Section 12.2

Executive Director Performance Review

I. INTRODUCTION

The American Society of Safety Engineers Executive Director's annual performance review is conducted by the Society's Immediate Past President each August in consultation with the current President and President-Elect. The review covers the most recently completed organizational year July 1 – June 30.

II. YEAR END REVIEW

The Immediate Past President prepares the performance review utilizing the Executive Director's Evaluation Form. A copy of the ASSE Executive Director annual performance review form is attached.

The Executive Director's performance review is determined by comparing the results achieved to the Society goals, objectives and managerial standards, including personal improvement/skills prescribed for the Executive Director. This approach is vital since the Executive Director reports to a different elected Society President each year. Since Society goals, objectives and business plans are set by the Board of Directors, the Executive Director's performance criteria is essentially established by the Board. By utilizing this performance review system, the impact of each Society President's different personality is minimized.

III. OBJECTIVES ESTABLISHED

To assist in measuring the Executive Director's performance, an evaluation system such as management by objectives system (MBO) can be used. The Society President for the year being evaluated works with the Executive Director to establish management objectives and the President may add any specific areas such as personal skills or related areas. These objectives are established at the beginning of each Society year, and agreed upon by the President, President-Elect, Senior Vice President and Executive Director.

At the end of each quarter, the Executive Director reports progress toward objectives to the President. The President can also solicit input from the President-Elect, Senior Vice President and other Board members when reviewing the status of objectives and goals established for the Executive Director. Any corrective action or adjustments indicated from the review of the status report, should be reviewed with the Executive Director by the President and implementation dates established. Society financial reports and the overall financial outlook for the Society will be included as a part of the Executive Director's report.

The President should communicate with members of the Society Executive Committee and Board of Directors concerning the Executive Director's overall performance on at least an annual basis. Items needing the Executive Director's attention or issues concerning the Executive Director's performance should immediately be brought to the Executive Director's attention by the President. Promptness is essential since corrective action cannot be initiated until the Executive Director has been informed.

Communication between the President and Executive Director shall take place on a regular and continuing basis as determined by the President.

IV. EVALUATION

The criteria for evaluating the Executive Director's annual performance is described on the evaluation form attached. Key areas of responsibility are as follows:

Key Areas

I. Governance: Board of Directors, Executive Committee, Standing Committees, Corporate Secretary

II. Management of Headquarters Operations and Staff

III. Professional Development and Staff Training

IV. Liaison for Allied Societies/and Governmental agencies

Various methods and/or tools may be used to determine performance in each of the key areas so as to determine an overall rating. Once the evaluation is complete and recorded on the evaluation form, the Immediate Past President should review the evaluation with the President and President-Elect. Following this, a personal review with the Executive Director must be held.

V. PERFORMANCE REVIEW MEETING

The annual performance review meeting between the Immediate Past President, President and President-Elect, and Society Executive Director should be held no later than August 1st .

During the performance review, the Immediate Past President will discuss the written performance evaluation with the Executive Director. Feedback or comments from the Executive Director should be solicited. A copy of the written, signed evaluation form will be given to the Executive Director and a copy filed as a part of the Executive Director's personnel file. The year-end management report and any recommendations for personal improvement must be attached to the annual performance review.

Following the verbal performance review and discussion, the Executive Director is requested to review and sign the written performance appraisal. Any objections, or comments from the Executive Director concerning the performance evaluation, should be put into a confidential memorandum addressed to the President and Immediate Past President. A copy of this should be attached to the annual performance evaluation and maintained in the Executive Director's personnel file.

VI. SALARY ADJUSTMENT

The Executive Director's annual salary adjustments are based on the performance and recommendations from the President, President-Elect and Senior Vice President. The Executive Director's annual salary target should be between the 50th and 75th percentiles of chief executive officers for associations with comparable membership, budget and scope of operations. Reliable surveys published by the American Society of Association Executives, Washington, D.C., should be used for comparative purposes.

All salary adjustments made as a result of the Executive Director's annual performance review will become effective July 1 of the current year or at a specified date established by the Executive Committee. The Immediate Past President must write a personal and confidential letter to the Manager of HR and Executive Director within 30 days of the evaluation meeting verifying the salary increase. In the event of no increase, similar correspondence must be submitted within the same timeframe.


