360° Professional: Forms and Resources - Animal · PDF file ·...
Transcript of 360° Professional: Forms and Resources - Animal · PDF file ·...
360° Professional: Forms and Resources
We hope to inspire the development of a 360° Professional program at your organization
and want to give you the tools to implement one! In the following pages, you will find all
of the documents we use to execute our 360° Professional program, as well as some free
and low-cost resources that we have found helpful.
1. For all employees
Career Planning Questionnaire (CPQ)
Career Path Matrix
Core Values Self-Assessment
2. For PackLeaders
Career Path Matrix for PackLeaders
Core Values Assessment for PackLeaders
Individual Development Plan (IDP)
Department Summary for Merit Increases
Individual Review Summary Form
3. Helpful tools and resources
You do not need to print these documents to bring to the presentation. They are simply
for you to have, review, and change to make your own for the 360° Professional program
at your organization.
Have any questions? Email us at [email protected]!
Career Planning Questionnaire (CPQ)
Name:
Job Title:
Supervisor:
Time in Current Job:
Department:
Date Completed:
We are shifting from a performance evaluation system to a career development program at San Diego Humane Society. Please understand that it is perfectly fine if you are happy in the job you have and can think of nothing you would want to change. Our purpose is to start a dialogue with you about how you would like your career to proceed at SDHS, or elsewhere, if that is your desire. Please review the questions below, and respond briefly. These will be talking points for discussion, so don’t feel you have to fully explain each response. You will be given up to 2 hours of time at work to answer this questionnaire, if needed. Please let your manager know if you need more time to finish this. Once you have answered the questions, please submit your questionnaire. Employee Engagement will provide a copy to your manager/director and place one in your file. Your supervisor/manager will meet with you to discuss your answers, and to provide any insights or suggestions to help you meet your career goals. If you want a career plan, you and your supervisor or manager will create an Individual Development Plan which will be used to track your opportunities and progress.
Questionnaire
My Current Job
1. What are the 3 to 5 things you consider to be the most essential functions of your job?
i.
ii.
iii.
iv.
v.
2. What do you like most about your current job?
3. What would you like to do more of?
4. What do you like least about your current job?
5. How long have you been in your current job or field?
Career Goals
6. What are some short-range goals that you’d like to focus on in the coming year? Or, how do you plan to
achieve all you can? Please make sure to list at least 1 short-range goal. Multiple goals are welcome!
Those that are interested in growing into a different or higher-level role and want a more robust professional
development plan are required to create mid- and long-range goals. These are the goals that you plan to
focus on in the next 2 to 5 years. If this is something you desire, you will complete a set of questions
addressing career planning and professional development in the following section. If you'd prefer to focus on
short-range goals only, you will be able to skip these questions.
If you’d ever like to revisit the CPQ and create mid- and long-range goals in the future, you can always
contact your supervisor or Employee Engagement and we will open the survey back up for you.
7. Mid-Range Goals: Where would you like to be in your career or work life 2 to 3 years from now?
8. Long-Range Goals: Where would you like to be in your career or work life 4 to 5 years from now?
9. What new responsibilities or challenges could you take on in your current role that would move you closer to
your goals?
10. What are some skills, knowledge, and abilities that you would need to learn or improve upon to achieve your
mid-and long-range goals?
11. The Society wants to support your career goals by providing resources to foster your professional and career
development. Think back to the goals you have set for yourself. What resources do you think would be
application in helping reach your goals? Mark all that apply.
Animal Shelter Academy classes and trainings
Lunch & Learns
NonProfit Management Solutions workshops
Job rotation, cross training
CET certification
CAWA certification
Shadow sessions
“Open House” info sessions for departments
Mentoring and coaching
Internal and external seminars.
If you think of something we didn’t have above, please list it here.
___________________________________________________________________________________
Professional Development Goals
12. What degrees or certifications do you have? Are they in your area of interest?
13. What education, training, certifications, etc. would you like to obtain?
14. What do you think would enable you to pursue your development goals?
15. Are you interested in technical/professional advancement within your current career path or in
management/leadership?
