Revised: March 2008 EMPLOYEE PERFORMANCE REVIEW GUIDE

Transcription

1 Revised: March 2008 EMPLOYEE PERFORMANCE REVIEW GUIDE

2 Table of Contents Purpose 2 Process 2 Annual Evaluation...2 Probationary Evaluation.3 Temporary Assignments 3 Temporary Working Level..3 Exit Evaluations...4 Special Evaluations 4 Employee Progress Report Performance Improvement Plan...5 Notification...5 Annual Review Conference 5 Approval Process for Annual Review..5-6 Appeal Process.6 Grievance Process...7 Rating Scale 7 Performance Dimensions 7-9 1

3 PURPOSE This guide has been developed to set forth the process for Bargaining Unit Employees performance evaluation reviews as well as defining the ratings and performance dimensions outlined on the evaluation tool. PROCESS As outlined in Article 12 of the Collective Bargaining Agreement, bargaining unit employees shall be evaluated according to procedures and performance dimensions set forth in this Employee Performance Review (EPR) Guide. Employees are to receive Performance Evaluations on the following schedule: ANNUAL EVALUATION Employees are to receive an annual evaluation anytime within the period, starting 30 days prior to and including their anniversary date. The employee performance review form must be completed and ready for presentation to the employee for signature within ten (10) days following the anniversary date. Annual evaluations are to encompass job performance for the year prior to the current year s anniversary date, excluding any probationary periods not completed prior to the anniversary date. The Supervisor of the employee is responsible for completing the annual evaluation. If the annual evaluation becomes due during a probationary period, then the exit evaluation that was completed by the employees previous Supervisor will serve as the annual evaluation. When an employee transfers to a new Supervisor and the employee's anniversary date does not fall within a probationary period, the employee's new Supervisor is responsible for evaluating the employee for the remaining period immediately following the effective date of the employee's exit evaluation through the employee's anniversary date. There may be instances when it will not be possible to adequately evaluate an employee s performance. For example, in instances where the responsible rater has left employment without leaving the necessary input, or if the employee has been on a leave of absence during most of the rating period. Human Resources will be responsible for determining these instances on a case by case basis. If this situation occurs, Human Resources will put in writing the reason of the determination that an evaluation can not be completed and have the employee sign off that they were notified. This document will be submitted to the Human Resources Department to be placed in the employees personnel file. If the Employee s Supervisor is temporarily (more then 30 days) unavailable to complete the annual review when it is due, the person acting for the Permanent Supervisor will be expected to complete the review and hold the review conference. If the Permanent Supervisor is unavailable for less than 2

4 30 days, the review will not be held until the Permanent Supervisors return. In the event the employee is not available for a review conference, the conference should be delayed until their return. PROBATIONARY EVALUATION Employees are to receive two evaluations during a probationary period. This holds true for all probationary periods including promotional probationary periods, a probationary period as a result of a lateral transfer outside their prior classification. The first probationary review conference should be completed within the week during which the halfway point in the evaluation period is reached (either at 60 or 90 days). The second or final review conference must be held no later than twenty (20) days prior to the end of the probationary period (either 120 or 180 days). TEMPORARY ASSIGNMENTS OF SHORT DURATION Employees who are serving in temporary assignment for a period of sixty (60) days or less are to be evaluated during this time frame by the attending Supervisor. These assessments are to be used as part of the employee s annual evaluation. The assessment is to be completed on form LCHS 0005 within a week of the completion of the assignment. Copies of the assessment are to be given to the employee and the employees Permanent Supervisor. The original will be sent to Human Resources, who will log the evaluation and place it in the employee s personnel file. TEMPORARY ASSIGNEMENTS OF LONG DURATION Employees who are serving in a temporary assignment for a period of greater than sixty (60) days are to be reviewed within the week during which the sixtieth (60) day of the employee serving in the position is completed. Another evaluation will be due and must be completed within two weeks of the ending of the temporary assignment. Upon completion of the evaluation conference with the employee, the employee will sign the evaluation form. The Temporary Supervisor is responsible for providing a copy of the evaluation to the Employee, Permanent Supervisor, Manager, and Human Resources. Human Resources will log the evaluation and place it in the employees personnel file. This evaluation will be used as part of the employee s annual evaluation. TEMPORARY WORKING LEVEL Employees serving in a temporary working level (TWL) that is projected to last longer than forty five (45) days shall be evaluated. At the end of thirty (30) days the employee is to be evaluated using the LCHS 0005 evaluation form. The purpose of this evaluation is to ascertain whether or not performance in the higher classification meets agency expectations. To continue monitoring performance during the TWL, the employee will be 3

