Managing Faculty & Staff Performance & Rewards in the 21st Century

Why Should You Attend:

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 discrimination litigation; lack of “depth on the bench”, and significant impact to your bottom line.

The goal of a collaborative performance review is to align and 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.

Implementing a culture of engagement and accountability 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 are 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 performance reviews can be ineffective in the 21st century workplace environment. The result is staff disengagement, ineffective systems of rewarding value-added staff behavior and perception that evaluations are of little to no value.

Areas Covered in the Webinar:

• Understand the strategic process of aligning strategic plans with performance expectations
• Discuss the unique needs of higher education faculty and staff
• Academic versus administration units
• Professional versus support roles
• Communicating the bigger picture
• Review how to infuse competencies, values, and qualitative measures
• Know the collaborative process for producing and articulating key performance indicators
• Learn how to communicate expectations to staff
• Examine the constant flow of planning, monitoring and evaluating staff performance
• Discuss engagement and faculty and staff satisfaction that results for a consistent process with effective planning and candid feedback
• Review a model for a transparent process leading to equitable staff compensation
• See how to successfully onboard faculty and staff

Who Will Benefit:

• Senior, middle and front-line management
• Human resource professionals
• In-house attorneys

Free Materials:

• Reference documents
• Rule documents or guidance
• Checklist
• SOP template
• Easy fill in forms
• Articles

Jim Castagnera
President, K&C Human Resource Enterprises

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 and training 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.

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