Components of Performance Management

ROJD – Results Oriented Job Description

The ROJD:

  • Focuses on the library’s desired results for the position
  • Identifies specific tasks and activities to achieve each result
  • Results are the outcomes or consequences of activities
  • Aligns with the library mission and strategic plan goals
  • Results and goals are commonly used interchangeably
  • Most positions will have 2 or 3 primary results

Focusing on results instead of tasks allows employees to be more flexible and creative in their jobs. It also helps employees understand how their position fits into the structure of the library.

In addition to the results, an ROJD includes:

  • The purpose of the position
  • The position’s place in the library
  • The customers to be served
  • The general, typical, or ongoing activities under each result
  • How the position relates to
    • Library values
    • Customer service
    • Relationships
    • Collaboration
    • Being a learning organization

Annual Work Plan:

In the context of the ROJD results, describes for the next year –

  • Major activities
    • Projects
    • Accomplishments
  • Some items may duplicate those in the ROJD
  • Others reflect specific
    • Targets
    • Areas of focus
    • High priorities
    • May be incorporated into the ROJD or may be a separate document
    • Aligns with the library’s mission and strategic plan goals

Performance Appraisal

The performance appraisal is the collaborative process between director and board of assessing the work performance and critical work behaviors of the employee. Performance appraisals should be done at the end of the director’s entrance probation (6 months) and at least annually after that. This appraisal process is used to review the ROJD, the results achieved and the relationships between the director, the board, staff members and customers. The performance appraisal is an annual documentation of the regular discussions held throughout the year.

Guidelines:

  1. The performance management process is ongoing.
  2. Within a month after a new employee begins work, the employee and supervisor and, if appropriate, other team members, will meet to discuss and agree upon the ROJD and set the work plan for the six-month probationary period. At the successful completion of this probationary period, another review of the work plan takes place. The work plan is then reviewed as needed, and at least annually.
  3. Feedback will be provided to individuals on their performance expectations and how they can improve. Using the ROJD, employees will have regular discussions with their supervisor, and when appropriate other team members, for feedback on performance, to share what they've learned and how it’s been applied and identify areas that require problem-solving or additional training.
    Key areas to consider include:
    • Are expectations being met?
    • How do we know?
    • What are we learning?
    • What proficiencies are being developed?
    • How are these proficiencies being applied to the job to achieve results?
    • What adjustments need to be made in the ROJD?
    • What are recent successes and failures?
    • What was learned and applied from these experiences?
  4. The completed performance appraisal document consists of:
    • Employee self-appraisal – See Self Appraisal
    • Peer and customer input as appropriate
    • Review of the ROJD and work plan from the completed appraisal period
    • Completion of the performance appraisal form by the board
    • Assessment of overall performance
    • Description of identified employee development, if any
    • ROJD and work plan for the next appraisal period agreed upon by the employee and the supervisor
  5. Performance appraisals may be used for disciplinary actions and therefore are open for review by some individuals outside the library if legal issues surface.