Slide 1

Keeping Human Resources Happy:The Use of Rubrics in Evaluations During Hiring and Performance Evaluations

Sian Brannon, Assistant Dean for Collection Management

Julie Leuzinger, Eagle Commons Library, Department Head

Monday, October 7, 2013 Library Human Resources Management Association

Sian introductionJulie introductionRubrics 101

Matrix: ordered display of expressions arranged with rows and columns that have an underlying action associated

Rubric: matrix containing expressions to aid in the delineation of expectations for performance related to specific criteria

Matrix can also be defined as WOMB or the originating cells/tissues of a fingernail or tooth. Ewwwwwww..Rubric, originating from a word meaning re clay or chalk is associated with grading because of red ink. Rubrics - Hiring

ReflectListDefineInstruct

For hiring:Reflect what do you want from an employee use job postingList every single criteria from job posting as minimal, everyone that is preferred/desired, and others that you and your search team/evaluation team might consider.Define delineate thresholds for Whats bad? Whats okay? Whats great?Instruct teach the search team/evaluating supervisors how to use the rubric. Consistency is the key to reducing subjectivity. Enhance the rubric through group discussion. Rubrics Evaluating

ReviewListDescribeCommunicate

For evaluating:Review look at job evaluation from last year; what goals and/or instruction was given?List lay out every job duty the person has (can be grouped) along with the previous years goalsDescribe whats exceptional? Acceptable? Poor? for each duty.Communicate the rubric for evaluation shouldnt be made the week before evaluation time. It should be made the week after.

Use of Rubrics for Hiring EmployeesLets go over the use of rubrics in hiring employees. Well show examples of bad, better, best.

Lets start with brief overview of hiring process at our institution for professional positions. It is only SLIGHTLY less complicated for staff.

The Search Begins

There are a few places here that Equity and Diversity weighs in on selections. They are almost always the kink in our chain. They review EACH candidate against the job posting. We have to answer repeated questions of why didnt this person get an interview and why did you choose her over him? The rubric helps.

Explain PACUse of Rubrics in the Hiring Process

ApplicationsInterviews

WHY???Rubrics are used in 2 places in the hiring process. Applications and Interviews.

Why do you need them?University of Texas says you need a tool that lets you objectively compare an applicant's qualifications to a job vacancy's qualifications and functions, as well as compare applicants to one another based on established job-related criteria. Why does HR care? because it provides equal employment opportunities to all applicants and upholds the integrity of the university by ensuring that selection decisions are made only on lawful, job-related and non-discriminatory criteria.

There are expensive business software packages that you can get to help you create these matrices with color coding and whatnot. BAD APPLICATION RUBRIC

Did they turn in the materials?Do I like them? Did they spell everything right?Did they look nice?Did they smell nice?Did they meet the minimum qualifications?

There are few yes/no qualifications in interviewing. Sure there are some quantifiable things like did they get 3 reference letters, did they turn in a transcript or pass the drug test? There are far more qualitative measures. Your idea of what smells nice is different than my idea. We need to be more specific. BETTER RUBRIC

References?MLS/MSIS from ALA accredited programCompletion of AACR2r, RDA, LC, coursework at Master's levelSupervisory experience (staff, students, or interns)Adaptive cataloging experienceMetadata descriptor experienceFamiliarity in acquiring, editing, and loading files of vendor-supplied bib recordsDemonstrated proficiency in written and oral communication skills3? Yes or no?yes or no?should be stated in resume or cover letter: indicate yes or no; add notes about detailshould be stated in resume or cover letter: indicate yes or no; add notes about detailshould be stated in resume or cover letter: indicate yes or no; add notes about detailshould be stated in resume or cover letter: indicate yes or no; add notes about detailshould be stated in resume or cover letter: indicate yes or no; add notes about detailglean this from resume and cover letter. Pay attention to grammar, spelling, punctuation. Consistency of tense. This is better, but not optimal.

These are minimal qualifications taken straight from job description. At the VERY least, you should have everyone on search committee/interview team be knowledgeable on what these mean and how to glean information from the candidate. Would you learn this from a cover letter? From the resume? From an interview?