16. Are there any positions or departments at SDHS you would be interested in pursuing or learning more about?
Untapped Abilities
16. Is there something you’re not doing in your current job that you could do, and would like to do? If so, please
list it.
Job Satisfaction
17. What can you and the Society do to help increase your job satisfaction?
18. What feedback would be helpful to help you do your job better?
19. In what ways can you supervisor best show appreciation for your contributions?
Core Values Self-Assessment
How we act and our demeanor while working at San Diego Humane Society demonstrates how well we fit the
organization’s core values expectations. The Society wants us all to demonstrate with actions and words our
desire for our department and the Society to succeed; to incorporate the Society’s core values into our
interactions with others; avoid destructive criticism; and to promote the Society’s mission, culture, strategies, and
be helpful to others to enhance teamwork.
Below are descriptions of how well we may demonstrate our core values. Please pick the description which most
closely fits how you act every day, realizing none will be an exact match.
In Sync! - I consistently demonstrate our core values, with an overall sense of willingness. I am willing to help, I
am engaged, and I interact appropriately with other staff, volunteers, and the public. I initiate or suggest
solutions which are resourceful and proactive. I promote department and Society objectives and policies; express
positive optimistic views about changes, the future and other people. I actively promote and encourage teamwork
and ensure that solutions, information, and knowledge are shared with appropriate people. When I have a
concern about how things are going, I always start with my direct supervisor to get more information. I am
enthusiastic and exude the core values of SDHS.
Partially, but need some guidance - I have some of the above attributes but not all. I have reasons why I cannot
help or why something new won’t work. I am usually good with coworkers – and with the guests, not necessarily
equally good. Sometimes I have somewhat pessimistic views about change, the future and other people. I can
work in teams depending upon who is on the team. It makes sense to me to keep most information and
knowledge to myself, as I’m very busy, but will share with certain people. I feel I am aware of the core values, but
sometimes need guidance in knowing exactly what is expected of me.
Not sure about this – I sometimes think I have all of the above attributes, but others have said there is more that I
could do. I’m not convinced that I have a problem. It may not look like I am adhering to the core values, or that I
have a poor or disengaged demeanor. I think it is important for me to express my views on current policies,
change, the future or other people to co-workers. Someone should do something about things. Some people may
say I have trouble working as a team member, or that I seem unwilling to share information or knowledge or to
work out differences to meet a common goal. Sometimes I think the core values are unrealistic, considering how
hard we have to work. If this is really expected, I should be given more help or time for the work I’m assigned.
Core Values Assessment
Please review the Core Values summary descriptions above and select a summary that you believe most closely
reflects your everyday behavior:
In Sync! Partially, but need some guidance Not sure about this…
Is there anything you’d like to add or explain about your response?
_____________________________________________________________________________________________
_____________________________________________________________________________________________
Career Path Matrix
Consider 4 things when reviewing the boxes below:
1) Time in current position 2) Technical skills, abilities, and subject matter knowledge in job related field 3) Integrating the Society's Core Values into everyday work 4) Promotable activities - Taking initiative, problem solving, role modeling for coworkers, ability to develop and maintain working relationships, seeking opportunities for improving oneself and/or the Society.
After reviewing the Career Path Matrix chart, which block in the Career Path Matrix do you feel describes you best
right now, in your current job? (None will be an exact fit)
Box: 1 2 3 4 5 6 7 8 9
Is there anything you’d like to add or explain about your response?
_____________________________________________________________________________________________
_____________________________________________________________________________________________
Core Values Assessment for PackLeaders
How an employee acts and their demeanor while working at San Diego Humane Society demonstrates how
well they fit our core values expectations. The Society wants employees who avoid destructive criticism and
whose actions and words demonstrate a desire for their department and the Society to succeed; who
incorporate the Society’s Core Values into their interactions with others, are aware of and promote the
Society’s mission, culture, strategies, and are helpful to others to enhance teamwork.
