Setting the Expectation for Success: Performance Management & Appraisal System

Transcription

1 HILLSBOROUGH COUNTY CIVIL SERVICE BOARD OFFICE Setting the Expectation for Success: Performance Management & Appraisal System Supervisor s Guide

2 PROCESS OVERVIEW Setting the Expectation for Success: Performance Management & Appraisal System emphasizes the following points: Collaboration between supervisors and employees in defining job duties and responsibilities. Teamwork between supervisors and employees in setting up job-related measures of successful job performance expectations. Frequent discussions between supervisors and employees about the job and job performance. An overall performance rating. Raters trained to use the process correctly. Employees can only do their jobs well when they know what they are expected to do and receive accurate information on how well they are doing. The Performance Management Process is a continuous process of communicating expectations and providing constructive feedback to your employees. Refer to Civil Service Rule 12 for further details on awarded salary increases, Performance Improvement Program, changes in Performance Review dates, and rater changes. ANNUAL PERFORMANCE REVIEW PERIOD TIMELINE The Performance Management Process requires the Rater to formally meet with the employee and Reviewer at specific stages in the employee s Review Period. Briefly, the meetings are described below: Performance Planning Meeting: At this meeting the Rater and employee discuss and agree upon the Core Values and the performance expectations which the employee will be rated on in the upcoming review period. Mid-Term Meeting: This meeting occurs halfway through the Review Period for the Rater to explain to the employee his/her performance during the first-half of the Review Period. Informal Review: The employee s Performance Report is reviewed by the Rater s supervisor, also known as the Reviewer, for any potential issues in either the individual ratings, comments, or Overall Performance Rating. 1

3 End-of-Term Meeting: Approximately 2 weeks prior to the end of the employee s Review Period, the Rater and employee meet to discuss individual performance ratings for the entire Review Period and for the Rater to inform the employee of his/her Overall Performance Rating. Management Review: The employee s Performance Report is reviewed and signed by the Reviewer and Agency Head (or delegate) who sign and date the Performance Report. PROBATIONARY REVIEW PERIODS Initial probationary employees are evaluated on two separate performance reports during their first year of employment with the County. The first 6-month review period and performance report serves to evaluate the employee s suitability for the job and organizational fit. Initial probationary employees who meet expectations at the end of their first six months of employment become tenured under Civil Service rule. Those that do not meet expectations may be terminated or have their initial probationary period extended to allow for further evaluation. After the new hire successfully completes initial probation, his/her next review period will also be six months in length and documented on a new Performance Report. At the successful completion of the second review period, the employee s review periods will be twelve months in length or until the employee is promoted. Conditional probationary employees are evaluated during a six month Review Period and a Performance Report is submitted at the end of that time. The Review Period will then be 12 months in length. The following graphics better illustrate the difference between Initial and Conditional Probationary timelines. Initial Probationary Employee: First 6 Months Second 6 Months Completed Performance Report Completed Performance Report Month Review Periods Thereafter

4 Conditional Probationary Employee: First 6 Months Completed Performance Report Month Review Periods Thereafter Performance Report The Performance Report can be found on the Civil Service Board Office website hccsb.org and then by navigating to Civil Service Publications > Performance Review Forms and Manuals. The Report is tailored, by the Rater with input from the employee, to fit each job. Raters tailor the Report by creating performance expectations that are based on the most important job duties or agency/department goals for that employee. Performance expectations are explained, in detail, later in this section. The Performance Report has six pages: PAGE 1: Planning provides space to identify general information about the employee and Rater, the purpose of the review, the outcome of the job performance evaluation, and areas to sign and date showing that the Performance Planning Meeting took place. The five-point rating scale used throughout the process is also included. PAGE 2: Mid-Term Section I: Core Values and Evaluation provides space for the Rater to rate the employee's performance in relation to the Core Values of the organization during the first half of the Review Period and make comments. There is also a box to write the sum of the four ratings given. PAGE 3: Mid-Term Section II: Employee Performance Expectations and Evaluation provides space for the Rater to write performance expectations and rate the employee's job performance during the first half of the Review Period and make comments. There is also a space for both the Rater and Employee to sign and date showing that the Mid-Term Meeting took place. There is also a box to write the sum of the 5 to 7 ratings given. PAGE 4: End-of-Term Section I: Core Values and Evaluation provides space for the Rater to rate the employee's performance in relation to the Core Values of the organization during the entire Review Period and make comments. There is also a box to write the sum of the four ratings given. PAGE 5: End-of-Term Section II: Employee Performance Expectations and Evaluation provides space for the Rater to write the same performance expectations from the Mid-Term Section II and rate the employee's job performance during the entire Review Period and make comments. There is also a box to write the sum of the 5 to 7 ratings given. 3

