2003-05-06
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SPECIAL MAY TERM
HELD MAY 6, 2003
TJill STATE OF TEXAS !i
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COUNTY OF CALHOUN !i
Bg IT REMEMBERED, that on this the 6th day of May,
A.D., 2003 there was begun and holden at the Town Hall
Meetin~ Room at International Bank of Commerce, 311 North
Virgin~a Street in the City of Port Lavaca, said County
and State, at 8:00 A.M., a Special Term of the
Commissioners' Court, within said County and State, and
there were present on this date the following members of
the Court, to-wit:
(ABSENT)
Michael J. Pfeifer
Roger C, Galvan
Michael J, Balajka
H. Floyd
Kenneth. W. Finster
Anita Fricke
County Judge
Commissioner,Pct.l
Commissioner,Pct.2
Commissioner,Pct,3
Commissioner,Pct,4
County Clerk
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Thereupon the following proceedings were had:
PERFORMANCE PLANNING AND EVALUATION SYSTEM FOR CALHOUN
COUNTY EMPLOYEES
Katherine Ray of Ray Associates, Inc. met with the
Commissioners' Court, department heads and county
employees to discuss a Performance Planning and Evaluation
System for Calhoun county. The Employee Handbook on
Performance Evaluation System was distributed during the
training session.
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RPR 28 '03 01:28PM CRLHOUN CO EMERG MGT
P.1/1
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Michael J. Pfeifer Ca[hou~d unryv"!..1ge
211 Sourh Ann Strect - Port Lavaca. Texas 77979 .
(361) 553-4600 - Fax (361) 553-4444 - Email: calhoun@tisd,net
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TO:
All County Elected Officials and Department Heads
From: Alene Haynie
Date: April 28, 2003
RE: Training Session for All Supervisors (full day)
AND
30 Minute Overview for Emplovees
Katherine Ray of Ray Associates, Inc. bas now developed a customized per+rmance,
Evaluation System for Calhoun County, Please plan to attend a full day Training .
Session for All Elected Officials, Department Heads/Supervisors on Tuesdav.
Mav 6th in the Town Hall Meeting Room at IBC Bank, 31 t N. Virginia Street in
Port Lavaca, beginning at 8:00 a.m.
All individuals who will be conductine emplovee performance evaluations should attend
this fun day Session, Ray Associates, Tnc. advises us as follows: Numerous court
decisions bave held that if an employer required its managers to conduct performance
evaluations of their employees, it must also train those managers in how to make the
evaluations effective, Particip!\I1ts will receive a training manual during the full day
Training Session,
The IBC Town Hall Meeting Room will open at 7:45 a.m. so that our TraiiPng
Session can begin promptly at 8:00 a.m. Additional parking is available'across the
street from the bank's drive-through banking area. (on Wilson Street at the comer
of Wilson and Ann Street)
30 Minute Overview for Emplovees:
Two sessions will be set-aside during the training day (one in the morning at 8 :00 a,rn. and
anothcr after lunch at 1:00 p.m,) 30 minutes each, to provide an overview bf the new
system for employees, This will allow deoartments to send half of their staff to the
morning session and the other half to the afternoon session, Employees will be introduced
to the new system and each employee will be given a copy of the employee's handbook
explaining the \erformance Evaluation System.
If you have any questions. please give me a calL Thanks!