5 evaluated using the LCHS 0005 evaluation form every 180 days after the start of the TWL. The Supervisor overseeing the temporary assignment is responsible for providing a copy of each evaluation to the Employee, Permanent Supervisor, Manager, and Human Resources. Human Resources will log the evaluation(s) and place it in the employees personnel file. If the employee is not performing up to standard, the TWL will be ended and another employee may be selected to complete the assignment. These evaluations will be used as part of the employee s annual evaluation. EXIT EVALUATION Upon an employee changing positions or leaving the agency, the losing Supervisor is responsible for rating the employee s performance from the time period since the last annual evaluation. The Losing Supervisor is responsible for providing a copy of the evaluation (LCHS 0005) to the Employee, New Supervisor, Manager, and Human Resources. Human Resources will log the evaluation and place it in the employees personnel file. This evaluation must be completed within two weeks of the employee s last day in their position. This evaluation will be used as part of the employee s annual evaluation. SPECIAL EVALUATION A special evaluation is required for all employees who receive a below requirements rating on an annual evaluation, or as ordered by the Agency Director. This type of evaluation will be given after sixty (60) days of receipt of the annual evaluation. If the employee fails to increase their rating to a meets requirement, then a decision to take another action will be made by the Agency Director. The special evaluation does not replace the annual evaluation. THE EMPLOYEE PROGRESS REPORT The Employee Progress Report (EPR) is intended to encourage dialogue between a Supervisor and an employee regarding their performance. This report should be shared quarterly to facilitate the notice requirement for job specific performance and goals. This form is not intended to take the place of an evaluation. The progress report meeting is to be held in a private setting, without interruption. The meeting will allow the Supervisor to discuss with the employee both strengths and areas needing improvement. Each of the three dimensions will be fully discussed where both the employee and Supervisor will have the opportunity to provide feedback. Where there is need for improvement, the Supervisor will notate further action needed and in some cases, a Performance Improvement Plan (PIP) will need to be developed. It is the intent of the PIP that in the working with the employee, 4

6 the Supervisor will be able to assist the employee to improve on the specific performance areas needing improvement. Once the EPR has been completed and a PIP has been deemed necessary, a copy of the EPR shall be turned into the Job and Family Services Human Resources Department for tracking purposes. Please note that the EPR will be placed in the employees personnel file. PERFORMANCE IMPROVEMENT PLAN The purpose of a Performance Improvement Plan (PIP) is to set forth a detailed plan to assist the employee in improving their performance. The PIP is not intended to be disciplinary in nature. It is a job coaching tool that allows both the employee and supervisor to identify realistic, obtainable, and specific job goals for the future. The duration of a PIP is on a case-bycase basis and is intended to be tailored to the employee and the specific areas that require special attention. It is imperative that during the life of a PIP the supervisor frequently meet with the employee no less than on a biweekly basis in order to have proper follow-up and dialogue regarding the employee s progress. For assistance on developing a PIP, please see the Human Resources Department. NOTIFICATION The Supervisor will receive notice from Human Resources advising them that a performance review is due for the employee. The Supervisor will complete the evaluation providing a tentative rating for each performance dimension listed. These ratings will be discussed with the employee during the conference. Please note that if the overall rating is below satisfactory, the evaluation must be sent to the Employee Services Manager for review prior to the Annual Review Conference. ANNUAL REVIEW CONFERENCE The Supervisor will provide a minimum two (2) day notice to the employee informing the employee of the date and time of their conference. The review conference is to be held in a private setting, without interruption. Each performance dimension will be fully discussed and any disparities in ratings should be resolved, if possible. APPROVAL PROCESS FOR ANNUAL REVIEW 1. The Supervisor is to determine their rating of the employee s performance, making any necessary notes. The evaluation is then to be forwarded to the appropriate Manager. The Manager will review and sign the evaluation to insure that the process was adhered to, an appropriate rating was given and documentation has been provided. The Manager may make suggestions for changes to the evaluation and/or provide additional comments. 5

7 2. In the case of a meets requirements or above rating, the Supervisor may proceed with final presentation to the employee for signature. This meeting shall occur within three (3) days of receipt of the final evaluation. Upon receipt of the evaluation, the employee has up to three (3) working days to review the evaluation, make comments, and/or request an appeal. The employee is required to sign the evaluation as acknowledgement that the review conference was held and that the evaluation was presented to the employee. In the event that the employee refuses to sign the form, the employee will waive all appeal rights. Employee signature does not represent agreement with the ratings. If the evaluation is not signed by the employee, the Supervisor will note on the evaluation that the employee waived their right to the appeal process. 3. In the event that a below satisfactory rating will be given, the Manager will forward the document to the Employee Services Manager for review. The ES manager will review the evaluation for accuracy and consistency and ensure that a Performance Improvement Plan has been created and that an Employee Progress Report notating such had been placed in the employees file prior to. If errors are found in ratings, the evaluation will be sent back to the rating Supervisor and Manager for corrections to be made. The Employee Services Manager will/will not sign off on the final evaluation within three (3) working days of receipt of the evaluation and return to the Supervisor for presentation to the employee. Upon obtaining the approval of the Employee Services Manager, the evaluation will be returned for final presentation to the employee for signature. This meeting shall occur within three (3) days of receipt of the approved final evaluation. Upon receipt of the evaluation, the employee has up to three (3) working days to review the evaluation, make comments, and/or request an appeal. The employee is required to sign the evaluation as acknowledgement that the review conference was held and should follow the same procedure as indicated in Step 2 of this process. APPEAL PROCESS Administrative Appeals must be requested in writing by the employee to their Manager within three (3) working days of the employee signature date on the evaluation. The request must state the specific areas of objection with the rating of each dimension employee believes he/she warrants. Upon receipt of an appeal, the Manager will schedule an appeal conference with the employee and Human Resources. The employee may choose to have union representation in attendance at the conference. The Manager will be responsible to notify the employee in writing of their decision. The written decision will be attached to the 6