Below are three descriptions of examples of how well employees demonstrate our core values:
In Sync! This employee consistently demonstrates our Core Values, with an overall sense of
willingness. They are willing to help, they are engaged, and they interact appropriately with other staff,
volunteers, and the public. They initiate or suggest solutions which are resourceful and proactive. They
promote department and Society objectives and policies; express positive optimistic views about changes, the
future, other people; actively promote and encourage teamwork; ensure that solutions, information,
knowledge is shared with appropriate people. They are enthusiastic and exude the culture and core values of
SDHS. Score: 4 or 5
Partially, but needs some guidance-This employee has some of the above attributes but not all. They are
not always willing or they make excuses why they cannot help or why it won’t work. May be good with
coworkers – but not with the guests (or vice a versa). They are not always respectful. They tend to have
somewhat pessimistic views about change, the future and other people. They can work in teams depending
upon who is on the team. Tends to keep information and knowledge to themselves but will share with certain
people. They have potential – but need guidance. Score: 2 or 3
Not Sure About This - This employee may think they have all of the above attributes and typically don’t
know they have a problem. They do not adhere to the Core Values and have a poor or disengaged
demeanor. They complain and express negative views on current policies, change, the future or other
people. They are quick to offer excuses as to why they can’t do their job as expected. They have trouble
working as a team member, may be unwilling to share information or knowledge or to work out differences to
meet a common goal. This employee is not a good fit for the culture of San Diego Humane Society.
Score: 0 or 1
Individual Development Plan (IDP)
Name:
Job Title:
Supervisor:
Time in Current Job:
Department:
Date Completed:
Short-Range Goal(s) – Within 1 year Focus on current job and growth in the coming year
Goal(s)
1.
Skills/competencies to be learned or acquired
Possible learning opportunities to try
Timeline, including deadlines, to measure success
Milestone/target dates (Next meeting to follow-up on this goal)
Resources needed/budget requests
Comments:
Optional – Mid-Range Goal(s) – 2 to 3 years Goal(s)
1.
Skills/competencies to be learned or acquired
Possible learning opportunities to try
Timeline, including deadlines, to measure success
Milestone/target dates (Next meeting to follow-up on this goal)
Resources needed/budget requests
Comments:
Optional – Long-Range Goal(s) – 4 to 5 years
Goal(s)
1.
Skills/competencies to be learned or acquired
Possible learning opportunities to try
Timeline, including deadlines, to measure success
Milestone/target dates (Next meeting to follow-up on this goal)
Resources needed/budget requests
Comments:
Employee Signature:_________________________________________ Date:_______________
Direct Supervisor Signature:___________________________________ Date:_______________
Manager/Director Signature:___________________________________ Date:_______________
Senior Staff Signature:__________________________________________ Date:_______________
Employee Engagement Signature:_________________________________ Date:_______________
360° Professional Department Summary
Department: Date:
Supervisor: Supervisor Signature:
Manager: Manager Signature:
Director: Director Signautre:
Senior Staff: Senior Staff Signature:
Career Path Matrix: Assign a number, corresponding to the box describing the person’s performance in current job and readiness for promotional opportunities, to each of your direct reports. Supervisors should consider 3 factors when making these determinations: Time in Position, Overall Performance, and Public Test of Readiness—committees, responsibilty, and leadership skills. Please reference the full Career Path Matrix for further clarification regarding each classification.
Core Values Assessment: Assign a number corresponding to how an employee acts and their demeanor while working at San Diego Humane Society that demonstrates how well they fit our cultural expectations. 5 is the highest, 0 is the lowest. The Supervisor should consider an employee’s actions and words that: demonstrate a desire for their department and the Society to succeed; incorporate the Society’s core values into their interactions with others; are aware of and promote the Society’s mission, culture, strategies; avoid destructive criticism and are helpful to others to enhance teamwork. Please reference the full Core Values Fit Scoring for further clarification regarding each rating.
Name Career Path Matrix
Box Number Core Values
Fit Merit Increase Recommended
Comments
1.
2.
3.
4.
5.
6.
7.
8.
9.