.139
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EMPLOYEE HANDBOOK
on Performance
Evaluation
System
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May 2003
Calhoun County, Texas
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TABLE OF CONTENTS
INTRODUCTION"""""""""",.""".""""""""""."""""""",."..,."""""".., 1
OBJECTIVES OF THE PERFORMANCE EVALUATION SYSTEM .".""",,1
USES"",.""""""""""".",.",.",.",..,."".""""""""""""",."",.".""""""", ,3
FORMS""""" ", ", ", .""" "" .", "" "" ."'",,,. ",. "" """,." ",.",,,,,,,,,,,,,,,,,,,,,,,,,.,,3
Employee Performance Evaluation Form ".""",,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,. 3
Employee Performance Self-Evaluation Form ",,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,, 4
Peer Feedback Form ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''"""."..4
RATINGS""""."""""".",."""""",.""""""",...,."."""""""""......."",."", ,5
Specific Performance Ratings..." "."..". .". "".".". ". ."."" """" .". """". "".""". .".".." 5
SECTIONS OF THE EVALUATION FORM"."""",,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,6
Job Description-Based Section. ".". .".".. "'"'''''''''''''''''''' .".".. .". '"'' .""".". .". .".."." 6
General Job Factors Section '"'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''' 6
Signatures/Comments Section"".."."..". "."".".". .".". "" .""". ."."" .". ."" .".". ".".." 6
SCHEDULING AND PROCESS ",.". """"""" .""", """, """""" ", """"'" ",,7
Annual Evaluation ProcessfTiming ".".."."."".".".."""".""."..."."".""".."..".".".." 7
NEW EMPLOYEES/SUPERVISORS """",,,,,,,,,,,,,.,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,,7
PAY FOR PERFORMANCE CONSIDERATION """""""""""""""""""",8
APPENDIX A: EMPLOYEE PERFORMANCE EVALUATION FORMS
PEER FEEDBACK FORM
EMPLOYEE PERFORMANCE EVALUATION FORM AND
SUPPLEMENT
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Calhoun County
Employee Handbook on Performance Evaluation System
Introduction
The purpose of Calhoun County's employee evaluation system is to help all of us to achieve
optimum performance. This is accomplished by providing a means for the constructi ve exchange
of information between and among the Commissioners Court, other elected officials, depaJ1ment
heads, depaJ1ment supervisors, and employees.
This communication 1001 can positively impact the performance of the county, First, it develops
and increases each employee's understanding of how well his or her job performance meets the
supervisor's and manager's expectations. It also provides the supervisor with an understanding of
the manager's expectations and of each employee's viewpoint about factors that affect that
employee's job performance,
While regularly scheduled evaluations provide opportunities to evaluate progress, plan for the
employee's professional development, and enhance future performance, these more formal
evaluations do not replace day-to-day communication between the supervisor and the employee
regarding performance expectations and other issues relating to employment.
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Objectives of the Performance Evaluation System
Calhoun County's employee performance evaluation system is designed to accomplish several key
objectives:
. To improve communication within the county. Employees need to know not only
what is expected of them, but also how well their performance meets those
expectations. Supervisors need to know what obstacles their employees face that
hinder their abilities to attain the desired level of performance. The county's
performance evaluation system facilitates this communication between supervisors
and employees.
. To ensure a fair and objective review of each employee's performance.
Employees will be evaluated based on key duties from their job descriptions, as well
as general job factors that apply directly to their job, Since evaluations are tied to
specific performance-related criteria, the system ensures fairness and objectivity.
. To motivate employees toward improved job performance. The performance
evaluation process can be an effective motivational tool, as supervisors can address
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Employee Handbook on Performance Evaluation System
employees' past performance, and at the same time help employees set action plans
for the upcoming evaluation period.
.
To promote and improve teamwork among county employees. The employee
performance evaluation process allows both employees and supervisors to take a
"bigger picture" view of the organization, to ensure that they clearly understand how
their job fits into the overall county organization, and to consider how they can better
serve one another to improve county performance.
.
To determine training needs. Performance evaluations provide valuable insight
regarding specific employee training needs. In some cases, evaluations reveal that an
employee would be more capable of meeting the supervisor's expectations if the
employee were provided the opportunity to enroll in a pmicular seminar or training
course related to the job. The performance evaluation process can help bring to light
these needs.
To detect changes in jobs and/or organizational problems. Regular performance
evaluations provide an ongoing review of the duties being performed by each
employee, along with discussion of needed functions that are perhaps not being
addressed under the current organizational/staffing structure. The performance
evaluation process includes a review by supervisors and employees of key job duties
and responsibilities, as well as other factors that impact their performance. These
exercises often reveal the need to update job descriptions or to consider
organizational changes that would improve current operations.
