Page 68 - Superintendent Report 2021-22

Objective 2: Recruit, select, and hire high quality employees.

Performance Management

Performance Management fosters a culture of employee engagement and alignment to District goals
for maximum results. A growth mindset and best practices are encouraged and enhanced through
resources and professional development offerings. Evaluations, a component of the performance
management process, were upgraded in FY21 so the tool used by more than 10,000 non-instructional
employees became accessible by computer, tablet, and phone. Employees continued to receive
support for utilizing the new electronic application in FY22. In addition, the Division of Human
Resources Professional Growth provided instruction to employees in CLEAR Coaching, a systemic
transformational coaching model which purposefully facilitates the adult learning component of
transformation (Hawkins & Smith 2006, p.28).

The Human Resources (HR) Division has made continuous improvement a
driving principle of its operational model by utilizing real-time dashboards
and scorecards that track ongoing metrics and performance to meet
annual goals. Through collaboration with Information Technology (IT)
Applications, the Microsoft Power Bi platform is used to project data
in real-time, daily, monthly, or quarterly depending on the frequency
of the process event. Department heads are responsible for monitoring
the trends and variance of these indicators in determining various
interventions or action plans. Action plans are discussed weekly through
a tracking template during leadership meetings and one-on-one check-in
meetings. Scorecards display historical performance, current goals, and
alignment to strategic initiatives. The scorecard acts as a performance accountability tool to ensure
the prioritization and execution of each division’s strategic goals.

Metric and dashboard examples

68

8/23/22 2:55 PM
Superintendent Report 2021-22.indd 68
Superintendent Report 2021-22.indd 68 8/23/22 2:55 PM