The goal of a collaborative performance review is to align the performance with the organization’s mission, vision, and values by driving them down to the department and individual levels. Clear and measurable performance expectations which are discussed in a collaborative and constructive manner help staff monitor and improve their own performance while avoiding the stigma of being lectured to.
Please join James Ottavio Castagnera, Ph.D., and attorney at law, as he offers a best practice approach to developing, implementing, and reinforcing key performance indicators for higher education faculty and staff.
What you learn will surely connect all the dots in an increasingly complex and competitive higher education world.
The alternatives to effective performance reviews are disengaged employees; high attrition rates with all the financial and HR time-and-effort costs endless recruiting entails; potential wrongful-termination and employment discrimination cases; lack of “depth on the bench”, and significant impact to your bottom line.
Creating a culture of accountability and engagement in the workplace setting requires the transparent development of key performance indicators which are discussed and refined in a collaborative fashion. Collaborative performance reviews should be mutually beneficial for the staff being reviewed as well as the organization.
When handled in a collaborative manner staff is encouraged to participate and hopefully “grow” from the experience and the organization winds up with an engaged member who is interested in making sure that the policies and procedures of the institution are adhered to.
Typical employee performance review can be ineffective in the 21st century workplace environment, and too often, these cookie cutter types of evaluations are conducted without the benefits of a good understanding of the fundamental egalitarian nature of the environment. The result is staff disengagement, ineffective systems of employee rewards and recognition, and perception that evaluations are of little to no value.
Years of Experience: 36+ Years
Areas of Expertise: Human Resources, Employment and Intellectual Property
Jim Castagnera holds an M.A. in Journalism from Kent State University, and a J.D. and Ph.D. (American Studies) from Case Western Reserve University. He practiced law for 36 years, before retiring in June 2019: 10 years as a labor, employment and intellectual-property attorney with Saul Ewing Arnstein & Lehr; 3 years as general counsel for Wharton Econometric Forecasting Associates; 23 years as associate provost & legal counsel for academic affairs at Rider University.
Currently, he devotes his full-time to journalism and teaching. He is the president of K&C Human Resource Enterprises, a freelance-writing, training and consulting company in Greater Philadelphia; the chief consultant for Holland Media Services, LLC, a freelance-writing and communications company in Los Angeles; and, secretary/treasurer of LMC Conflict Training & Conciliation, a non-profit corporation also located in Greater Philadelphia.View all trainings by this speaker