HomeMy WebLinkAboutN-205 - Employee Performance Review CITY OF PASCO
ADMINISTRATIVE ORDERS
Administrative Order No. 205
Personnel Policies & Procedures
Subject: Employee Performance and Development Review Initial Effective Date:
December 17, 1987
Revised 8/18/1993 11/01/03 1/10/06 31U P8
A proved GC GC GC
The following Administrative Order is effective March 1, 2008 and supersedes Administrative
Orders No. 61 dated December 17, 1987, No. 61-A dated August 18, 1993, No. 61 dated
November 1, 2003 and No. 61 revised January 10, 2006.
I. PURPOSE:
This Administrative Order is issued to establish and maintain a uniform system for
employee performance and development review within the organization.
II. POLICY:
• All performance appraisals are to be fair and accurate, using the Standard Evaluation
Guidelines to properly evaluate employees. All performance appraisals are to be
conducted in a timely manner. Employee performance and development review shall be
made on the official city form designated for this purpose (Appendix A).
III. DEPARTMENTS AFFECTED:
All
IV. OBJECTIVES:
The objectives of employee performance and development review are to:
A. Provide an objective measure of job performance.
B. Provide for employee development/improvement.
C. Provide a formal means of communicating to employees regarding their
performance.
D. Provide a vehicle for identifying employees who are qualified (knowledge and
behavior) for advancement.
E. Serve as an objective measure for wage and salary determinations, including merit
pay (where applicable).
•
V. PROCESS/PROCEDURE:
A. Employee performance and development review shall be made on the official city
form designated for this purpose. See Appendix "A" attached to this
Administrative Order.
1. Performance evaluations are to be conducted by division or department
managers. In approved circumstances, first-line supervisors may be
authorized to conduct the evaluation. In such event, the department
manager will review the evaluation for concurrence and completeness.
2. The evaluator shall use the Standardized Evaluation Guidelines (Appendix
B) for scoring definitions.
3. All parts and sections are to be thoroughly completed and in compliance
with all written instructions. No parts are optional. Incomplete or
erroneously completed forms will be returned for completion or revision.
4. If the evaluation includes a rating below "meets standards" for Quality or
Quantity of work, a work plan will be prepared by the supervisor and the
step increase will be withheld for that evaluation period.
a. The purpose of the work plan is to assist employees to correct their
work performance or behaviors and to give managers/directors a
tool to track improvement or lack thereof. The written work plan
should be provided to the employee at the time of the evaluation or
shortly thereafter.
5. Following the evaluation meeting with the employee, the original
evaluation is forwarded to Human Resources and then to the City Manager
for signature.
a. A copy of the fully-signed evaluation will be provided to the
employee by Human Resources. The completed original evaluation
is kept in Human Resources for inclusion in the employee's
personnel file.
B. Evaluations shall be made in a timely manner.
1. Probationary evaluations shall be conducted within the last month of the
probationary period, for both new hire and promotion employees. The
completed review shall be to the City Manager no later than ten (10)
working days prior to the end of the probationary period.
2. Annual evaluations must be completed on all regular full- and part-time
employees. The evaluation shall be to the City Manager no later than ten
(10) working days prior to the employee's anniversary date of
employment for his/her current position.
3. Special_evaluations shall be completed and to the City Manager no later
than ten (10) days prior to the appropriate date due. Date due shall be
determined by the reason for the special evaluation.
4. Non-regular employee evaluations will be completed at the end of the
employee's work season or annually whichever is most appropriate for the
. position. Evaluators shall use Performance Review (Non-Regular
Employee Positions) form (Appendix C.)
Administrative Order No. 205: Employee Performance and Development Review
Page 2
• VI. COMPLIANCE/REVIEW:
A. The Human Resources Manager is responsible for monitoring of compliance with
this Order. S/He is also responsible for the orientation of all new
managers/directors to this Order.
B. The Employee Performance and Development Review policy and process shall be
brought forward to the management team on a regular basis, but no less frequently
than annually. The purpose of this is to assure continuous awareness and
improvements to the program.
Administrative Order No. 205: Employee Performance and Development Review
Page 3
CITY OF PASCO
PERFORMANCE AND DEVELOPMENT REVIEW
STATEMENT OF PURPOSE
As an employee of the City of Pasco, you have the right to know where you stand in relation to your
current job and your career. The Performance and Development Review focuses on key aspects of your
job performance. It permits your supervisor to assess your strengths and weaknesses, comment on your
overall level of achievement in fulfilling your position's responsibilities, recommend ways you can
improve your performances, and further develop your abilities.
This information is used to evaluate performance, to identify candidates for transfers and promotional
opportunities, and as a basis for salary reviews. It also helps you by providing valuable information
regarding your current level of performance and serves as a guide for your continued development and
success.
A copy of the review will be provided to you for your records. The original, which has been reviewed
by your Supervisor, Department Head, and City Manager, will be made part of your personnel file. If you
wish to comment on this review, you should use the form provided. It will become a permanent part of this
review.
