PERFORMANCE APPRAISAL SYSTEM

Transcription

1 County of Greenville PERFORMANCE APPRAISAL SYSTEM THE DEPARTMENT OF HUMAN RESOURCES

2 Employee Performance Appraisal System Purpose The County of Greenville performance appraisal system is designed to accomplish the following: 1. To provide a method by which supervisors can determine increases and incentive distributions to an employee s pay based upon a pay for performance criterion. 2. To provide a method by which supervisors can discuss their expectations with the employee through written job descriptions and performance standards set by the supervisor. 3. To provide a method by which supervisors can provide an employee feedback regarding his/her personal performance, and provide and discuss methods of improvement and development in order to extinguish undesirable behavior. 4. To provide a method by which supervisors can reinforce and award desirable behavior with the possibility of a promotion or higher pay. 5. To provide a record of past performance and the progress of an employee s performance with respect to employee development and/or disciplinary action. Process Overview All supervisors shall be required to complete an Employee Performance Appraisal Form on each employee (not required on part-time temporary employees) within their department and under their supervision in accordance with a Council approved Compensation plan, and at such other times as necessary, via the on-line evaluation system. The supervisor shall discuss the performance appraisal with the employee in a private interview. If an employee disagrees with the supervisor s evaluation, the employee may attach a statement indicating his/her opinion of the performance appraisal and this shall be placed in the employee s personnel file. Performance Appraisal Appeal Process When an employee believes that the overall performance rating or particular rating received under a performance review is unfair, the employee may discuss his/her concerns with the supervisor in an attempt to reach a satisfactory resolution and enter any remarks deemed appropriate in the section provided on the performance review form. If a satisfactory resolution is not reached, an appeals process can be initiated in accordance with section 9.5 in the Personnel Rules Ordinance. Conditions in Which a Performance Appraisal Must Be Conducted: Department Directors are to complete performance evaluations to employees under either of the following criteria: 1. At the conclusion of an employee s introductory period. 2. When an employee is not meeting performance expectations and the employee s performance increase is due in six months. i

3 3. When an employee is transferring to a different department. 4. When promoting an employee. 5. When an employee is demoted. 6. In addition to the required rating periods outlined above, be evaluated at least every 12 months. Performance Factors There are twenty-five performance factors that are required for the appraisal of an employee s performance. Factors have an equal weight in the scoring process and each factor is worth up to five points, for a maximum total score of 125. Definitions of each factor are available on each Performance Evaluation Tool. If all of a factor definition does not apply to the employee under review, DO NOT lower the rating for that employee. Rate each employee based on what applies to him/her in the definition. Selecting the Proper Performance Evaluation Tool County job positions are divided into seven categories, and each category has a corresponding Performance Evaluation Tool (with the exception of the positions reporting to the County Administrator). The following chart shows the title of each Performance Evaluation Tool and the position titles that are appraised using that particular tool. PERFORMANCE APPRAISAL TITLE Deputy/Sworn Law Enforcement Officer (PORS) POSITIONS Animal Control Officer Constable Deputy (Certified, Non-Certified Trainee) Master Deputy Public Safety Officers Detention Officer Deputy Coroner Coordinator of Services, Specialists, Professionals, Trades, Technical Support, Craft and Support Workers, Administrative and Clerical Accounting Specialist Administrative Assistant Administrative Support Specialist Animal Care Technician Animal Rescue Coordinator Apprentice Appraiser Assistant Circuit Solicitor I & II Assistant County Attorney Associate Planner Bailiff Benefits Specialist Building Security Coordinator Buyer Call Taker Career Criminal Prosecutor Case Manager/Counselor Certified General Appraiser Certified Residential Appraiser ii

4 Computer Operator Court Reporter Criminal Investigator Criminalist Codes Enforcement Officer Communication Specialist Data Analyst Deputy Clerk to Council E-911 Technical Specialist Engineering Aide Engineering Technician Financial Management Analyst Forensic Evidence Technician GIS Analyst GIS Data Base Coordinator GIS Specialist GIS Technician Governmental Affairs Coordinator Heavy Equipment Operator Help Desk Coordinator Housing Counselor Human Relations Grant Coordinator Human Resources Coordinator Inspector Legal Investigator Licensed Appraiser Licensed Practical Nurse Licensed Professional Counselor Light Equipment Operator Map Cartographer Mechanic Medication Assistant Nurse Practitioner PC Support Specialist Planner Plans Examiner Pre-Trial Coordinator Principal Maintenance Technician Programmer Analyst Property Tax Specialist Recycling Education Specialist Registered Nurse Services Coordinator Service Representative Sex Offender Registry Coordinator Skilled Trades Technician Sign Shop Graphic Technician Supply Officer Systems Coordinator Systems Programmer Telecommunications Coordinator iii