To assist managers and supervisors in making overall and individual personnel
decisions, Regular performance evaluations are an effective tool in evaluating the
county's current use of human resources. The evaluations help managers and
supervisors make decisions regarding transfers, promotions, and some disciplinary
actions, and are a factor in making other pay decisions when appropriate and when
funds are available,
. To have a system that is relatively simple to administer, and one with which
employees and supervisors are comfortable. Calhoun County has designed its
performance evaluation system with the goal of making the system easy to use, The
intent of the system is to provide a thorough review of employee performance, while
not imposing an excessive burden on supervisors or employees in terms of
papelWork, complexity, or bureaucracy.
May 2003 Page 2
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Calhoun County
Employee Handbook on Performance Evaluation System
. To improve the organization's quality of services. The end result of an effective
employee performance evaluation system is improved quality of services to the
county and to its customers.
Uses
Performance evaluations provide information to assist management in ensuring that its policy goals
are carried out on a daily basis; to assist both supervisors and employees in improving their
performance; and also to provide some of the information necessary for decisions to promote,
demote, discharge, initiate training, or recommend performance-based increases,
Evaluations are tied directly to the county's job descripti:ms, and thus, provide an annual review of
the accuracy of each job description and an opportunity to update job descriptions and/or initiate
requests for reclassification, if appropriate,
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Forms
Calhoun County uses an evaluation procedure and forms which rate an employee's performance in
relation to key duties and responsibilities from the job description and in relation to specific
performance objectives and expectations for the evaluation period. Evaluation forms also include a
summary section in which supervisors can identify the employee's strengths, areas targeted for
growth, and specific goals for the employee.
This system also provides for an optional peer feedback form, an optional employee self-
evaluation and input, and a review of each evaluation with the employee,
Employee Performance Evaluation Form
Regular employee performance evaluations are conducted annually, and are to be completed by
May 3 L The supervisor will use the Emplovee Performance Evaluation Form.
Ninety days prior to the evaluation deadline, or no later than March 1. the Human Resources
Coordinator/Administrative Assistant will issue a memo to notify supervisors of the approaching
evaluation, attaching a copy of each employee's prior Emplovee Performance Evaluation Form for
review, The performance evaluation process allows the supervisor to organize observations.
evaluate the employee's performance in relation to performance standards for the job, and indicate
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Calhoun County
Employee Handbook on Performance Evaluat;on System
the manner in which work was performed and standards were met. Specifically, the evaluation
provides for:
. An evaluation of the employee's performance in relation to the principal duties and
responsibilities of the job (based on the employee's job description);
. An evaluation of the employee's performance in relation to standard performance
criteria used countywide;
. A summary of the evaluation, including employee strengths, as well as areas targeted
for improvement; and
. Specific goals for the continued growth of the employee.
Employee Performance Self-Evaluation Form
At the option of the supervisor, employees can complete a self-evaluation as pm of the
performance evaluation. The supervisor will distribute the Emolovee Performance Evaluation
Form to the employee 10 days prior to the performance evaluation, with a five-day turnaround
deadline directed to the employee. The Emolovee Performance Evaluation Form provides an
effecti ve framework for employee feedback. This form allows the employee to offer responses to
the same criteria that the supervisor will use and to identify his or her strengths, accomplishments,
needed improvements, and action plans for growth. If an employee does not have the capability to
read or write (in English), the employee's supervisor may allow the employee to offer an oral self-
evaluation, documenting the employee's responses on the Emoloyee Performance Evaluation Form
during the session, After documenting the employee's responses, the supervisor will review the
responses with the employee prior to obtaining the employee's signature.
Peer Feedback Form
This is an optional form used by the supervisors to obtain feedback from other employees about
the performance of the employee being evaluated. Depmment heads may, at their option, use this
instrument with the supervisors or other employees within their depmments or in other
depmments with whom the employee has regular interaction. The form consists of four basic
questions dealing with how the peers relate to and work with one another.
If the Peer Feedback form is used, the supervisor will prepare a brief summary of the comments
received and will share this summary with the employee during the evaluation conference.
May 2003
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Calhoun County
Employee Handbook on Performance Evaluation System
Ratings
Specific Performance Ratings
Each of the forms requires the supervisor to choose a rating for each aspect of the employee's
performance that is being reviewed, using the following evaluation categories:
Below
Expectations (BE)
Fully Proficient (+
or " or FP)
Exceeds
Expectations (EE)
Not Applicable
(N1A)
Specific Performance Ratings
~ The employee required more counsel, guidance, and supervision than
is typically necessary, and did not successfully cOlTect performance
or behavior indicated by the supervisor as needing improvement.
