or too long, performance measurement sys-tems in education have failed to documentand recognize real di
erences among educa-tors. But a recent national push to use performanceevaluations for critical personnel decisions has high-lighted the shortcomings of our current systems andincreased the urgency to dramatically improve them.As state and local education leaders reform teacherand principal evaluation systems, they can draw fromdecades of performance measurement research andexperience in other sectors to develop more accurate,reliable, and meaningful information about educa-tors’ performance.In this report, we summarize six steps that re-search and experience from across sectors — includ-ing government agencies, nonpro
t organizations,and for-pro
t companies — show are critical fordesigning an outstanding performance measurementsystem:
. Determine the purposes of performancemeasurement
, such as informing professionaldevelopment, promotions, compensation, reten-tion, and dismissals. Engaging top leadership inconversation about these purposes helps ensurethat performance measurement systems providethe type and quality of information necessary toguide each decision.
. Choose job objectives that align with theorganization’s mission
to ensure that perfor-mance measures and the measurement processcapture the critical outcomes and behaviorsneeded from each employee to achieve theschool’s, district’s, or education provider’smission.
. Design performance measures
, including whatindividuals in each role are expected to contrib-ute and the ways in which they are expected toachieve results. By choosing the right measures,organizations clarify and stimulate sta
actionsthat contribute to success.
. Set performance standards
to use as a yard-stick for assessing employees’ performance, sothat both leaders and sta
know what goodand great performance looks like.
. Design the performance measurement process
by determining who will organize andhave input into evaluations, using what process,and how o
. Use measurement results to take action
, in-cluding making decisions about professionaldevelopment; promotions and reach extension;career planning; compensation; retention anddismissals; and future recruiting and hiring.
Measuring Teacher andLeader Performance
Cross-Sector Lessons for Excellent Evaluations
By Julie Kowal and Emily Ayscue Hassel