BETTER RUBRIC

knowledge of current issues and principles regarding RDAFamiliarity with OCLC ConnexionFamiliarity with III SierraAbility to work without direct super-visionEvidence of publishing and/or participation appropriate to the level of appointmentNotesshould be stated in resume or cover letter: indicate yes or no; add notes about detailshould be stated in resume or cover letter: indicate yes or no; add notes about detailshould be stated in resume or cover letter: indicate yes or no; add notes about detailthis is an assistant librarian level - none is expected; indicate how much, or stated intent to participatewrite any observations from cover letter, resume, or application hereThese are the preferred qualifications from a job posting. Similar to minimal, except you have more leeway.GOOD HIRING RUBRICShould have acceptable levels of complianceWhat metadata descriptor experience is appropriate? Acceptable: knowledge of 1 schema, 1 year experienceNot acceptable: no experience statedFamiliarity with III SierraDesired: back up system-administrator or 3+ years experienceAcceptable: 1+ years experienceNot acceptable: no experience

A true rubric would delineate what is exceptional, passable, and not acceptable at all.Unfortunately, with Human Resources departments, if you put that a minimum is Reference experience, that is pretty subjective and lenient. You may be required to consider ALL people with reference experience unless your job posting is more stringently constructed.

For preferred qualifications, you can be more stringent. It is through these qualifications that you are separating the curds from whey. Youve read the apps

And evaluated with a rubric

Now its time to interviewBAD INTERVIEW RUBRIC

What did you think were the strengths of the candidate?What were the weaknesses?Any other comments?Other ExamplesSkillsExcellentAveragePoor Basic TypingMath SkillsRecordkeepingOral & Written Skills Public ContactThis is from a school in California, and is used for hiring staff. You know what, if your HR department is fine with this, then so be it. But when you personally can be targeted for discrimination, Id want to cover my butt better. Other Hiring ExamplesSupervisionCan effectively direct actions of others, assess workload needs, maintain constructive work environment, resolve conflicts or problems.Communication/InterpersonalEffectiveness: Expresses ideas clearly, concisely, and logically; is able to gain acceptance for own ideas; perceives and reacts sensitively to the needs and actions of others; can relate to diverse people including faculty, students and people of varied ethnic backgrounds.FlexibilityCan vary behavior according to the situation, successfully with stress, reassess priorities and come up with new ideas when needed.Problem SolvingCan troubleshoot organizational problems; identify correctly and respond appropriately to key people and key issues; define problems and identify central issues; sort out and weigh consequences of alternatives.They step it up for supervisor interviews. Written CommunicationCritical Thinking Ability Leadership PotentialSuperclear, coherent, imaginative, concise, intelligent, free of errorsconsistently fair minded, ethical, justifies assumptions and reasons, discusses alternate points of viewhas point of view, confidence, engages reader, shows maturity, recognizes benefits of teams, demonstrates trustworthinessMid-levelweak structure, predictable results, basicmakes connections in limited way, includes evidence of interpretation or predictionhas personal voice, mentions goals, but lack of depth regarding leadership, seems fairPoorpoorly written, spelling and grammar errors, sloppy, plagiarismlacks careful thought, weak or unsupported arguments, shows close-mindednessno understanding of leadership or demonstration of potentialGOOD INTERVIEW RUBRIC

GOOD INTERVIEW RUBRIC

Appreciation of Diversity Forward Thinking/Vision Ability Commitment to Profession clear connection to adding to and affirming diversityOriginality, shows innovative thinking, grasp of futureambition, recognition of current events/issues, evidence of professional development/contributionsacknowledges diversity, interaction with othersis realistic in goals and ideas, maybe simplisticable to place themselves in organizationno clear opinion or vision of diversityno concept of future or thoughts beyond here and nowdemonstrates little to no commitment to professionYouve hired them

Now

Should you fire them???Why use Rubrics in Performance Evaluations?

Keeping Human Resources Happy!

Easier for Supervisor

Better for Staff

Clear Performance Expectations

Julie talks about using rubrics in performance evaluations Unclear Performance Expectations

Performance ReviewUse a current job description (job descriptions are available on the HR web page).

Rate the person's level of performance, using the definitions below.

Review with employee each performance factor used to evaluate his/her work performance.

Give an overall rating in the space provided, using the definitions below as a guide.