~ The employee was able to achieve the appropriate skill level with
some counsel, guidance. and supervision. A mark in the minus (-)
column of the FP section indicates that the employee meets
expectations, but at a minimum level. A plus (+) indicates that the
employee meets expectations, but at a higher level, and a mark in the
FP column indicates the employee is performing at the expected
level.
~ The employee consistently functioned at a level higher than the
typical skill level, and particularly excelled in this area of
responsibility.
~ This performance factor did not apply during the evaluation period;
thus, the supervisor is not able to accurately evaluate this aspect of
the employee's job performance,
Each key job duty is assessed using the above rating system, The supervisor will select the
appropriate rating for each factor, and is required to make comments as to why this rating was
chosen,
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Calhoun County
Employee Handbook on Performance Evaluation System
Sections of the Evaluation Form
The Emplovee Performance Evaluation Form consists of three major sections for employees who
are being evaluated:
Job Description-Based Section
The "Job Description-Based Evaluation" section (item number 2) of the evaluation form draws
directly from the employee's job description. This will require the supervisor and the depaJ1ment
head to review the employee's job description at the beginning of each evaluation period to
determine the most essential duties of the job. The supervisor will insert these duties and
responsibilities in the blank cells under this section of the evaluation form. At the end of the
evaluation period, the supervisor evaluates the employee's success in performing the key functions
of his or her job.
General Job Factors Section
The "General Job Evaluation Factors" section (item number 3) of the evaluation form describes a
general set of criteria that apply to all county jobs. This section of the evaluation form allows the
supervisor to rate an employee's performance for each job evaluation factor. The supervisor will
have completed this section of the performance evaluation form, including comments, and
reviewed it with the next level of supervision (up to depaJ1ment head or commissioner) prior to
his or her meeting with the employee, and will review each job evaluation factor with the
employee during the evaluation conference.
Signatures/Comments Section
This section of the evaluation form (item number 4) allows the supervisor to comment on the
employee's strengths, specific areas for improvement, and to set developmental goals for the
employee's next evaluation period. Following the review meeting and discussion, the employee
and supervisor will sign the form, and the supervisor will forward the completed evaluation form
to the department head for review and signature. The depaJ1ment head will forward it to the
Human Resources Coordinator/Administrative Assistant to place in the employee's personnel
file.
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Calhoun County
Employee Handbook on Performance Evaluation System
Scheduling and Process
Regular employees who have completed one year of service in their current position. All
regular employees will receive formal, written performance evaluations at least once each year, on
or before May 31, The option of more frequent evaluations is left to the supervisor's discretion.
The Human Resources Coordinator/Administrative Assistant is responsible for notifying depmment
heads and/or supervisors 90 days prior to the annual evaluation process deadline, which is May 31.
Supervisors are responsible for scheduling and conducting evaluations of their employees, for
completing evaluation forms and paperwork, and for making sure completed evaluation forms are
filed in each employee's personnel file by the May 31 deadline,
The evaluations will involve two individuals in addition to the employee: the supervisor and the
depmment head, The supervisor completes the evaluation form and conducts the actual evaluation
conference with the employee, The depmment head serves as the reviewer of completed evaluation
forms before the supervisor's meeting with the employee.
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Annual Evaluation ProcessfTiming
On approximately March 1 of each year, the Human Resources Coordinator! Administrative
Assistant will give the depmment head an Emolovee Performance Evaluation Form, The
depmment head will forward the documents to the supervisor. The supervisor will review the
supervisor handbook, complete the form, and return the form to the depmrnent head for review,
At the same time, supervisors have the option of giving their employees a Emolovee Performance
Self-Evaluation Form, which will list the job duties from the current job description. The
supervisor will then schedule and conduct the evaluation meeting with the employee, allowing
enough time to exchange the evaluation and self-evaluation forms prior to the meeting. At least
three days' advance notice of the evaluation meeting will be provided to the employee. The
evaluation is signed by the employee and supervisor; a copy is given to the employee; and the
completed documents are forwarded to a designated location.
