Mission Statement

The purpose of the Employee Performance Program is to develop and sustain a strong employee community by providing:

  • Professional development opportunities
  • A transparent and competitive compensation system
  • Effective and meaningful review processes
  • Recognition of employee excellence and achievement

The Employee Performance Program is founded on the following principles:

  • Respect for all individuals
  • Integrity          
  • Transparency
  • Respect for Resources
  • Teamwork      
  •  Accountability     
  • Competency
  • Innovation
  •  Flexibility

Employee Performance Program – Check-In and Triennial Performance Review Process

The Employee Performance Program will replace the current review process and provide a method in which continuous feedback may be gathered and shared between supervisors and employees. It is expected that supervisors will provide feedback by “checking-in” with employees on a frequent basis, no less than quarterly, with a more robust review every three years. This process is designed for the purpose of determining employee work satisfaction, establishing goals, determining professional development needs, maintaining an open channel of communication, and promoting trust and cooperation in the workplace. The Office of Human Resources will send quarterly Check-In reminders to supervisors as well as a notice prior to the date that the Triennial Review is due for each employee. Electronic resources will be provided to the supervisor and employee (Google drive shared folders, Check-In forms, Triennial Review forms, etc.) to record these conversations.

The Office of Institutional Research will conduct an employee engagement survey annually with the following (or similar) questions:

  1. Do I know what is expected of me at work?
  2. Do I have the materials and equipment I need to satisfactorily perform my duties?
  3. Have I received recognition for doing good work?
  4. Does my supervisor, and/or co-workers indicate they care about me as a person?
  5. Is there someone at work who encourages my development?
  6. Are there regular opportunities to share my perspectives and ideas at work?
  7. Are my perspectives and ideas respected at work?
  8. Does Kenyon’s mission/purpose make me feel my job is important?
  9. In the last six months, has someone at work talked to me about my progress?
  10. In the last year, have I had opportunities to learn and grow?

The combination of continuous feedback through quarterly Check-Ins; the Triennial Review; and the results of the employee engagement survey will provide needed updates to supervisors on the status of employee satisfaction, morale, and professional development needs.

Employee Performance Program – Compensation, Triennial Review

Non-exempt and exempt staff will continue to receive standard increases each year (absent documented job performance issues.) Every three years, employees will be eligible for a bonus or salary increase based on an examination of the preceding three years Check-Ins and results of the Triennial Review.  Following the Triennial Review, the supervisor will discuss any bonus or salary increase recommendations with their division head. Final bonus or salary increase decisions will be made by the division head and reviewed by Human Resources. The College will allocate extra resources to the salary budget for this purpose.

Employee Performance Program – Professional Development

The College believes in the value of professional development and wishes to support employees in the important process of keeping knowledge and skills up to date. Recommendations for professional development will come from supervisors as a natural result of the frequent check-ins with employees. Requests for professional development may also be made by the employee to the supervisor. In addition to courses already offered to all employees on the Human Resources website, the College will review the professional development budgets in each division considering whether existing budgets should be expanded to meet identified needs. Due to the finite nature of budgets, division heads, in consultation with the department supervisors, will determine whether professional development requests may be granted, postponed or declined. Supervisors may consult with Human Resources to receive guidance on what professional development programs might be available in addition to what is listed and regularly updated on the Human Resources website.

 Employee Performance Program – Supervisor Training

The role of the supervisor in ensuring the success of the Employee Performance Program is crucial. Supervisors will be expected to be accountable for ensuring the employee Check-In and Triennial Review process takes place; professional development is considered; discussions occur with the division head regarding any bonus or salary increase recommendations; and that timely communication is provided to their staff. To that end, instructions and training will be provided to supervisors along with the implementation of this program. This training will begin with an online performance review course which provides each supervisor with a basic understanding of performance reviews, including the importance of employee development. Each supervisor will receive a certificate of completion in the subject. Supervisors will also receive full information on the Employee Performance Program with access to the shared Google Team folders, applicable forms, and instructions. A robust offering of courses on management skills is already available to Kenyon supervisors on the Human Resources website on the Development Opportunities page.

In addition, budget needs will be determined for ongoing supervisor training.  This training may consist of online courses, on or off-site seminars or other methods as determined. Kenyon expects that its supervisors will demonstrate excellence in many areas, but specifically, we expect supervisors to:

  • Hold themselves and others accountable         
  • Hire the best employees for their team
  • Have a sense of humor, humility and empathy
  • Be transparent, factual and straightforward
  • Attend to conflict quickly and equitably
  • Be effective coaches and mentors
  • Provide steady and reliable leadership
  • Be available to all staff and provide timely communication
  • Exhibit fairness and impartiality in their interactions
  • Promote understanding of the College mission and goals