Julie bad evaluation example from the public sector-starts out okay but thenUnclear Performance Expectations

Performance Rating DefinitionsThe following ratings must be used to ensure commonality of language and consistency on overall ratings: (There should be supporting comments to justify ratings of Outstanding Below Expectations, and Unsatisfactory)OutstandingPerformance is consistently superiorExceeds ExpectationsPerformance is routinely above job requirementsMeets ExpectationsPerformance is regularly competent and dependableBelow ExpectationsPerformance fails to meet job requirements on a frequent basisUnsatisfactoryPerformance is consistently unacceptable

JulieUnclear Performance Expectations

Performance Factors (use job description as basis of this evaluation).

Administration - Measures effectiveness in planning, organizing and efficiently handling activities and eliminating unnecessary activitiesOutstandingExceeds ExpectationsMeets ExpectationsBelow ExpectationsUnsatisfactoryNAKnowledge of Work - Consider employee's skill level, knowledge and understanding of all phases of the job and those requiring improved skills and/or experience.OutstandingExceeds ExpectationsMeets ExpectationsBelow ExpectationsUnsatisfactoryNACommunication - Measures effectiveness in listening to others, expressing ideas, both orally and in writing and providing relevant and timely information to management, co-workers, subordinates and customers.OutstandingExceeds ExpectationsMeets ExpectationsBelow ExpectationsUnsatisfactoryNAJulieClearer Performance Expectations

Julie example from Juneau school district Clearer Performance Expectations

Julie example from Juneau school districtClear Performance ExpectationsCompetency Area 1: Presentation Skills CompetencyExcellentRating 4GoodRating 3FairRating 2Needs Additional TrainingRating 1SpeakingTrainer is able to verbally express thoughts clearly, articulately and coherently, avoiding vagueness and ambiguity.Trainer usually expresses thoughts clearly, articulately, and in a poised manner.Trainer usually does not express ideas clearly and articulately.Trainer uses improper language, tone, and/or manner of speaking.Eye ContactTrainer makes eye contact with all participants.Trainer makes eye contact most of the time.Trainer makes little eye contact.Trainer makes no eye contact with participants.DirectionsTrainer is able to communicate directions in a coherent manner, avoiding vagueness and ambiguity, by using a variety of techniques.Trainer states directions in a straightforward and easy to understand manner. The directions are vague and incomplete causing confusion amongst the participantsDirections are unclear and incoherent.PacingTrainer clarifies information and speaks at a rate that is easy to follow. Upon request, trainer repeats important information to ensure accuracy and understanding; generally speaks at an appropriate rate.Trainer is not successful in clarifying information in response to questions. Rate of speech is sometimes difficult for participants to understand. Trainer fails to speak at the appropriate rate to ensure understanding; speech is disjointed.Technology and Teaching ToolsTrainer uses a variety of teaching methods, techniques and tools that facilitate learning, including, but not limited to multimedia aids-such as PowerPoint, flip charts, handouts and overheads.Trainer demonstrates an acceptable use of multimedia aids or other teaching tools.Trainer demonstrates a fair use of multimedia aids; some glitches; misses opportunities to support visual learners.The use of multimedia aids distracts from the content; no back up plan for tech problems; uses no tools.Listening SkillsTrainer enthusiastically responds to questions and comments; exhibits exceptional listening skills and is always open to new ideas.Trainer listens to participants views/questions and responds in a polite and professional manner.Trainer is not consistently approachable; does not appear to be concerned with participants comments, questions, or concerns.Trainer is not approachable and doesnt listen well.RespectTrainer communicates with participants in a respectful and supportive manner. Trainer encourages respect and support among participants in the classTrainer does not modify the atmosphere beyond working together in a neutral way.Trainer causes and/or does not intervene in tension or disrespectful behavior among participantsJulie example from Illinois Human ServicesUNT Use of Rubrics in Performance Evaluations

Professional and Paraprofessional

Public Services Division Performance Standards

Julie talks about using rubrics in performance evaluations at UNTPublic Services Division Performance Standards

At the service desk- Meeting standards- refers patrons to other departments or staff members when appropriateAt the service desk- Exceeding standards- contacts other department or staff member for the patron

Library instruction- Meeting standards- Teach all scheduled classes, workshops or tours (find replacement in instance of illness or emergency)Library instruction- Exceeding standards- Willing to offer library instruction outside of your normal working hours to meet faculty needs

JulieSMART GOALS for Professional Staff

SpecificMeasurableAttainableRelevantTimelyJulieSMART Goal

Encourage Political Science faculty and students to schedule individual or group reference by appointment sessions through marketing and at library instruction sessions. The goal is to increase library reference by appointments by 10% over the 2012-2013 total by August 31, 2014. Input specific reference by appointment sessions in Reference Statistics Database.