It is most important to schedule and conduct the evaluation meeting in a timely manner.
New Employees/Supervisors
The length of time that the supervisor has supervised the employee will be noted on the first page
of the evaluation form,
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Employee Handbook on Performance Evaluation System
The employee's new supervisor will complete an evaluation of the employee's performance at
the regularly scheduled evaluation date unless the supervisor has been in the supervisory position
less than six months. If that is the case, the evaluation will be coordinated with the employee's
previous supervisor.
Pay for Performance Consideration
During the annual budget process, the Commissioners Court determines what amount, if any,
will be set aside in the budget for performance-based increases for employees. If funds are set
aside in the budget for performance, the Commissioners Court will:
1) Designate a specific dollar amount or percent-of-department-payroll amount for each
depaJ1ment; and/or
2) Specify a maximum number or percentage of employees in each depaJ1ment to receive
performance based increases (not specific employees, just numbers or percentages of
employees in the department); and
3) Specify the maximum percentage-of-salary that can be granted to any employee,
Performance-based increases are not used to recognize increased duties and responsibilities (a
promotion) and are granted without regard to cost-of-living factors. Performance-based increases
recognize high quality performance and must be recommended by the employee's department
head based on a documented performance evaluation.
May ZOO)
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Appendix A:
Employee Performance Evaluation Forms
Peer Feedback Form
Employee Performance Evaluation Form and Supplement
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Calhoun County
Employee Handbook on Performance Evaluation System
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PEER FEEDBACK FORM
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Directions to feedback provider: This form is intended to provide constructive, positive and helpful feedback
concerning the job performance of . Please take some time to respond to
the following questions. You may attach additional sheets if necessary, Remember, your input can directly
benefit both the employee and the County.
1, What can this employee do in his/her job performance:
a, To help me in my job?
b,
To help our departmenVcounty meet its objectives?
2. What has this employee done to help you in your job?
3, What does this employee do particularly well?
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4. Is there something specific that you think this employee could do to become an even ..
better employee for the County? ..
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EMPLOYEE PERFORMANCE EVALUATION FORM
1. GENERAL INFORMA nON
NAME
Time in Current Job
Type of Review 0 ANNUAL 0 OTHER
SUPERVISOR
DEPARTMENT
Time with County
JOB nTLE
PERIOD OF REVIEW From
To
Time with Supervisor During Evaluation Period
DEPARTMENT HEAD
2. JOB DESCRIPTION-BASED ASSESSMENT
(Enter key duties and responsibilities from the employee's job description below; then assess the employee's level of achievement of each and include comments.)
PERFORMANCE RATING
(Check the aDPfooriate box)
PRINCIPAL DUTIES AND RESPONSIBILITIES BE - ~ FP ; + EE COMMENTS (All ratings require comments)
:
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BE - Below Expectations
FP - Fully Proftdent
EE - Exc~ Expectations
Employee's Name:e
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3. GENERAL JOB ASSESS~NT FACTORS (Review "General Job Assessment Factors Supplement" before completing this section for additional detail about what each factor means. AU ratings
require comments; attach additional sheets if necessary.)
PERFORMANCE RATING
(Check the annrooriate box)
GENERAL JOB ASSESSMENT FACTORS BE - FP \ + EE N/A COMMENTS (All ratings require comments)
1. Accepts and responds to supervisor's , ,
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instructions , ,
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2. Accepts responsibility willingly , ,
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3. Adapts well to new assignments and situations , ,
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4. Communicates well orally , ,
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5. Communicates effectively in writing , ,
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6. Completes acceptable volume of work , :
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8.Perfonns duties III compliance with safet' , ,
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9. Identifies and resolves problems , ,
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BE . Below Expectations
FP - Fully Proficient
EE - Exceeds Expectations
Employee's Name:
N/A - Not Applicable
Date:
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3. GENERAL JOB ASSESSMENT FACTORS (Cootin"oo)
AU ratings require comments; attach additional sheets if necessary.