5 PAGE 6: Overall Rating provides space to write the Sum from End-of-Term Section I and II and write the Total as instructed. There is a Suggested Rating Scale to help determine the Final Overall Rating. There is a space to write the Suggested Overall Rating as determined by the Total and a space for the Final Overall Performance Rating. The Rater signs and dates that the review is complete. The employee signs and dates and writes comments in the space provided. There is space provided for the Rater's supervisor and the Agency Head or Delegate to sign and date the Report. Self-Evaluation Form is an optional part of the Performance Management Process. Space is provided on the Self Evaluation Report for employees to document their significant achievements during the Review Period. There are three versions of the Performance Appraisal form-one in Microsoft Word, one in Microsoft Excel and one in Adobe PDF. The supervisor can use whichever type of document he/she is more comfortable using. The Word version allows for the supervisor to write lengthier comments since the boxes expand to fit the content. The Excel version has calculations built in and automatically copies expectations from Section II Mid-Term to Section II End-of-Term. It also includes a set of performance expectations that may be customized and used by supervisors to evaluate employee performance (see Database of Performance Expectations section). Both the Word and Excel versions are meant for those supervisors who will be completing the evaluations using a computer. The Adobe PDF version is meant for those who want to print out the form and fill it in by pen. No matter which form is being used, it is ultimately the supervisor s responsibility to ensure the calculations are correct. Core Values The Core Values are attributes supported by specific behaviors that employees of Hillsborough County should demonstrate throughout their job performance. It is considered the way we do business here in the County. There are four Core values: Customer Commitment Proactively seeks to understand the needs of our customers and provide the highest standards of service Organizational Excellence Takes ownership for excellence through ones personal effectiveness and dedication to the continuous improvement of our operations Success through Teamwork Collaborates and builds partnerships through trust and the open exchange of diverse ideas and perspectives to achieve organizational goals Dedication to Professionalism and Integrity Demonstrates and promotes fair, honest, professional and ethical behaviors that establishes trust throughout the organization and with the public we serve 4

6 Performance Expectations A performance expectation is a stated measure of the level of performance the employee is expected to achieve, or the objective the employee is expected to accomplish. It should be clear and explainable. If the supervisor cannot explain the desired performance, the employee should not be expected to be evaluated on that performance. At least five, but no more than seven, performance expectations should be used on Section II of the Mid-Term and End-of-Term. Performance expectations are based on the major job duties of the position which can be found on the job description or job content questionnaire or based off of the goals of the department/agency. The following are guidelines on how to write an effective Performance Expectation: 1. Start with an action verb 2. Identify a single key result for each objective 3. Identify constraints cost, dollars, time, materials and equipment, 4. State verifiable criteria that will demonstrate that the goal has been achieved 5. Ensure that the goal is controllable by the individual 6. Determine how progress will be measured and how feedback will be obtained and provided. 5

7 Below is an example of creating expectations from job responsibilities: Job Duty Expectation Manages supply inventory for upcoming on- and off-site events Maintain methodology/process for tracking available inventory Inform appropriate staff when supplies are running low in order to replenish supplies before they are needed Monitor supply delivery to ensure timely ordering and receipt of supplies for events Compiles event status reports for the group on a quarterly basis Ensure data contained in reports is 100% accurate Deliver reports to the group no later than 2 weeks after each quarter ends Monitors expenditures against events budget Update supervisor bi-weekly on expense activity versus budget Alert staff when their expenses are close to the budget levels Once the supervisor writes a draft of the performance expectation, he/she can use the SMART approach as a test of the expectation to tell if it is structured properly by asking, Is it? Specific Measurable Attainable Result-focused Time oriented 6