JulieSMART Goal Annotations

Annotation exceeded goal- Promoted my reference by appointment services during all of my library instruction sessions and advertised reference by appointment in my faculty newsletter in the Fall and Spring. I also started a Librarian Tip of the Week in Blackboard with Dr. Kimi King where I reached 900 students in the Spring semester and I promoted the service on Blackboard to her students. I had 10 reference by appointment sessions in 2012-2013, I increased my reference by appointment sessions by 100% in 2013-2014. I entered all 20 reference by appointment sessions in the Reference Statistics database.

Annotation met goal- Mentioned reference by appointment service during library instruction sessions for Political Science classes and advertised reference by appointment in my faculty newsletter in the Fall and Spring. I had 10 reference by appointment sessions in 2012-2013, I increased my reference by appointment sessions by 10% in 2013-2014. I entered all 11 reference by appointment sessions in the Reference Statistics database.

Annotation failed to meet goal- Mentioned reference by appointment service during library instruction sessions for Political Science classes and advertised reference by appointment in my faculty newsletter in the Fall and Spring. I had 10 reference by appointment sessions in 2012-2013 but I only had 6 for 2013-2014 because I had surgery during the Fall semester so I had to turn many of my reference by appointment sessions over to colleagues. I entered all 6 reference by appointment sessions in the Reference Statistics database.

JulieSMART Goal

Present Keeping Human Resources and Equity Offices Happy- Use of Rubrics in Evaluations During Hiring and Performance Evaluations at the Library Human Resources Management Association Conference in Philadelphia in October 2013 with Sian Brannon.

JulieSMART Goal Annotation

Annotation exceeded goal- Presented Keeping Human Resources and Equity Offices Happy- Use of Rubrics in Evaluations During Hiring and Performance Evaluations with Sian Brannon at the Library Human Resources Management Association Conference in Philadelphia on October 7, 2013. Evaluation forms from attendees ranked our presentation the most valuable of the conference and most applicable to their work. Rewrote presentation with Sian Brannon and submitted to a national peer reviewed journal in April 2014, manuscript was accepted in June 2014 and will be published in September 2014.

Annotation met goal- Presented Keeping Human Resources and Equity Offices Happy- Use of Rubrics in Evaluations During Hiring and Performance Evaluations with Sian Brannon at the Library Human Resources Management Association Conference in Philadelphia on October 7, 2013. Evaluation forms from attendees indicated this was a useful session.

Annotation failed to meet goal- Went to Philadelphia with Sian, decided to go historic sight-seeing on Sunday, had a bottle of wine to myself at dinner Sunday night and slept through the presentation on Monday, but seeing the Liberty Bell was life changing.

JuliePlanning Guide for Paraprofessional Staff

Standardized task- Coordinate preparation and administer annual student assistant budgetPerformance standard- The assigned budget should not be exceeded for the academic year

Standardized task- Handle facilities and security problems according to department proceduresPerformance standard- Facility and security emergencies are handled according to UNT Libraries' policies and procedures. Incident reports are filed within 24 hours of incident

Standardized task- Monitor department email account and respond to inquiriesPerformance standard- Inquiries are responded to within 48 hours. Refer issues to supervisor if not able to find a resolution

JulieUNT Planning Guide

UNT Planning Guide

UNT Planning Guide

In Conclusion

Another way to use rubrics...Keep HR on your good sideLike our examples?Any other suggestions?

Example of how you can create rubric to NOT hire someoneSian.Brannon@unt.eduQuestions, Comments.Julie.Leuzinger@unt.eduHiring process

Search Committee makes recommendation to Dean

Does Dean approve?

Does Provost approve?

Does Equity and Diversity approve?

Obtain ranking information from PAC

Obtain salary information from Administration

Call candidate and make offer

Can you agree on something?

Notify Administration for official offer letter

Vacant position

Dean approves filling it?

Oh, well.

Form search committee

Write job description

Does Dean approve?

Does Provost approve?

Does Equity and Diversity Office approve?

Post job

Application review begins

Create rubric for reviewing applicants

Train search committee in use of rubric

Use rubric to narrow pool for telephone interviews

Conduct phone interviews

Use rubric to narrow pool for on-campus interviews

On-campus interviews

Use rubric to select candidate for hiring recommendation

Make recommendation to Dean