PERFORMANCE RATING
(Check the annrnnriate box)
GENERAL JOB ASSESSMENT FACTORS BE -! FP! + EE N/A COMMENTS (All ratings reqnire comments)
O. Makes sound decisions and judgments
11. Keeps supervisor informed of work status
12. Keeps work area neat
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13. Observes regular attendance guidelines am
work hours i ,
14. Uses time and materials efficiently
15. Performs well under stress
16. Relates to and works well with co-workers
17. Responds well to feedback and constructi ve
criticism
BE. Below Expectations FP - Fully Proficient EE - Exceeds Expectations N1A - Not Applicable
Employee's Name:.
Date:
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3. GENERAL JOB ASSESSMENT FACTORS (Contin,,,,)
AU ratings require comments; attach additional sheets if necessary.
PERFORMANCE RATING
(Check the aoorooriate box)
GENERAL JOB ASSESSMENT FACTORS BE _ ,FP, + EE N1A COMMENTS (All ratings require comments)
18. Perform~ job duties in compliance with count. , ,
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policies and standard operating procedures , ,
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19. Responds courteously to the public an< , ,
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BE - Below Expectations FP-Fully Proficient EE. Exceeds Expectation.'i N/A. Not Applicable
Employee's Name:
Date:
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Standards for General Job Assessment Factors
General Job Periormance Factors Assessment
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The following are the general job performance factors, as well as explanations of the
ratings for each particular factor. In addition to the three ratings (BE=Below Expectations,
FP=Fully Proficient, and EE=Exceeds Expectations). the supervisor may also select "N/A"
for factors which are not applicable to a particular job.
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1.
Accepts and responds to supervisor's instructions:
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BE - Chronically challenges instructions; never offers better solutions; does not
follow instructions; is slow to follow through on instructions.
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FP - Accepts and responds to instructions; is willing to contribute; listens
attentively.
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EE - Displays positive attitude; comprehends instructions; offers discussion;
provides helpful improvements,
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2.
Accepts responsibility willingly:
BE - Is reluctant to accept responsibility.
FP - Willingly accepts responsibility.
EE - Seeks opportunities to contribute by taking on responsibility.
3. Adapts well to new assignments and situations:
BE - Resists change; seems negatively challenged or threatened by new
assignments and situations; employee's response to change causes
inefficiencies.
FP - Displays willingness to take on new assignments and situations; performs
well under stress.
EE - Is positively challenged by new assignments and situations; actively seeks
opportunities to contribute.
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4 & 5. Communicates effectively (oral/written):
BE - Lacks communication skills; allows miscommunication; does not initiate
necessary communications; fails to clarify himself or hersejf.
FP - Communicates openly with supervisor; updates supervisor on work status; at
completion of work, communicates effectively both orally and in writing.
EE - Initiates communication in a positive manner, updating and/or documenting
work status throughout the project.
6 & 7. Completes acceptable volume of work on time, accurately, neatly, and
thoroughly:
BE - Completes a minimal amount of work; unable to pnontrze assignments;
completes work sloppily, incompletely, or deficiently.
FP - Puts in a day's work for a day's pay; completes work accurately, neatly,
and thoroughly; able to prioritize assignments.
EE - Is committed to excellence; is clearly a net asset; has an eye for detail;
exceeds work requirements; initiates additional work and/or projects.
8. Performs duties in compliance with safety requirements:
BE - Demonstrates minimal understanding of policies; takes risks that end:mger
both himselflherself and others; has poor driving record or skills; frequently
ignores use of required safety procedures.
FP - Consistently complies with rules; properly uses safety procedures;
recognizes unsafe acts or situations, and potential problems; maintains a safe
work record; understands policies and procedures; exhibits adequate driving
skills,
EE - Actively promotes safety among co-workers; is extremely careful; promptly
reports and/or corrects unsafe conditions.
9.
Identifies and resolves problems:
BE - Uses poor judgment, offering no solutions; avoids making decisions.
FP - Recognizes and solves routine problems; uses COmmon sense.
EE - Identifies potential problems and offers practical solutions to prevent the
recurrence of problems.
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10. Makes sound decisions and judgments:
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BE - Lacks the ability to visualize the effect decisions will have; acts rashly
without considering the outcome.
