Ask Sawal

Discussion Forum
Notification Icon1
Write Answer Icon
Add Question Icon

What is qpi in education?

2 Answer(s) Available
Answer # 1 #

Purpose

The purpose of the Quality Performance Indicator, QPI tool is to ensure the consistent review and application of workload performance and the accuracy of work completed. All staff members are responsible for the populations, review, completion and use of the Quality Performance Indicator (QPI). Each financial manager is required to schedule at a minimum, one monthly 1:1 performance meeting with each member of their unit. Each financial manager is required to schedule quarterly performance meetings at the start of the fiscal year with each member of their unit. Their responsibility is to prepare the individual files quarterly, for each unit member by extracting the data required to populate the QPI. The individual staff members responsibility as the individual named staff member is to review their personal file prior to the scheduled quarterly performance meeting, scheduled by their financial manager. Specifically, each staff member is responsible for populating two tabs within the QPI. The tabs each staff member is responsible to populate are the “Supervisor Eval Form” (see No.#12 under IV. Functionality) and “Employee Self-Eval” (see No.#13 under IV. Functionality) for the corresponding quarter.

Methods

Individual QPI templates are created for each unit member, annually by the assigned financial manager. Each Financial Manager schedules quarterly performance meetings with all assigned unit members. Additionally, each financial manager is responsible for meeting with each assigned unit member a minimum of monthly in the form of 1:1 performance feedback meeting. Financial Manager prepares QPI detail for each assigned unit members, no less than one week prior to the pre-scheduled quarterly performance meeting(s).  Each unit member is responsible for reviewing and populating his or her annual QPI file, quarterly, no later than 24-hours prior to the pre-scheduled quarterly performance meeting(s).  Assigned staff member must provide any additional feedback resulting from the pre-scheduled meeting within three business days. Upon three business days after the conclusion of the pre-scheduled quarterly performance meeting, the Financial Manager converts the file for the quarter that has ended, saves an electronic copy, emails the named employee a copy. The ratings for each quarter are averaged for the fiscal year performance and produces an annual rating used for merit increases, bonuses, and promotional consideration. All detail feed over to the year-end tab, which is utilized in conjunction with the institution’s human resource recommended Institutional core competencies. The assigned manager analyzes and transfers the data into the HR system for institutional compliance and record keeping.

Results

The file consists of five tabs updated during each quarter. The first tab “Job Description” contains a list of all job’s description for the unit. This tab partially populates the second tab is titled “Quarter# (Summary)”.  The quarterly tabs include a prepopulated job description of the named employee, his or her title, job grade, direct supervisor and the minimum qualifications, a list of the essential tasks, and position related competencies. This tab also includes the high priority items used to measure each staff members workload performance.  Rating for each of the high priority items are reflected here for each month of the respective quarter being assessed. A new separate tab is provided for each quarter. The third tab is the “Manager-Eval” tab for the corresponding quarter. This tab mirrors the Supervisor evaluation tab used by the named employee; however, this tab is used solely by the supervisor to rate the named employees’ performance for the quarter. This tab also calculates a rating for the named employee’s workload performance during the quarter being assessed. This rating feeds through each quarter, over to a final tab used during the named employee’s annual performance review. The fourth tab is the “Supervisor Eval Form” tab. This tab is designed to allow the named employee the option to offer feedback to his or her direct supervisor based on the same high priority item the employee is being assessed on, along with the related supervisory competencies. The employee enters their feedback which calculates a rating for the supervisor. The fifth tab is “Employee- Self Eval” and mirrors the other evaluation tabs. This tab is designed to allow the named staff member the opportunity to rate himself or herself. Based on the performance rating the staff members determined for himself or herself, the rating populates onto the manager evaluation form to allow both the named employee and direct supervisor a comparison in actual rating derived by the manager and rating determined by the named staff member during the self-assessment. The final tab is the “YE Eval” and it automatically updates by summarizing prior quarter scores. This is a summary of the ratings of the four quarters of the QPI. This summary sheet is used in conjunction with the Emory core competencies to translate the QPI assessment into the yearly HR evaluation. Staff are required to update milestones within our financial system to record the completion of their work. During the monthly review and completion of their workloads, staff can note any delays related to the completion of their work for items coming in via workflow.  During the quarterly review, the staff member has a chance to review the information populated by his or her manager prior to their scheduled quarterly meeting. Dependencies of incomplete items beyond the staff’s control should be documented in the milestone notes as well as any escalation given to management following the SOP for Departmental escalations. Escalations should also be documented in Teams for proper record keeping & prompt resolution. Completion percentages will not be altered to account for these items however they can be noted by staff in their self-evaluation form they provide to the FM to note these instances & other special cases that impacted performance. Backup documentation may be requested for validation that all Departmental SOPs were maintained & timely follow up occurred. Deliberately falsifying completion of milestones, Salesforce tickets & other items if discovered are means for immediate disciplinary action. This includes but is not limited to the artificial changing/pushing due dates or unauthorized deletion of true milestones. If validated this will be documented & reflected on the staff’s annual HR evaluation.

Conclusions

At the end of the day, team members are people and not just resources to be consumed. The Quality Performance Indicator, QPI tool facilitates the process of two-way feedback that sets expectations, reduces turnover, and improves performance. Every employee hungers to know how they are doing at their job. Performance metrics provide that insight. When performance metrics are not met, this the Quality Performance Indicator, QPI tool provides leadership with insights to make strategic decisions that improve the situation. When given a chance, most people want to do well at their jobs. When an employee fails to meet job expectations, it is usually due to miscommunication. If you do not communicate work expectations, you are leaving it to chance that employees will meet them. Performance metrics can help reduce staff turnover. When workers know what is expected of them, they are less likely to quit, but without performance metrics, they have no way to gauge if they are doing well. When it is time for a performance evaluation, the lack of metrics conveys a feeling that review ratings and compensation increases are arbitrary. This leads to reduced morale and increased likelihood of turnover. By establishing a set of performance metrics, the team clearly sees where they are at and what it takes to succeed. The bar has been set, and staff will work to meet it. Some will even work to exceed it. When a team member is underperforming, the manager and the employee can work together to understand more effectively what is holding the employee back. Performance metrics play a part in the entire employee journey. During the recruitment phases, candidates can learn that performance is not simply managed but supported to ensure all team members succeed. At the hiring and onboarding phases, the hiring manager should discuss performance expectations, how to set goals, and how the manager will support team members. During their tenure, employees are given the space for continuous improvement using performance metrics as the measurement tool to identify areas of opportunity.

[4]
Edit
Query
Report
Qaushiq Battivala
DRYING ROOM ATTENDANT
Answer # 2 #

QPI stands for Quality Point Index (education)

[1]
Edit
Query
Report
jeyqxh Liv
ICICLE MACHINE OPERATOR