Improvement (I)

4I2 Setting Targets for Improvement

Although valuing people is unique to institutional culture, Western is building comparative data with its identified peer institutions.

If drastic changes occur in employment trends, either in the overall market or specific positions, Western will conduct market surveys prior to the five-year time frame and adjust bands and grades within the C3 classification process.

Initial development of goals and objectives as part of the pay-for-performance evaluation process will function as benchmarks for setting standards in a measurable format.

Supervisory training will be a priority over the next several years. Supervisors will be trained in helping employees establish clear goals and objectives, and in identifying and developing leadership skills. The first year’s performance evaluation training addressed writing the evaluation, discussing the results of the evaluation with the employee, and sharing processes for the development of goals and objectives. These approaches should provide supervisors with tools to measure progress.

Western desires to increase the percentage of faculty with terminal degrees from 84 percent to 100 percent in order to meet the requirements of accrediting associations.

An area targeted for improvement will be the service mission of the Human Resources office.