Core Value Fit Score
Score 4 or 5 = This employee consistently demonstrates an overall sense of willingness. They are willing to help,
they are engaged, they interact appropriately with other staff, volunteers, and the public. They promote
department and Society objectives and policies; express positive optimistic views about changes, the future, other
people; actively promote and encourage teamwork; ensure that solutions, information, knowledge is shared with
appropriate people. They are enthusiastic and exude the culture and core values of SDHS.
Score 2 or 3 = This employee has some of the above attributes but not all. They are not always willing or they make excuses why they cannot help or why it won’t work. May be good with coworkers – but not with the guests (or vice a versa). They are not always respectful. They tend to have somewhat pessimistic views about change, the future and other people. They can work in teams depending upon who is on the team. Tends to keep information and knowledge to themselves but will share with certain people. They have potential – but need guidance.
Score 0 or 1 = This employee may think they have all of the above attributes and typically don’t know they have a
problem. They do not adhere to the core values and have a poor or disengaged demeanor. They complain and
express negative views on current policies, change, the future or other people. They have trouble working as a
team member. Unwilling to share information or knowledge or to work out differences to meet a common goal.
This employee is not a good fit for the culture of San Diego Humane Society.
Career Path Matrix
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Per
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High Performer/ Low Development Readiness
1
High Performer/ Medium Development Readiness
2
High Performer/ High Development Readiness
3
Medium Performance/ Low Development Readiness
4
Medium Performance/ Medium Development Readiness
5
Medium Performance/ High Development Readiness
6
Low
Low Performance/ Low Development Readiness
7
Low Performance/ Medium Development Readiness
8
Low Performance/ High Development Readiness
9
Low
High
Development Readiness
Demonstration of ability or capacity for growth and development into a higher level position or leadership role which includes resiliency, learning ability/agility
and career motivation.
360° Professional Individual Review
Employee Name:
Job Title:
Supervisor:
Manager/Director:
Department:
Date:
Attach printed copy of employee Career Planning Questionnaire.
Supervisors: Please review rating and feedback with employee.
Core Values Assessment: In Sync! Partially, but need some guidance Falls short
Comments:
Career Path Matrix: #______
Comments:
Meeting Notes/Accomplishments/Action Plan:
Individual Development Plan attached
Employee Signature: Date:
Direct Supervisor: Date:
Manager/Director: Date:
Senior Staff: Date:
Employee Engagement: Date:
Helpful Resources
Helping People Win at Work: A Business Philosophy Called "Don't Mark My Paper, Help Me Get an A" by Ken
Blanchard and Garry Ridge – This book reveals how WD-40 has used Partnering for Performance with every
employee--achieving levels of engagement and commitment that have fortified the bottom line.
Help Them Grow or Watch Them Go: Career Conversations Employees Want by Beverly Kaye and Julie Winkle
Giulioni - Filled with practical tips, guidelines, and templates, this book helps managers identify three broad types
of conversations that will increase employees’ awareness of their strengths, weaknesses, and interests; point out
where their organization and their industry are headed; and help them pull all of that together to design their
own up-to-the-minute, personalized career plans.
SmartBrief on Workforce – Free daily email newsletter that compiles interesting human resources articles from
over 10,000 major media outlets, regional newspapers, trade publications and blogs. Sample.
Radical Candor – Free podcast that hopes to help you build, lead, and inspire teams to do the best work of their lives. Terryberry – Free interactive webinars offer best practices in employee recognition and techniques for maximizing the impact of your recognition programs. Career Contessa – Career site that aims to helps women cultivate successful careers through expert advice, interviews, and videos, one-on-one mentoring, online skills-based courses and resources, and a curated job board. Society for Human Resource Management (SHRM) – The world’s largest professional HR organization with free and paid resources including policies, webinars, sample forms, and best practices. Annual professional membership costs around $200. ASPCApro.org – Up to date research, innovative ideas, online training and webinars, and templates to help you save lives. HumaneSociety.org - Free, innovative webinars, led by experts in the fields of animal policy and advocacy, animal welfare, humane education, leadership, shelter and volunteer management and wildlife issues.