8 Below is an example of how to re-work the expectation from draft into a final SMART version: Draft Statements are Vague SMART Performance Expectation Assist in finalizing all event logistics earlier than in the past Develop a more comprehensive process for monitoring planning of events and alerting appropriate parties on milestone achievements or slippage. Develop and implement no later than March 1, 2014 Improve accuracy and time required to generate status reports Improve clerical skills to enhance individual capabilities for providing administrative support Ensure data contained in expense reports is 100% accurate Generate and distribute monthly reports within 3 days of month end Take an MS Office class or self-study course to build skills and capability in using the software Assist in developing more interesting events for alumni process for event planning Work with events staff to develop and conduct an online survey of alumni to determine their interest in different types of events. Analyze and present findings to Events Coordinator no later than February 15, 2014 Database of Performance Expectations In order to facilitate the writing of performance expectations, a database of suggested performance expectations has been created in an Excel spreadsheet and can be found on the Civil Service Board Office website hccsb.org and then by navigating to Civil Service Publications > Performance Review Forms and Manuals. These expectations are based off of the major job duties found on the 500+ classified class descriptions and there are approximately five expectations per job class. These performance expectations can be used either verbatim or be modified to suit the supervisor s needs and serve as a template, framework, or jumping off point in writing one s own. The following example shows how a supervisor can change certain wording from the expectation in the library to customize the performance expectation on the appraisal: Expectation found in the Library: Organizes major administrative programs while adhering to the budget with 100% accuracy. Organizes monthly administrative program, makes copies needed, verifies attendees, and books catering service 72 hours in advance. 7

9 Customized on the employee s appraisal form: Organizes major administrative programs while adhering to the budget with 95% accuracy. Organizes quarterly administrative program, makes copies needed, verifies attendees, and books catering service 2 weeks in advance. Supervisors can search for expectations to use within the database by using the Find feature in Excel by following the steps below: 1. Hold down Ctrl button and F to open the box called Find and Replace 2. Enter all or part of the information you are looking for in the Find What: field 3. Click either Find Next or Find All button and it will highlight the cell or indicate location of all cells. Raters can search the database by using specific words to find the desired: Job Title (ex. Accounting Manager) Broad Category (ex. Communication) Occupational Series (ex. Professional) Key Words (ex. Presentations) Overall Performance Rating The Overall Performance Rating is the average of Sections I and II ratings given at the End- Of-Term. The Suggested Rating Scale is meant to provide guidance on the final Overall Performance Rating. The determination of the Overall Rating is a joint decision of the Rater, Reviewer and Agency Head. It is critical that the Rater discuss the Overall Rating with the Reviewer prior to discussing it with the employee. In all cases, the Agency Head or Delegate shall have final approval authority for the Overall Rating. In general, the following should be kept in mind when determining the Overall Performance Rating: Level 1: Performance Problem hopefully very few employees This employee does one or more of the following: Does not meet commitments, does not do what they say. Does not show up, does not participate. Work of poor quality, late, incorrect, frequently needs rework. Consistently below expectations. Negative impact on people and team performance. 8

10 Level 2: Low Performer few employees This employee does one or more of the following: Meets expectations, but only just. Needs direction or explanation about the work required. Does not generally contribute extra effort or energy. Does not generally share knowledge. Neutral impact on people and team performance. Level 3: Solid Performer most employees will be at Level 3 This employee does one or more of the following: Rarely does not meet expectations, can be counted on. Sometimes exceeds expectations. Sometimes contributes additional value. Does an excellent job, as the job is defined. Will go above and beyond expectations when asked. Generally positive impact on people and team performance. Level 4: Excellent Performer some employees This employee does one or more of the following: Consistently exceeds expectations. Strategic thinker contributes new ideas, improvements, suggestions. Takes on additional work to add more value without being asked. Can take on big problems or opportunities with minimal direction. Regularly shares knowledge. Consistently has positive people and team impact. Does some of the Level 5 behaviors, but not all of them, and not all the time. 9

