Annual Performance and Development Clause Samples

Annual Performance and Development. 22.1.1 The Association and the University recognize the organizational and individual benefits to be gained through staff development and performance feedback 22.1.2 Annually, the Member and their manager(s) will meet to discuss and support the Member’s career development, and review the Member’s progress utilizing the Summary of Annual Performance Form. The manager and the Member will each complete the relevant section of the form and then meet to discuss. The completed form will be signed by both parties. 22.1.2.1 The manager shall forward the form to Human Resources. The Member shall be provided with a copy of the submitted form. The form shall be placed in the Member’s official personnel file. 22.1.3 A Summary or Annual Performance which indicates Review in three (3) months shall outline a detailed action plan for performance improvement. After the three month review, a follow up letter will be placed in the Member’s official personnel file and copied to the Member. 22.1.4 Only the two most recent Performance Reviews and follow up letters, if applicable, will be retained in a Member’s official personnel file. 22.1.5 The results of the Annual Performance Review will not be subject to the grievance process. 22.1.6 The provision of additional skills upgrading, especially those provided in-house, will be encouraged. All Members of a department will be given reasonable opportunities to participate. Members will request approval to attend such training programs from their manager at least three (3) days prior to the workshop. 22.1.7 The University agrees to meet with the Association annually to discuss human resource development needs and propose programs. 22.1.8 Members who participate in seminars, conferences, conventions, and workshops at the request of the University during Member’s normal working hours will do so without loss of compensation or benefits. 22.1.8.1 Members who are provided with the opportunity to attend seminars, conferences, and workshops outside of the Member’s normal working hours, inclusive of travel, but are not required to do so, will not be compensated for additional hours. 22.1.8.2 Members who are required to participate in seminars, conferences, and workshops outside of the Member’s normal working hours will be compensated for all time worked. Time worked will include travel and time not available for personal use. Time spent at the hotel or attending elective social activities will not be compensable. 22.1.8.3 Registration fees ...
View SourceView Similar (3)
Annual Performance and Development. 22.1.1 The Association and the University recognize the organizational and individual benefits to be gained through staff development and performance feedback.
View Source

Related to Annual Performance and Development

  • Metrics Institutional Metrics System-Wide Metrics

  • Research and Development (i) Advice and assistance in relation to research and development of Party B; (ii) Advice and assistance in strategic planning; and

  • Annual Performance Review The Employee’s performance of his duties under this Agreement shall be reviewed by the Board of Directors or a committee of the Board of Directors at least annually and finalized within thirty (30) days of the receipt of the annual audited financial statements. The Board of Directors or a committee of the Board of Directors shall additionally review the base salary, bonus and benefits provided to the Employee under this Agreement and may, in their discretion, adjust the same, as outlined in Addendum B of this Agreement, provided, however, that Employee’s annual base salary shall not be less than the base salary set forth in Section 4(A) hereof.

  • Training and Development 3.1 Authorities will develop local 'Workforce Development Plans (see Part 4.8),' closely linked to their service delivery plans, which will provide the focus for the establishment of training and development priorities. Training and development should be designed to meet the corporate and service needs of authorities both current and in the future, taking into account the individual needs of employees. Local schemes on training and development should enable authorities to attain their strategic objectives through development of their employees. Training and development provisions should be shaped to local requirements and take account of the full range of learning methods. Such an approach should enable access to learning for all employees. The needs of part time employees and shift workers need particular consideration. 3.2 Employees attending or undertaking required training are entitled to payment of normal earnings; all prescribed fees and other relevant expenses arising. Employees are also entitled to paid leave for the purpose of sitting for required examinations. When attending training courses outside contracted daily hours, part-time employees should be paid on the same basis as full- time employees. (Assistance for other forms of learning, for example that directed at individual development, will be locally determined). Some training can be very expensive and authorities may require repayment of all or part of the costs incurred should an employee leave the authority before a reasonable time period has expired. The authority's policy in this regard should be made explicit. 3.3 Objectives for training and development programmes should include the following: • To enable Councils to attain their strategic objectives via investment in their employees. • To promote equity of access to learning. • To encourage employees to develop their skills and level of responsibility to the maximum of their individual potential. • To widen and modernise the skills profile of employees to maximise their versatility, employability and so, job security. • To enable employees to raise productivity, quality and customer service in pursuit of sustainable improvement 3.4 Authorities should establish local partnership arrangements, to include recognised trade unions, to develop their local workforce development plans. 3.5 The NJC endorses partnership provision such as the "Return to Learn" scheme. Authorities and the recognised trade unions shall encourage and support employees taking on the statutory Union Learning Representative (ULR) role. This will include agreeing facilities and paid release in accordance with statutory provisions. ULRs should be enabled to play a full part in promoting and implementing local training and development programmes.

  • Annual Performance Evaluation On either a fiscal year or calendar year basis, (consistently applied from year to year), the Bank shall conduct an annual evaluation of Executive’s performance. The annual performance evaluation proceedings shall be included in the minutes of the Board meeting that next follows such annual performance review.