Workplace Success Stories - Best Practices 2003
Maximizing Employee Input in Managerial Decision-Making

Practice Name: Qualitative Analysis Process Department: Office of Student Life Contact Person: Tina Barnett, Director Phone: (510) 642-7950 Email: barnett@uclink.berkeley.edu Web: Dept/Unit Head: Karen Kenney, Dean Control Unit: UGA

Workplace Issues Addressed: Continuous improvement, communication & information sharing, productivity, professional development Category: Performance Appraisal Process

Description of the practice
The Office of Student Life has designed a reporting process that is utilized at all levels of the department and provides each employee the opportunity to directly contribute on an ongoing basis to their annual evaluations.

Benefits of adopting the practice
A key benefit has been increased communication between supervisors and employees at all levels establishing stronger mentorships, more productive dialogue, and more effective utilization of resources.

How this practice works
All staff are encouraged to provide a holistic view of their work experience detailing challenges with their own work, departmental decisions, campus policies, etc.

What you need in place to replicate this practice
To replicate this practice a department needs a communicated reasoning for engaging in the process, a staff member managing the process, commitment from all levels of staff, flexibility, and a willingness to evaluate and enhance the process regularly.

Tangible improvements to the department as a result of adopting this practice
There is a greater sense of ease about the budget crisis and the review process has been more meaningful. There is improved morale and higher productivity. The practice has also been useful in training new staff, as an information-sharing tool across components, and as a method for staff to engage in important self-reflection and professional development.

Why this practice was so successful and is worth replicating
The key element that has made this practice successful has been its flexibility. The nature of the work of the Office of Student Life is extremely challenging to capture via standard means and is also highly relational, which often makes effective communication across component lines difficult.  Allowing a focus on individually generated qualitative information is highly useful. Additionally, identifying a single staff member to track, correlate and manage the process has been essential.

Related policies/guidelines:
Policy 23: Performance Appraisal