“The FRISK model is designed to promote positive change in underperforming employees or correct misconduct using assertive communication skills to develop a clear understanding of performance expectations. Emphasis is placed on open, honest, and precise information sharing to provide employees with a clear direction for change within an accountable and considerate working relationship.”
The unit member with a minimumof 15 work days to respond (rebuttal)
The unit member the right to union representation during this process
The unit member the right to discuss the evaluator’s judgement and recommendations with the next higher manager or VP of Human Resources
The development of a ”Needs Improvement” plan that:
Specific recommendations for improvement
Specific, observable outcomes of “successful” remediation
A 60-day timeline to complete the remediation
Provisions for assisting the unit member
Development in consultation with the next higher manager, Human Resources, and CSEA 262 prior to giving to unit member
After completion of 60-days, a review to determine remaining deficiencies and, if none, conclude evaluation or another 60-day period in which to remediate remaining deficiencies
Repeat a third 60-day plan if there are still deficiencies, but any remaining deficiencies may be the basis for disciplinary action
“You don’t need union representation.”
Threats of Disciplinary Action.
Performance improvement plans when evaluation is all “Meets Expectations.”
False statements or rumor stated as fact.
Lack of investigation of claims (FRISK).
“It has been reported” or “It has been observed”
“The department chair states” or “The department chair reported”
“The office staff have commented”
“Several people have reported”
“I have heard”
“Anecdotal observations from others”
Little or no documentation of poor performance.
Mention of performance from previous evaluation(s).
Failure to accurately describe performance problems.
Failure to conduct “ongoing” performance discussions.
Failure to specify remediation plan and track follow-through.
Lack of actual notice to employee of the precise problem and that future similar behavior/performance could lead to disciplinary action.
Lack of uniformity in handling employee performance issues.
Surprise! “This is the first time I heard about this!”
Right to CSEA Representation at any time during the evaluation period
Right to review conclusions and recommendations with next higher manager or the Vice President of Human Resources
Right to rebut evaluation and forward rebuttal to Human Resources, without manager review, to be placed in your personnel file
Right to file a grievance for procedural errors
Right to submit a complaint to Human Resources for violations of Board Policy, Administrative Procedures, or violations of your rights
Timely and effective performance evaluations acknowledge the unit member’s value to the College and provide a framework for positive discussion with unit members regarding their contributions to the College, professional development, and recognition of specific contributions to accomplishing the College’s mission and goals.
This is the presentation from Classified Professional Development Day 16 August 2019. The presenters were Mark Fernandez, CSEA Chapter 262 Communications Officer, and Sokha Song, Director of EEO/Title IX, Human Resources.