FP - Under general guidance and given time to contemplate an event, anives at
sound solutions.
EE - Quickly and appropriately analyzes and interprets facts and events;
determines appropriate action(s); follows through confidently and
effectively.
11. Keeps supervisor informed of work status:
BE - Performs duties in such a manner that the supervisor is consistently
unaware of the status of regular, ongoing, or newly assigned projects.
FP - Communicates the status of all projects to the supervisor in a timely manner.
EE - Maintains consistent communication with supervisor regarding the status of
all projects, insuring that proper advance notice is given if a schedule is
beginning to slip.
12. Keeps work area neat:
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BE - Leaves work area dirty or disorganized; demonstrates poor maintenance of
tools and equipment.
FP - Keeps work area neat, cleaning up after oneself; cleans tools prior to storage.
EE - Maintains a desirable work atmosphere and proper public image.
13. Observes regular attendance guidelines and work hours:
BE - Improperly uses leave time and breaks, and is generally undependable.
FP - Is punctual, dependable, and gives advance notice of leave requests.
EE - Promptly relieves co-workers; is willing to work overtime as needed; IS
always ready for work at starting time.
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14. Uses time and materials efficiently:
BE - Is inefficient in the use of time; is wasteful of job materials; fails to correctly
prioritize work projects.
FP - Is usually efficient in the use of time; exhibits minimal material waste;
nonnally prioritizes work projects correctly.
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BE - Is extremely efficient in the use of time; exhibits no material waste;
considers alternatives to save time and money; is able to effectively look at
the whole picture and prioritize projects correctly all the time.
15. Performs well under stress:
BE - Becomes less productive in stressful situations; unable to remain calm
under stress; unable to set and meet appropriate priorities under stress.
FP - Remains calm in stressful situations; sets appropriate priorities for the
situation; judges the seriousness of the situation accurately and responds
accordingly.
EE - Completes work in a calm, pleasant manner using time management and
prioritization skills; takes appropriate measures to prevent stressful
situations from occurring and responds calmly and appropriately in
emergencies, helping others as needed.
16. Relates to and works well with co-workers:
BE - Refuses to work with others; is belligerent toward others, or exhibits poor
communication with co-workers.
FP - Maintains perspective of teamwork, and works well enough with others to
get the job done,
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BE - Actively seeks help when needed, and actively offers to help others;
encourages and positively impacts co-workers.
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17. Responds well to feedback and constructive criticism:
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BE - Chronically challenges feedback; fails to accept responsibility for making
recommended improvements; is resentful, holds grudges, or complains to
other employees.
FP - Openly listens to and accepts constructive criticism, and works toward
improving.
EE - Feels positively challenged by feedback, and improves beyond what 1S
asked.
18. Performs job duties in compliance with city policies and standard operating
procedures:
BE - Fails to comply with, or refuses to follow standard operating procedures.
FP - Follows standard procedures.
EE - Follows standard procedures, while looking for ways to improve.
19. Responds courteously to the public and employees organization-wide:
BE - Displays poor attitude; comes across as rude and/or uncaring.
FP - Effectively responds in a courteous and helpful manner.
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EE - Positively responds; constantly strives to satisfy; goes beyond the call of
duty.
20. Fosters positive attitude and work environment:
BE - Does not maintain a strong work ethic; creates an environment that is
negative toward the organization or others; is groundlessly critical of
management, co-workers, and/or customers.
FP - Creates a positive and pleasant work environment, perfonning duties
cheerfully, and willingly assisting others; models good work ethic, accepting
and fulfilling assigned responsibilities.
EE - Models a strong, dynamic work ethic which inspires confidence, respect,
and cooperation among co-workers.
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21. Technical competency:
BE - Displays minimal technical competence; understanding of hislher job is
clearly lacking; exhibits little or no desire to improve or ask for help.
FP - Demonstrates technical competence to perfonn required tasks; understands
most aspects of his/her job; demonstrates desire to improve or ask for help
when needed.
EE - Demonstrates strong technical competence; researches problems, and finds
answers; has complete understanding of his/her job; seeks opportunities to
enhance skills.
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