Approved By/Date: Board of Directors 6/8/02
Replaces Edition Dated: 4/21/97
Next Revision Due: 6/2005

AMERICAN SOCIETY OF SAFETY ENGINEERS
Executive Director Annual Evaluation

Name: Reviewers:
Review Period: From July 1, 20XX to June 30, 20XX  

Purpose: The performance review process is intended to evaluate an individual in those areas most critical to the job that s/he performs. Effective review should provide specific feedback to the individual concerning past performance and give direction for improving future performance. Professional development should also be discussed.

PERFORMANCE DEFINITIONS

OUTSTANDING Performance consistently exceeds the requirements of the job. Work products and methods are of the highest quality. Employee demonstrates superior judgment and exceptional ability and initiative in working with others for the benefit of the organization.

EXCEEDS EXPECTATIONS Performance frequently exceeds the requirements of the job. Work is accomplished promptly, accurately and with minimal direction. Employee demonstrates sound judgment and above-average ability as well as initiative in working with others for the benefit of the organization.

MEETS EXPECTATIONS Performance consistently meets the requirements of the job. Work is accomplished as expected within the established time frames, with some direction. Employee demonstrates average ability and initiative in working with others for the benefit of the organization.

BELOW EXPECTATIONS Performance generally meets only the minimum requirements of the job and is frequently below expectations. Employee needs to improve in some critical areas of the job. An improvement plan must be developed.

UNACCEPTABLE Performance fails to meet the minimum requirements of the job and is consistently below expectations. Employee needs significant improvement in several areas of the job. Requires consistent guidance, counsel and supervision.

PART I.

JOB FACTORS:

KNOWLEDGE
Displays knowledge and qualifications essential to the position.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

JUDGEMENT
Arrives at sound, logical opinions and conclusions on the basis of information available.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

DEPENDABILITY
Conscientious and consistent in carrying out duties.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

INITIATIVE
Self-starting, self-reliant and confident within the scope of responsibilities.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

DELEGATION OF AUTHORITY
Delegates appropriately and gives staff the necessary authority to execute duties and responsibilities.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

LEADERSHIP
Establishes and maintains a standard of excellence.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

PLANNING/PROBLEM-SOLVING
Visualizes matters in broad perspective; anticipates problems and conceives new and creative ideas/techniques.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

OPEN-MINDEDNESS
Seeks and objectively considers ideas and suggestions from others before making decisions.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

COMMUNICATION/SELF-EXPRESSION
Communicates well with others; makes clear and effective oral and written presentations.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

PART II

RESPONSIBILITIES:

POLICY DEVELOPMENT
Formulates and recommends programs and policies (e.g., financial, staff allocation) for consideration and action by the Board.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

POLICY IMPLEMENTATION
Executes decisions of the Board of Directors in a timely and efficient manner.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

LEADERSHIP COMMUNICATION
Keeps the Board of Directors fully informed of the conditions and operations of ASSE and on all important factors influencing them.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

EXTERNAL RELATIONS
Maintains an effective relationship with other organizations (related associations, industry, and government) and ensures that the position of the ASSE and its members is enhanced according to the policies and objectives of the society.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

MEMBER RELATIONS
Ensures that appropriate and cordial relationships between ASSE staff and the membership are established and maintained.

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

ASSE SPOKESPERSON
Effectively serves as a spokesperson for the ASSE; demonstrates dedication and professionalism in undertaking appearances, speeches, and other opportunities for interaction

[  ] Outstanding
[  ] Exceeds Expectations
[  ] Meets Expectations
[  ] Below Expectations
[  ] Unacceptable

Comments/Examples:

PART III

ORGANIZATIONAL ACHIEVEMENTS/CHALLENGE

1. Identify and comment upon achievements of the Executive Director that you believe were significant to the organization during this past year.

2. Identify and comment upon expectations that were not met by the Executive Director that affected the organization during the past year.

3. Identify and comment upon significant challenges and opportunities the Executive Director will face in the coming year, either within the context of the Strategic Plan or in areas that are not addressed by the current version of the Plan. How would you prioritize these challenges and opportunities? Identify in priority order, as you believe them to be.

4. Identify the goals and aspirations that you would like to see accomplished by the Executive Director in the next fiscal year.

SIGNATURES

Reviewed by:

President Signature: ___________________________________ Date: __________

President-Elect Signature: ___________________________________ Date: __________

Senior Vice President Signature: ___________________________________ Date: __________

Employee Signature:

Executive Director Signature: : ___________________________________ Date: __________

SJM 6/00

 
 

Contact Us

Customer Service (M-F 8:30am - 5:00pm)
+1 847 699.2929

customerservice@asse.org

American Society of Safety Engineers
520 N. Northwest Hwy
Park Ridge, IL 60068