Mid October, 2005
Our church board, of which I am a member, implemented a job review system that is based on self-evaluation of performance, with reference to job description. The results of self-reflection produce ideas for growth. Then, two or three others also complete the process. Their feedback enlarges the picture and should confirm your self-evaluation, and blind spots in job performance will show up. The discussions that arise from this body of information will lead to some realistic goal setting, some areas for improvement, and a sense of purpose and direction for the following months.
I saw the value of beginning with a job description that everyone agrees upon. I have not ever really sat down and pondered what my true job description is!
I saw the value of the employee being the initiator of the process. This puts the responsibility for growth where it belongs.
I also saw the value of the employee receiving input from more than just their direct supervisor, but from one or two other peers or clients who would know them well. Each one would have a different perspective.
I can see the importance of discussing the results with the evaluators for clarifying issues, and then for goal setting.
End of October, 2005
Job description written in first draft. The document draws from the "Duties of a Teacher" in the Education Act, and from the Ontario College of Teachers "Standards of Practice for the Teaching Profession."
