the ability to produce accurate and thorough results. Requires attention to details, from simple to complex.

Cooperation: the ability to work with a diverse population of students, staff and the public to achieve goals and objectives.

Decision Making: the ability to analyze situations (independently or as part of a team), evaluate alternatives and take action within position parameters.

Leadership: the ability to inspire, guide and assist in the development and success of others in fulfilling the district's mission.

Communication: the ability to convey ideas effectively and respond to ideas conveyed with professional courtesy and sensitivity.

Attendance: the ability to meet procedural and job-related requirements related to work hours, leave usage and adjustments in scheduling.

Safety/Security: the ability to protect and preserve the district's resources (people, dollars, facilities, etc.).

The major categories identified as a framework for discussion are:

Employee's Strengths, Accomplishments, Contributions
This category might include mentions of accuracy, speed and quality. You may want to address safety/security issues, ability to work independently or the ability of the individual employee to be an effective team member. It allows issues from earlier discussions and evaluations to be praised for their improvement, and documents unexpected or exemplary, work-related successes in a timely manner.

Areas of Opportunity for Improvement
This category should focus on those items that can have a significant impact on work if improved, or it might reflect the need for a new skill or ability within the current job (i.e., learning to use a new piece of software, researching a new method of class scheduling, etc.). There can be overlap in items between an employee's strengths and opportunities for improvement.

Strategies for Improvement
This category should identify the ways that an employee can improve in the specified opportunity areas. Examples might include: research into alternative methods for checking out files, taking a statistical class to improve reporting capability, regular meetings with certain groups or individuals to plan actions to avoid over-expenditures of budget, etc. This category also requires the indication of timeframe for strategy accomplishments.

Strategies for Improvement from Last Discussion
This category is designed to promote discussion between supervisor and employee of what worked and what did not in identifying improvement needs. Some of the outcomes from this discussion and documentation might be the acknowledgment of both parties that they overextended their ability to be successful and should target their improvement strategies more carefully, or that follow-through only lasted two weeks rather than throughout the evaluation period, etc.


Drafts Shared - At least 48 hours before face-to-face discussion

Face-to-Face Discussion - Required once per year and recommended at least two times per year
The discussion should generally require no more than one hour, but may vary depending on the styles of the individuals involved. From the discussion, the supervisor should take the lead in formalizing the document from the two drafts.

Both the employee and supervisor must sign and date; the second-level supervisor must review prior to the forwarding of the document to the location Human Resources Office for handling. Signing parties may wish to keep copies for their files. The original copy will become part of the individual employee's personnel file in the District Human Resources Office.

Employee Responsibility

HR Responsibility

Exceptions To Policy

Other Notes

A written Progress Discussion will be prepared prior to the end of the first 90 days of employment to establish the Strategies for Improvement. 

All Progress Discussion forms for Professional Support Staff employees are due to District Human Resources by July 1.   

Related Links

Progress Discussion Form (PDF - 16KB and Word - 18KB)