8 evaluation to be forwarded to Human Resources. Human Resources will log the final evaluation and place it in the employees personnel file. GRIEVANCE PROCESS If the employee is still dissatisfied with their ratings, the employee has five (5) working days from the date of receiving the Manager s decision to initiate the grievance procedure. The grievance will begin at the Director s level. RATING SCALE Unsatisfactory (U) Below Requirements (L) Meets Requirements (M) Exceeds Requirements (E) Outstanding Performance (O) This rating is used when the employee performance is deemed as unsatisfactory. This rating is used when performance levels are considered to be marginal. This rating is used when the employee is meeting all the basic requirements of the position. This rating is used when the employee has demonstrated that their performance exceeds what is considered the average. This rating is used when the employee s performance level clearly is exceptional. Not applicable to position (NA) PERFORMANCE DIMENSIONS 1) PROFICIENCY Acquires, maintains, and updates formal program and technical knowledge and skills; also displays the competency required to perform the essential functions of the position. 2) PROBLEM SOLVING/DECISION MAKING Identifies, analyzes and interprets problems and provides alternative viable solutions. 3) PLANNING/SCHEDULING Managing of time and organization of work. Ability to set priorities and follow through on established priorities. Ability to multitask when appropriate. 4) COMMUNICATION Ability to relay clear information in oral or written form. 5) TEAM EFFORTS/COOPERATION Contributes to group effort and moral. Establishes positive working relationships with others. 6) PUBLIC/CLIENT RELATIONS Projects a professional image while dealing with the public and/or other agency employees. 7

9 7) WORK HABITS Adheres to agency policy, procedures, and work rules. 8) ATTENDANCE Amount of undocumented sick leave or unpaid leave of absence used. An employee s attendance for an annual evaluation shall be based on the twenty-six (26) pay periods preceding the pay period of his current anniversary date 8.0 hours or less (O) Outstanding 8.1 hours 25 hours (E) Exceeds 25.1 hours 40hours (M) Meets 40.1 hours 53 hours (L) Needs improvement 53.1 or more hours (U) Unsatisfactory An employee s attendance for probationary periods other then an initial probationary period is based on a pro-ration of the annual usage. 60-day probationary evaluation (4.3 pay periods) 1.5 hours or less (O) Outstanding 1.6 hours 4 hours (E) Exceeds 4.1 hours 7 hours (M) Meets 7.1 hours 9 hours (L) Needs improvement 9.1 hours or more (U) Unsatisfactory 90-day probationary evaluation (6.5 pay periods) 2.0 hours or less (O) Outstanding 2.1 hours 6 hours (E) Exceeds 6.1 hours 10 hours (M) Meets 10.1 hours 13 hours (L) Needs improvement 13.1 or more (U) Unsatisfactory 120 day probationary evaluation (8.5 pay periods) 3.0 hours or less (O) Outstanding 3.1 hours 8 hours (E) Exceeds 8.1 hours 14 hours (M) Meets 14.1 hours 18 hours (L) Needs improvement 18 hours or more (U) Unsatisfactory 180 day probationary evaluation (13 pay periods) 4.0 hours or less (O) Outstanding 4.1 hours 12 hours (E) Exceeds 12.1 hours 20 hours (M) Meets 20.1 hours 26 hours (L) Needs improvement 26.1 hours or more (U) Unsatisfactory 8

10 9) TIMELINESS Accomplishes tasks on schedule. Meets deadlines. 10) LEADERSHIP Applies only to those positions in the classification of Team Leader. Ability to guide subordinates to carry out their job duties. 11) QUALITY Produces an accurate and complete work product in accordance with established standards. This dimension is to be reflective of the employee s entire scope of responsibility. (Dimension 1-7 except for 3) 12) QUANTITY Produces the appropriate amount of work as expected and in a timely manner. This dimension is to be reflective of the employee s entire scope of responsibility. (Dimensions 3, 8, and 9) 13) OVERALL RATING The overall rating is to be determined by the ratings for the two dimensions that are reflective of the employee s entire scope of responsibility Quality and Quantity. If the rating on Quality or Quantity is below Requirements or Unsatisfactory, then the lower of such ratings will be the overall rating. Where both ratings are satisfactory or above", the overall rating shall be the lower of the two or the average (the rating category between the two ratings.) How to save an evaluation using Compass Forms 1) Open Document 2) Go to File, Quick List to add to Quick List 3) Name Document 4) Save changes by going to file, quick list then click on save changes 9