11 Level 5: Exceptional Performer the super stars, very few employees This employee does almost all of the following consistently: Very strategic thinker redefines the job to meet evolving business needs. Consistently raises and exceeds expectations, does more than asked. Finds efficiencies, reduces costs, improves processes without being asked. Solves big problems, or finds new opportunities without needing direction. Is known as an expert by other employees. Shares knowledge as a process, mentors others regularly. Helps others be more productive by improving the work environment. Communicates effectively across and outside the organization. Attracts additional support and resources. Personally invested in helping the whole team perform better. Feedback Supervisors should give their employees frequent helpful feedback about their work, results of their work, their contributions and the effectiveness of their working relationships. Feedback should be given continually throughout the Review Period. Observe employee s work performance: Feedback about work performance should focus on specific, objective, factual workrelated information (who, what, where, when, how). Observe on-the-job behaviors, results, and teamwork. Be in a position to observe performance first-hand whenever possible. When not able to be present to observe employee performance, be sure that there is a plan for gathering information that is clearly understood by everyone involved and applied fairly. Document Observations: It is often impressive to the employee when supervisors have a record of his or her successes. It is a powerful motivator to notice and track good performance and results, and very useful at performance appraisal time. Record the following, as and when appropriate using specific, objective, factual descriptions, and keep in each employee's working folder. o Evidence of significant results of employee performance (successful or indicating need for improvement) 10

12 o Indicators of employee behaviors that you want to provide feedback about (positive or needing improvement) o Agreements o Decisions o Action plans Give Frequent Feedback: To ensure that the feedback is perceived as helpful and meaningful, supervisors should focus on specific work-related, on-the-job behaviors, results, and teamwork. Give positive feedback frequently. Take the time to know what motivates your employees. Give constructive feedback as needed, in private and as close to the time of the behavior or occurrence as possible. Sometimes taking the time to get some emotional space is wise and welcome, but provide feedback as soon as possible. Before moving to problem-solving, check to see what employees thought the expectations were. Often, clarifying expectations will be all that is needed to ensure employee success. When giving feedback, always give employees a chance to talk about their performance. It is energizing and informative to hear their thoughts about how they were successful or why they got the results that they did. Avoid making negative statements that assess the employee's character, motivations, or psychological state. Statements like these are subjective and discouraging, and create defensiveness. Most employees want to know how they are doing and what they can do to improve. Employees also appreciate it when supervisors notice good work and effort. 11

13 HILLSBOROUGH COUNTY CIVIL SERVICE BOARD OFFICE Employee Name: CLASSIFIED SERVICE PERFORMANCE REPORT Employee Number: Job Class Title: Job Class Code: Agency/Dept: Review Period: From: To: Type of Review 12 month 6 month Other Outcome: Initial Probation Completed (Not Eligible For Pay Increase) Conditional Probation Completed (Eligible for Pay Increase) Probation Extended Months Pay Increase of % Increase Denied Enroll in PIP Rater Name: Employee Number: Months During Review Period Employee Reported Directly to Rater: Classified Employee Performance Evaluation System: The planning portion is intended to identify specific performance expectations that the employee is responsible for achieving during the rating period and the evaluation portion assesses the employee s performance in achieving expectation standards and goals. The expectations developed during planning are not intended to account for all assignments and work expectations, only those identified as critical or of a higher priority. Rater: I hereby certify that I met with this employee today and discussed my expectations of his/her job performance for the coming rating period. Signature: Date: Employee: I hereby certify that I met with my Rater today and discussed job performance expectations for the coming rating period. I received a copy of this form. My signature does not indicate agreement with my rater s expectations, only I understand what they are. Signature: Date: 5 Point Performance Rating Scale: All employees will receive a performance evaluation. The following rating scale shall apply: 5 Remarkable Employee consistently exceeds the performance expectation of the position. Examples include, but are not limited to: The employee requires little or no supervision from management in accomplishing his/her tasks and seeks opportunities to enhance the organization. The employee possesses highly advanced job knowledge. The employee is relied upon to solve complex problems and applies creativity and innovative approaches in formulating solutions. 4 Exceeds Expectations Employee consistently meets and often exceeds the performance expectation of the position. Examples include, but are not limited to: The employee requires minimal supervision from management in accomplishing his/her tasks. The employee possesses a thorough knowledge of the job, and often solves or assists in solving complex problems. 3 Meets Expectations Employee consistently meets and may occasionally exceed the performance expectation of the position. Examples include, but are not limited to: The employee requires moderate supervision from management in accomplishing his/her tasks. The employee possesses sufficient knowledge and/or initiative to execute his/her duties and responsibilities. 2 Below Expectations Employee exhibits inconsistent job performance, but has the capacity to improve to meet the performance expectation of the position. Examples include, but are not limited to: At times, the employee requires close supervision where he/she should be operating on his/her own. The employee sometimes lacks the initiative, and/or job knowledge to execute his/her duties and responsibilities. 1 Unacceptable Employee consistently fails to meet the designated performance expectation. Examples include, but are not limited to: The employee requires close supervision and his/her work requires continual correction. The employee s job knowledge is insufficient to meet daily requirements. The employee s current immediate supervisor or a designated managerial employee who has knowledge of the employee s duties, responsibilities, and job performance. Section I: Employees are rated on their ability to exhibit the County s Core Competencies of Customer Commitment, Success through Teamwork, Organizational Excellence and Dedication to Professionalism & Integrity. These competencies are the criteria included as Competency Expectations. Section II: Employees are expected to perform their essential job functions. Raters should review employees position descriptions for those measurable required job functions. This section should be used for planning as well as evaluation purposes.