5 Tire Shop Mechanic Traffic Control Specialist Traffic Engineer Utility Permit Coordinator WIA Specialist Management and Supervisory Assistant Clerk of Court Deputy Director of Operations, EMS Captain Chief Deputy Coroner Conservation District Coordinator County Engineer Deputy Auditor Deputy Director of Operations, EMS Director, Fleet Management Emergency Preparedness Coordinator Human Relations Manager Information Systems Manager Jail Administrator Lieutenant Manager, Admin. Services Manager, Animal Care Services Manager, Auditor Office Manager, Budget Manager, Code Enforcement Manager, E911 Manager, Financial Operations Manager, GIS Manager, Human Relations Manager, Information Systems Manager, Management & Budget Manager, Mental Health Manager, Planning Manager, Property Management Manager, Purchasing Manager, Real Property Manager, Registration & Election Manager, Solid Waste Manger, Tax Collector Medical Administrator Planning Manager Public Safety Coordinator Public Works Superintendent Senior Assistant Solicitor Soil and Water Engineer Transportation & Infrastructure Engineer Workforce Development Administrator EMS (Paramedics) Paramedic Principal Positions, Program AS 400 Administrator iv

6 Coordinators, Detention/EMS Coordinator of Services and Mid-Level Management Administrative Coordinator Animal Care Supervisor Assistant Veterans Affairs Officer Associate Building Maintenance Coord. Associate Probate Judge Asst. Emergency Preparedness Coordinator Building Maintenance Coordinator Building Official Chief Inspector Civil Engineer Clerk to Council Code Enforcement Coordinator Deputy Assessor Deputy Constable Deputy RMC DNA Technical Leader E-911 Systems Coordinator EMS Admin/Training Coordinator EMS Shift Coordinator EMS Zone Coordinator Emergency Service Coordinator Facilities Project Coordinator Fleet Maintenance Supervisor Food Service Supervisor Landfill Supervisor Large Structure/Sign Coordinator Principal Accounting Specialist Principal Case Manger/Counselor Principal Communications Specialist Principal Criminalist Principal Detention Officer Principal Engineering Technician Principal Financial Management Analyst Principal Heavy Equipment Operator Principal Mechanic Principal Paramedic Principal Planner Principle Plans Examiner Principal PC Support Tech. Principal Skilled Trades Technician Principal Systems Programmer Program Coordinator Project Manager Property Tax Supervisor Public Works Assistant Superintendent Recycling Coordinator Sergeant Service Coordinator Telecommunications Coordinator Excepted Positions (reporting to (Use Tool at the Discretion of the County v

7 County Administrator) Administrator) *** Deputy County Administrator *** All Assistant County Administrators *** Assistant to the County Administrator Employee Performance Evaluation Tool Instructions The employee identification section, which includes the name, department, and evaluation type information, will be set-up by the Administrator for the on-line performance evaluation. If the appraisal is for a special or disciplinary reason, then the reason should be shown in the space designated as other. Employees will be rated in several dimensions on twenty-five different factors according to their position duties. Listed below are the scores, rating levels, and description for the job performance factors that will be rated. Employees should be evaluated only for the period under review. Each performance factor has five levels of achievement by which it can be measured. In the narrative for each factor on the Evaluation Tool is an example of what would be considered a score of 3, or Meets Expectations. Use this example as a guide in evaluating the employee. If the performance of the employee exceeds the example, score above the Meets Expectations level. If the performance of the employee is less than the Meets Expectations level, then score below the level in accordance with the below listed description. All ratings above or below meets expectations must receive a comment in the justification section in order to be considered; otherwise, the score will default to the meets expectations level. These are the scores, rating levels, and a description of each level that will be used: SCORE LEVEL DESCRIPTION 5 Substantially Exceeds Expectations Superior performance; performance evaluation factor is consistently in the top 5 percent of the workforce, performance evaluation factor is expertly accomplished, commendable, and worthy of emulation. 4 Exceeds Expectations Outstanding performance; a self-starter whose execution of the performance evaluation factor is consistent, makes significant contributions to organizational success, and seldom requires review. 3 Meets Expectations Meets established standards; execution of the performance evaluation factor is consistent, dependable, and may require limited review; accomplishes and supports organizational requirements. 2 Below Expectations Needs improvement to meet established performance evaluation factor standards; requires excessive supervision to accomplish goals; employee requires additional training to meet expectations. 1 Substantially Below Expectations Performance is unacceptable; execution of performance evaluation factor demonstrates no substantial improvement; work/actions do not vi

8 contribute to organizational success; requires intense supervision to perform at minimum level of acceptance. The Overall Performance Summary by Evaluator section is reserved for comments concerning the progress of the employee since the last evaluation period. It can also be used to provide additional documentation about overall ratings greater or less than Meets Expectations. The Career Development Goals section is used to make specific comments about developmental and/or organizational goals that the employee is expected to meet.] The next section is reserved for the signature of the evaluator to document when aspects of the employee s performance were reviewed with the employee. It also provides the employee the opportunity to agree or disagree with the rating in accordance with the County Personnel Rules Ordinance and provide specific feedback about his or her performance evaluation. Example: DIMENSION 1 Work Practices and Standards Accountability: Accepts responsibility for actions and/or accomplishments during the performance of job duties. Follows the expectations regarding the ethical conduct of profession and position. SCORE X 4 5 Justification Justification only needed for scores other than 3 The description next to each factor describes an employee that Meets Expectations. If the description accurately depicts the employee, mark a score of 3 as shown. If the employee exceeds or is below expectations, then mark the appropriate score based on the description of each scoring level. For example, to provide a score of 4 in Accountability means that in this field, the employee has fulfilled the following description: SCORE LEVEL DESCRIPTION 4 Exceeds Expectations Outstanding performance; a self-starter whose execution of the performance evaluation factor is consistent, makes significant contributions to organizational success, and seldom requires review. Conducting the Performance Evaluation The employee s immediate supervisor must evaluate the employee in accordance with the following guidelines: 1. The requirements of the position and the employee s ability to accomplish those requirements must be considered foremost in the mind of the supervisor. 2. Each employee is to be appraised based on the performance requirements of that particular vii

9 job. 3. Since behavior and job performance can change, a previous appraisal does not necessarily have to agree with the one under consideration. Therefore, except for the limited purpose of noting improvement or continuing problems, the previous appraisal shall not be considered in arriving at a current appraisal. 4. Appraisal evaluations shall be based on personally observed results, and should be neither too lenient nor too stern, since fairness requires an objective analysis rather than emotional feelings. 5. Problems must be noted and discussed so that they may be analyzed, understood, and resolved. Scoring After a score of one through five has been assigned to each job performance factor, the scores are added together to result in the final total score. The highest possible score is a 125 and the lowest possible score is a 25. The Rating Chart will be distributed annually. Common Tendencies Resulting in Inaccurate Evaluations The following list consists of rating tendencies that diminish the accuracy and effectiveness of performance appraisals. Being aware of these tendencies will help result in a more accurate evaluation. The Horns Effect The horns effect occurs when the rater allows a low appraisal on one performance factor to lap-over, resulting in the same low appraisal on other performance factors for the employee even though the employee may deserve a higher appraisal on some or all the other factors. The Halo Effect The halo effect occurs when the rater allows a high appraisal on one performance factor to lap-over, resulting in the same high appraisal on other performance factors for the employee even though the employee may deserve a lower appraisal on some or all the other factors. The Strictness Bias Effect The strictness bias effect occurs when the rater gives all his or her employees a below average or below expectations (or lower) on most or all performance factors of how effectively or ineffectively each employee has actually performed with respect to each factor. viii

10 The Leniency Bias Effect The leniency bias effect occurs when the rater gives all his or her employees an above average or exceed expectations appraisal (or above) on all performance factors, regardless of how effectively or ineffectively each employee has actually performed with respect to each factor. The Central Tendency Effect The central tendency effect occurs when the rater gives all his or her employees an average or meets expectations appraisal on most or all performance factors, regardless of how effectively or ineffectively each employee has actually performed with respect to each factor. The Recency Effect The recency effect occurs when the rater appraises each performance factor within the context of an employee s most recent performance rather than appraising the factors based on the performance of the employee over the entire period. The Personal Bias Effect The personal bias effect occurs when the rater allows his or her personal feelings or prejudices with regard to an employee (or to the group to which the employee belongs) to influence the appraisal of the employee s performance factors, regardless of how effectively or ineffectively the employee has performed with respect to each factor. ix