OUTSTANDING PERFORMANCE. Each department/agency which does not have a functioning performance review process, shall form a performance policy committee including not more than three agency employee members selected by the VSEA. The committee may give input on the agency’s outstanding performance policy criteria. Not more than three (3) agency employees selected by the VSEA may give similar input to department/agency panels which exist on the effective date of this Agreement. Upon recommendation of the appointing authority and approval of the Commissioner of Human Resources an employee may at any time receive a special salary adjustment for outstanding performance, a special project or otherwise. Adjustments may be in the form of a nonrecurring bonus, or if not at maximum, an increase in base pay. At the employee’s request and with the approval of the appointing authority, a performance bonus may be paid in compensatory time off in lieu of cash. Nothing in this Article shall prevent management from utilizing rewards such as time off, prizes, awards, gifts, etc., in addition to or in lieu of cash awards.
OUTSTANDING PERFORMANCE. Each department/agency which does not have a functioning performance review process, shall form a performance policy committee including not more than three agency employee members selected by the VSEA. The committee may give input on
OUTSTANDING PERFORMANCE. Each depar tment/agency w hich does not ha ve a functioning performance review process, shall form a per formance pol icy co mmittee i ncluding not m ore t han t hree agency employee members selected by the VSEA. The committee may give input on t he agency’s outstanding performance policy criteria. N ot m ore than three agency em ployees selected by t he V SEA m ay g ive si xxxxx i nput t o department/agency panels which exist on the effective date of this Agreement. Upon recommendation of t he appoi nting aut hority and appr oval of t he C ommissioner of Human Resources an em ployee m ay at any t ime r eceive a sp ecial xx xxxx adj ustment f or out standing performance, a special project or otherwise. Adjustments may be in the form of a nonr ecurring bonus, or if not at maximum, an increase in base pay. At the employee’s request and with the approval of the appointing authority, a per formance bonus may be paid in compensatory time off in lieu of cash. Nothing in this Article sh all pr event m anagement f rom ut ilizing r xxxxxx such as time of f, pr izes, awards, gifts, etc., in addition to or in lieu of cash awards. The Department of Corrections statewide Labor Management C ommittee sh all g ive i nput on t he criteria to be use d for awarding non-recurring outstanding performance bonuses of up t o two hundred dollars ($200).
OUTSTANDING PERFORMANCE. Performance against the requirements of the role is exceptional. Widely recognised within and outside immediate team for exceptional engagement and contribution outside job description.
OUTSTANDING PERFORMANCE. In 2009/10 Southampton had the second best performance against location adjusted benchmark (LAB) of all Xxxxxxx Group institutions for state school recruitment (+6 per cent). Our performance has been consistently strong in terms of the proportion of state school students recruited. We have exceeded the benchmark since 2004/05, and the trend shows an increasing out performance against the benchmark (+2.2 per cent in 2004/05 and +6 per cent in 2010/11). Our proportion of state school students has increased (79.9 per cent in 2004/05 and 83.7 per cent in 2010/11) over a period when we have significantly increased our total number of students. In 2004/05, our intake of state school students was 2,090, in 2010/11 our intake of state school students was 2,855 (83.7 per cent), 6 per cent above our locally adjusted benchmark indicator. In terms of admissions of students from low participation neighbourhoods and lower socio-economic groups we are currently meeting or exceeding our LABs. The University has a successful record of supporting disabled students. We have consistently performed well recruiting students in receipt of the disabled students allowance and will work to continue to exceed this benchmark. It is pleasing to see that we are making progress in terms of the recruitment of black and minority ethnic (BME) students from the UK, and we will continue to work to increase the proportion of suitably qualified BME students we recruit. Our Access to Southampton programme will play a key role in this, along with our partnerships with third sector organisations. Our non-continuation rates show a very strong absolute and relative performance. We aim to at least maintain and where feasible, minimise further these very low rates of non-continuation.
OUTSTANDING PERFORMANCE. Each department/agency which does not have a functioning performance review process, shall form a performance policy committee including not more than three agency employee members selected by the VSEA. The committee may give input on the agency's outstanding performance policy criteria. Not more than three agency employees selected by the VSEA may give similar input to department/agency panels which exist on the effective date of this Agreement. Upon recommendation of the appointing authority and approval of the Commissioner of Personnel an employee may at any time receive a special salary adjustment for outstanding performance, a special project or otherwise. Adjustments may be in the form of a nonrecurring bonus, or if not at maximum, an increase in base pay. At the employee's request and with the approval of the appointing authority, a performance bonus may be paid in compensatory time off in lieu of cash. Nothing in this article shall prevent management from utilizing rewards such as time off, prizes, awards, gifts, etc. in addition to or in lieu of cash awards. The Departmental Labor/Management Committee shall suggest criteria for the discretionary granting of administrative leave with pay as recognition for Patrol Commanders who handle business related calls received during their off-duty hours that are not otherwise compensated.
OUTSTANDING PERFORMANCE. Where the staff member's performance is assessed as outstanding, the supervisor will clearly indicate this at the annual review. Resulting from this evaluation, an appropriate reward will be recommended. Outstanding performance may be acknowledged and rewarded in accordance with the relevant policy. This may include, but not be limited to, a double increment or for staff already at the top of the salary scale, a further increase up to 90% of the difference between the top of the scale and the bottom of the next scale may be applied.