14 MID-TERM Section I: Core Values and Evaluation Rate the employee on each core value using the Performance Rating Scale on page 1. Comments are required for each competency rating that is either above or below a rating of 3. Core Competencies Key Behaviors Comments Rating Customer Commitment - Proactively seeks to understand the needs of our customers and provide the highest standards of service. Identifies both internal and external customers; listens and asks questions to understand customers needs; provides services to customers in a respectful manner; makes the customer feel valued; strives to exceed customer expectations; follows through on service commitments; strives to understand and contribute to customer satisfaction measurements; takes responsibility to resolve customer concerns; identifies opportunities for service improvement; and/or makes the customer interaction a positive experience. Success through Teamwork Collaborates and builds partnerships through trust and the open exchange of diverse ideas and perspectives to achieve organizational goals. Asks for other s ideas and perspectives; offers and asks for help as needed; treats others with respect; listens before responding; communicates openly and honestly; keeps others informed; shows sensitivity to individual differences; treats others equitably; seeks to resolve team conflicts; encourages others; looks for ways to develop others and share knowledge; works with team members towards a common goal; supports group decisions; follows through on commitments to the team; and/or partners with others outside the team to achieve organizational goals. Organizational Excellence Takes ownership for excellence through ones personal effectiveness and dedication to the continuous improvement of our operations. Actively seeks process improvement opportunities; works effectively to meet or exceed goals; achieves results with focus on both efficiency and quality; supports and adapts to change; considers benefits and risks when making decisions; uses time and resources wisely; organizes and prioritizes work; is proactive; maintains and builds skills supporting effectiveness in position; demonstrates necessary job skills and knowledge; identifies own strengths and areas for improvement; seeks feedback; and/or learns from successes and failures. Dedication to Professionalism & Integrity Demonstrates and promotes fair, honest, professional and ethical behaviors that establishes trust throughout the organization and with the public we serve. Admits mistakes; tells the truth; takes responsibility for actions; reports concerns about inappropriate actions and/or behaviors; respects confidentiality; models professional behaviors; acts in the County s best interest; and/or represents self and organization accurately and honestly Sum for Section I To score this section, add each rating. (Example: = 14) 2

15 MID-TERM Section II: Employee Performance Expectations and Evaluation Rate the employee on each performance expectation using the Performance Rating Scale on page 1. Comments are required for each performance rating that is either above or below a rating of 3. Performance Expectations Comments on Performance Rating Scoring: To score this section, add each rating (Example: = 17) Sum for Section II Rater: I hereby certify that I met with this employee today and discussed his/her job performance since the beginning of the Rating Period and what he/she should do throughout the remainder of the Rating Period. Rater s Signature: Date: Employee: I hereby certify that I met with my Rater today and discussed my job performance since the beginning of the Rating Period and what I can do to perform well throughout the remainder of the Rating Period. I received a copy of Section I and II. My signature does not indicate agreement with the feedback provided by my Rater only that we met and discussed my past and future job performance. Employee s Signature: Date: 3

