Performance Management 231
requires an outside consultant to administer the process, and can be an
emotionally charged procedure.
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Regardless of the type of assessment used, chief executives must have advance
notice of the board ’ s expectations and the criteria used for the evaluation. Self -
assessments by chief executives are recommended because they permit them
to review how they have met the responsibilities, expectations, and objectives
of the position. Opportunities are provided for chief executives and boards to
resolve any differences they might have in their perspectives about the require-
ments of the chief executive ’ s position and the role of the board in its
governance and management functions.
The strategic purpose of the chief executive ’ s evaluation is to strengthen
the agency by improving its management. The board ’ s evaluation of the
chief executive should assist in improving his or her performance by iden-
tifying the executive ’ s strengths and the areas in which improvement is
needed. Boards should also support and encourage their executives ’
participation in professional development activities (Nason, 1993; Pierson
& Mintz, 1995).
Nonprofi t executives are often evaluated on the following competencies:
Accomplishment of management objectives
Program management
Fiscal management
Effectiveness in fundraising
Board relations
Public image and external relations
Documentation
During the evaluation period, raters should document both positive and
negative aspects of job performance. One way to do this is by maintaining
employee performance logs. Raters note in the logs any critical behaviors
(positive and negative) that employees exhibit. Information such as when
an employee volunteered for diffi cult assignments or received letters of
commendation are examples of positive aspects of performance. Noting that
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