Performance and Evaluation

By Mia

The training center will do an evaluation for the teacher after one training project. During this way, we can know the advantage and disadvantage in the teaching activities. After the evaluation, we can take measure to improve the quality of training and promote innovation. Meanwhile, it can enhance the competition among the teachers to improve the ability of teaching. 

We work out evaluation scheme which include four mainly parts. The four parts are attitudes towards teaching, ability of teaching, teaching effect, and order of teaching. We will ask trainees, managers and the teacher who under evaluation via questionnaire method to collect data. At last, the teacher will get appropriate reward or discipline.

Performance assessment and Professional development

By Emma

Nowadays, performance appraisal is quite popular in many companies, especially in some excellent corporations. According to my domain knowledge(my previous major is business management), the result of performance assessment has some connection with the professional development. If one gets a great score in performance test, he/she may have an opportunity for promotion, salary raising, overseas training and so on. Therefore, most employees are paying much attention on performance test, and trying their best to reach a high score. but meanwhile, in order to fairly compete, there are many ways for testing(e.g. 360°performance appraisal).

But different department has its own job responsibility. In my father’s company, the achievement of a marketing worker is judged by how many real clients he/she brings to the company. As a worker in product line, the achievement of his/her is judged by the quality and quantity of the products he/she can produce. But unfortunately, it is still not a perfect company--no much promotion space, the only thing which can be called incentive is raising salary or giving bonus or giving annual rewards.

Performance assessment and PD

By Fay

Performance assessment in the workplace

The workplace was China central Television; I did an internship there for almost one year.

Each TV programme has its own assessment system. In CCTV, the following aspects are the main assessment components:

1.      Audience rating(TAM=Television audience measurement)

A professional team is responsible for this assessment. In CCTV, the CSM is responsible for this.Link: http://www.csm.com.cn/en/index.html

Each week we will have at least one meeting, and the TV rating is a must item.

2.      Direct hotlines

The programme has its own email boxes, fax and hotlines. Audience could reflect their suggestions to us directly.

3.      Experts analysis and political research

The programme will be sent to TV expert to analysis. And the programme must be approved before shown by the political department, in order to ensure no harm to the society.

What professional development (PD) happens in your workplace?

I will mainly talk about the PD designed for interns. At beginning, we are assigned by the HR into the suitable position. While, we are asked to take part in different working sites to know the whole making process.

How does the PD relate to the overall plan/focus of your workplace?

As the TV programme requires fresh blood all the time. PD development is quite essential.

Do staff in leadership roles participate in PD initiatives?

The leadership level’s PD is quite often. They could observe and study in other cities and even countries.

What form/kinds of PD would work best in your workplace?

Horizon working staff is the most important PD in this workplace.

Programme:

Performance-based Pay Review Scheme for Non-academic Staff

City University in Hong Kong

(By Corrine)

To reinforce the University's performance-based culture, the University launched the Performance-based Pay Review Scheme for Non-academic Staff in November 2010.

The Scheme aims to motivate staff for continuous improvement of performance and contributions to the University, and to retain staff by building a stronger link between performance and reward. Under the Scheme, performance planning needs to be strengthened to ensure that individual staff’s performance goals align with the Departmental and University goals and strategies. The Scheme is said to be able to enhance the current reward system for non-academic staff by integrating the various types of pay adjustments into a single system.

The Scheme is applicable to all full-time regular non-academic staff members appointed on superannuable or gratuity-bearing contract terms of appointment, including those who have reached the top point of their salary scales. Under the Performance-based Pay Review Scheme, non-academic staff are classified into three categories according to their positions/pay scales in the University hierarchy. The categories are i) senior professional staff, ii) professional staff, and iii) general support staff.

Performance of non-academic staff can be assessed by their output measured against the established performance goals, quality of work and their core competencies. In addition, some personal attributes are desirable which could have positive impact on staff performance; appraisers could make reference to these attributes in performance evaluation.

It is deemed a fair and transparent appraisal system with a well-structured rating system to assess staff performance. Individual appraisers and appraisees will agree on the Key Result Areas and performance goals at the start of the performance cycle which in turn will constitute the assessment criteria and standards for staff members.

The launch of the Performance Appraisal Schemes aims to establish a culture in which faculty/staff members and departments take responsibility for the continuous improvement of their performance and contributions to the University.  It is also the duty of faculty/staff members to comply with the requirement of conducting the performance appraisal and development process as stipulated in the University's established procedures.