16 END-OF-TERM Section I: Core Values and Evaluation Rate the employee on each core value using the Performance Rating Scale on page 1. Comments are required for each rating. Core Competencies Key Behaviors Comments Rating Customer Commitment - Proactively seeks to understand the needs of our customers and provide the highest standards of service. Identifies both internal and external customers; listens and asks questions to understand customers needs; provides services to customers in a respectful manner; makes the customer feel valued; strives to exceed customer expectations; follows through on service commitments; strives to understand and contribute to customer satisfaction measurements; takes responsibility to resolve customer concerns; identifies opportunities for service improvement; and/or makes the customer interaction a positive experience. Success through Teamwork Collaborates and builds partnerships through trust and the open exchange of diverse ideas and perspectives to achieve organizational goals. Asks for other s ideas and perspectives; offers and asks for help as needed; treats others with respect; listens before responding; communicates openly and honestly; keeps others informed; shows sensitivity to individual differences; treats others equitably; seeks to resolve team conflicts; encourages others; looks for ways to develop others and share knowledge; works with team members towards a common goal; supports group decisions; follows through on commitments to the team; and/or partners with others outside the team to achieve organizational goals. Organizational Excellence Takes ownership for excellence through ones personal effectiveness and dedication to the continuous improvement of our operations. Actively seeks process improvement opportunities; works effectively to meet or exceed goals; achieves results with focus on both efficiency and quality; supports and adapts to change; considers benefits and risks when making decisions; uses time and resources wisely; organizes and prioritizes work; is proactive; maintains and builds skills supporting effectiveness in position; demonstrates necessary job skills and knowledge; identifies own strengths and areas for improvement; seeks feedback; and/or learns from successes and failures. Dedication to Professionalism & Integrity Demonstrates and promotes fair, honest, professional and ethical behaviors that establishes trust throughout the organization and with the public we serve. Admits mistakes; tells the truth; takes responsibility for actions; reports concerns about inappropriate actions and/or behaviors; respects confidentiality; models professional behaviors; acts in the County s best interest; and/or represents self and organization accurately and honestly To score this section, add each rating. (Example: = 14) Sum for Section I 4

17 END-OF-TERM Section II: Employee Performance Expectations and Evaluation Rate the employee on each performance expectation using the Performance Rating Scale on page 1. Comments are required for each rating. Performance Expectations Comments on Performance Rating Scoring: To score this section, add each rating (Example: = 17) Sum for Section II 5

18 OVERALL PERFORMANCE RATING Sum from Competency Evaluation E-O-T (Section I) Sum from Performance Evaluation E-O-T(Section II) Total To score this section, add the sums from Section I and II. Divide the Total by the number of ratings given (do not count those you left blank). Round two decimal places. Example: Section I score = 14 Section II score = 17 Sum = 31 Divide= 31/9 TOTAL = 3.44 Suggested Rating Scale Numeric Range Rating Superior Commendable Meets the Standard Needs Improvement 2.49 and below Unacceptable EMPLOYEE S SUGGESTED OVERALL PERFORMANCE RATING: EMPLOYEE S FINAL OVERALL PERFORMANCE RATING: Rater: I hereby certify that the above Rating and Comments constitute my best judgment of the job performance of this employee and are based on personal knowledge of his/her work during the most recent rating period. Rater s Signature: Date: Employee: I hereby certify that I have received a copy of this performance report and that it has been discussed with me. My signature does not indicate agreement or disagreement with this report. Employee s Signature: Date: Employee s Comments: Reviewer: I hereby certify that I have carefully reviewed this report and discussed any inconsistencies/errors noted with the Rater. Reviewer s Signature: Date: Agency Head (or Delegate): I hereby certify that I have reviewed this report. I authorize the pay increase indicated on the front of this report. Agency Head Signature: Date: 6

19 HILLSBOROUGH COUNTY CIVIL SERVICE BOARD OFFICE Classified Performance Management Self-Evaluation Report Instructions: This form is used to summarize your personal accomplishments, achievements and other job-related activities during the current Review Period. It is recommended that you complete a Self- Evaluation Report prior to discussing your job performance with your supervisor at the Mid-Term and/or End-of-Term Meetings. Your Name: Date: Job Title: PRD: Rater's Name & Title: Agency/Department: 1. Significant Achievements (such as important deadlines met, improvements made in work flow, maintaining heavy workflow, etc.): 2. Educational and Training Achievements: 3. Awards & Commendations Received: 4. Major Projects Completed: 5. Other Achievements, Accomplishments and Significant Events/Actions: