2012 Performance Evaluation System

1. 2012 Performance Evaluation System

2. Why An Evaluation? • Set expectations between Supervisor and the employee. • Valuable tool for an employees in their progression as an employee with the City. • Coaching sessions. • Set goals that improve the employee’s job, the team, and the City.

3. Why An Evaluation? • Ongoing feedback. What is working. What isn’t working. • Documentation!

4. What is the Performance Evaluation Process • Performance Planning • Ongoing Coaching • Employees • Supervisors • Problem Solving and Documentation • Annual Performance Review

5. How Will I Rate My Employees? • The rating will range between 3 and 0 • 3 = Outstanding Performance • 2 = Satisfactory • 1 = Needs Improvement • 0 = Fails to Meet Expectations

6. Description of Performance • 3= Outstanding Performance • Describes those employees whose contributions to the City far exceeds their job expectations on a sustained basis. • 2= Satisfactory Performance • Job requirements are performed in a full and complete manner. • 1= Needs Improvement • Some improvement needed to fully achieve the expectations of the City and the job; an improvement plan will be or has been developed. • 0= Fails to Meet Expectations

7. Description of Performance • Always be honest (tactfully) and always job specific • Never, never use: • This employee is really not so much of a 'has-been', but more of a definite 'won't be'. • Needs more to do. Might I be so bold as to suggest looking for a job? • Has two brains: One is lost, the other is out looking for it.

8. Job Specific Evaluations • Evaluations are based on the job they are hired to do. • Clearly points out the critical tasks and key functions of the position. • Review the job description. Update if needed. • Employees in the same job position will be rated on the same job specifics.

9. Position Specific Evaluations • Review of Patrol Officer Position Specific Evaluation.

10. Pitfalls to Avoid in Evaluations • Halo Error • Horns Error (Opposite of Halo) • First Impression • Recency • Central Tendency • Leniency • Severity • Clone

11. To Avoid These Pitfalls • Keep documentation throughout the year, both on accomplishments and needs improvement. • Ask employees to keep documentation also. • Allow enough time before the review meeting to think and reflect on the events of the past year. • *All Department Heads will review employees performance reviews before the supervisor and employee meet.*

12. Goals and Expectations • Three goals for each employee. • Established by supervisor and employee • Goals should be: • Specific • Achievable • Measurable • Within employees ability and authority • Related to employees job, department, and the City.

13. Evaluation Dates

14. Guidelines for Conducting a Successful Performance Evaluation • Make it “priority time”. • Set a tone of collaboration. • Be clear about your purpose.

15. Guidelines for Conducting a Successful Performance Evaluation • Review performance expectations. • Discuss performance that is below, meets, and/or exceeds expectations. • Ask your employee what they think.

16. Guidelines for Conducting a Successful Performance Evaluation • Set goals. • Agree to follow up. • Close with encouragement.