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reward those who lead in this culture shift.
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OSU Extension needs to stop worrying about hurting employees feelings and stop rewarding individuals who do not perform. OSU Extension is turning into a labor union where the poor employees are protected and the good employees are abused.
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recognize not only the educators, but also the staff whom helped the educators meet these priorities.
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Update and have more clear goals.
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Look at time commitment of individuals beyond what is required.
Impact the educators are making in the community with programming efforts.
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Recognize contributions to signature programs, but not forget that the local communities expect much more of their Extension Office and realize that these contributions are even more important in maintaining local funding for our offices.
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incorporate contributions to achieving organizational priorities in the performance review process
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If OSU Extension is going to have signature programs that they expect counties to do then OSU Extension needs to have ready for counties a brochure, flyer, fact sheet, etc. for counties to use to market the signature program to groups, organizations, or others and currently there is nothing available. It makes us(OSU Employees) look like unprepared staff members when asked questions about the program or they want information to take back to their organizations and we have nothing to very little to give to them. Case in point: Real Money, Real World was presented to a school corporation yesterday we had nothing to very little to show or give them, I felt like a fool. I have NEVER felt that way in my more than 20 years of Extension work!
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Clearly communicate what constitutes a high-performing extension professional (this is already articulated in the promotion guidelines) and reward those that can document their ability to meet those expectations. In my opinion, the promotion dossier should be used to guide one's extension work and could easily serve as the basis for reward....
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Complete a review of the topic. We need to know what are the rewards for each of the current priorities and are they the correct rewards for Extension professional. Until we complete this study we are only guessing.
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rewards should be made upon exceeding expectations, not 12 to 18 months in the future. Describe the process in detail, it's rather nebulous now.
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continue to assist faculty and staff in understanding program expectations and hold individuals accountable as part of their annual performance appraisal.
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develop an award system that is less subjective. Too often success is in the left up to a personal judgement
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Set up an award goal for their priorities to be obtained. Most people just want a thank you for a job well done. Most people will work toward a goal if they know what you expect of them.
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Work to hear the voices of their county staff and what they are seeing to enhance the programming. Work to find the best possible people for positions inside our organization.
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have a process of accountability - what is reported on paper is not necessarily what the person performs.Can their peers back it up or did they really perform the duties they report? Rewarding these people isn't fair to the ones who are really putting in 110%.
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look for ways to support county efforts towards organizational priorities via rewards.
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Fund county offices based on population count.
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It is difficult to answer this after what happened this year. I was finally going to get at least a larger part of the raise deserved and someone in higher administration cut it drastically. It amazes me how those who can politically present their case get the raises and are not as effective as those who do a great job at the county level and are not recognized for the positive impacts they have on the lives of the people in their county. Such a hard pill to swallow when there is no consideration, nor reward for those on the front line that are successful. Does it stop me from giving 300% to my job? No, but it sure doesn't help the moral.
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I have no idea. I am not motivated by external reward and awards. I am motivated by my local programming efforts and the appreciation we receive from our immediate community. I guess I would like to see my salary reflect what my clientele feel about my work, and how my programming is received locally, not based on jumping through hoops at the state level, which often can perceived as nothing more than popularity contests.
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Make sure the communication is the same in all program areas, one newsletter is not enough to share the "how to's" for everyone. Look at ways to not put one program against another, rewards do funny things to people when it's not a group effort
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try to establish a system of checks and balances to be sure that amount of work reported is truly being accomplished by the reporting individual.
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Fill the county positions that are open instead of continuing to support nonessiential persons on campus.
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Why do there need to be rewards? Should people not care enough to do what is necessary! It IS their job!
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Assure that all counties have at least 2 - 3 educators in their office and at least 2 support staff. (Money is nice, but adequate staff is the key to positive attitudes.
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