• EMPLOYEE NAME: DATE:
DEPARTMENT: DIVISION:
DATE EMPLOYED: TIME IN POSITION: YEARS MONTHS
CURRENT
CURRENT POSITION: GRADE STEP
TYPE OF EVALUATION:
Reason for special evaluation:
DATE OF LAST EVALUATION:
APPENDIX A- -PAGE 1
SECTION I
WORK PLAN
*n1e:
Evaluation Period: From To
Rating Scale 1: Unacceptable 3. Meets Standards 5. Substantially Exceeds Standards
2:Needs Improvement 4. Exceeds Standards
Function#I
Performance Achieved Quality 1 2 3 4 5 Quantity 1 2 3 4 5
Function 42
Performance Achieved Quality 1 2 3 4 5 Quantity 1 2 3 4 5
APPENDIX A-. PACE 2
SECTION I
WORK PLAN
me:
Evaluation Period: From To
Rating Scale 1: Unacceptable 3. Meets Standards 5. Substantially Exceeds Standards
2: Needs Improvement 4. Exceeds Standards
Function#3
Performance Achieved Quality 1 2 3 4 5 Quantity 1 2 3 4 5
Function#4
Performance Achieved Quality 1 2 3 4 5 Quantity 1 2 3 4 5
APPENDIX A- -PAGE 3
SECTION I
WORK PLAN
*n1e:
Evaluation Period: From To
Rating Scale 1: Unacceptable 3. Meets Standards 5. Substantially Exceeds Standards
2: Needs Improvement 4. Exceeds Standards
Function #5
Performance Achieved Quality 1 2 3 4 5 Quantity 1 2 3 4 5
Function #6
Performance Achieved Quality 1 2 3 4 5 Quantity 1 2 3 4 5
APPENDIX A- -PAGE 4
SECTION II
NAME POSITION DEPARTMENT
EVALUATION PERIOD
FROM TO DATE EMPLOYED
Substantially
Needs Meets Exceeds. Exceeds
Unacceptable Improvement Standards Standards Standards
1 Qualt of Work
2 Quanti of Work
3 Accuracy
4 De endabili
5 Follow-Through
61 Following Instructions
7 Judgment
8 Punctuali
9 Thoroughness
1 10 Understanding of rob
11] Working with Others(em to ees/ ublic
121 Appearance
13 Attendance.
14 Conduct Toward,Job
15 Coo eration with Supervision'
16 Economy of Time
17 Initiative
18 Leadership
19 Neatness of Work
0 Qr ization
1 Versatility
APPROVALS:
EVALUATOR: DATE:
DIVISION MANAGER: DATE:
DEPARTMENT MANAGER: DATE:
�ITY MANAGER: DATE:
APPENDIX A- - PAGE 5
SECTION III
CAREER DEVELOPMENT
A. Note employee development accomplished during the current performance period.
(Include workshops, seminars, and classes completed or in progress, as well as any
awards, certificates, or degrees received.)
B. Evaluator's comments. (Note any job skills which may be further developed and how that
may be accomplished;note any actions to be taken to correct performance ratings in need
of improvement, including any appropriate timetables.)
Evaluator's Signature: Date:
Division Manager's Comments:
Division Manager's Signature: Date:
(if other than evaluator)
APPENDIX A- - PAGE 6
SECTION IV. COMMENTS AND SIGNATURES
Employee's Comments
(Optional)
• Please use this space to comment on any aspect of your review.
By signing below I, represent and hereby warranty that I possess a current and valid Washington
State Driver's license. I acknowledge that the City is justifiably relying upon this representation in
allowing me to operate any vehicle or it's equipment on behalf of the City.
I have reviewed and discussed this performance evaluation with my supervisor. I am aware that I
have the opportunity to comment on this evaluation in writing, and that my comments will become
part of the overall evaluation.
Employee's Signature Date
Department Manager's Comments
(optional)
Please use this space to comment on any aspect of this review.
Department Manager's Signature Date
City Manager's Signature Date
APPENDIX A- -PAGE 7
Additional comments:
APPENDIX A- -PAGE 8
Standardized Evaluation Guidelines
1. QUALITY OF WORK See Section H, work plan.
2. QUANTITY OF WORK See Section II, work plan.
3. ACCURACY
Substantially Exceeds Standards Great attention to detail. Exacting and precise.
Meets Standards Factual and correct. Concerned about errors and mistakes.
Unacceptable Inaccurate and careless. Routinely commits errors.
4. DEPENDABILITY
Substantially Exceeds Standards Highly reliable. Meets deadlines with efficiency and without
supervision. Willingness to do more than expected.
Meets standards Successfully completes assigned tasks with limited
supervision. Can usually be relied upon to perform
satisfactorily.
Unacceptable Requires constant supervision in performing tasks and has
difficulty completing work on time.
S. FOLLOW-THROUGH
Substantially Exceeds Standards Completes assignments without supervision. Extremely
thorough and reliable. Anticipates deadlines.
Meets Standards Completes projects with little or no supervision. Work is
accurate and timely.
Unacceptable Work is incomplete. Needs constant reminder of deadlines
to complete assignments.
6. FOLLOWING INSTRUCTIONS
Substantially Exceeds Standards Quickly understands instructions and follows through
without further supervision. Consults with supervisors
when deviating from instructions or confronting unusual
situations.
Meets Standards Accepts instructions, completes tasks with a minimum of
supervision, and asks for clarification when needed. Rarely
deviates from directions given.
Unacceptable Careless disregard for instructions. Deviates from
instruction without prior approval.
APPENDIX B - -PAGE 1
7. JUDGMENT
. Substantially Exceeds Standards Willing to make decisions within his/her area of
responsibility. Uses mature and factual reasoning to resolve
problems. Decisions are correct and prompt.
Meets Standards Capable of making correct decisions with assistance.
Provides responsible input in decision making process.
Unacceptable Lacks basic ability and/or refuses to look at problems and
choose right course of action.
8. PUNCTUALITY
Meets Standards Prepared to Start work On time.
Unacceptable Often late. Routinely extends break times. Fails to notify
supervisor when they are going to be late.
9. THOROUGHNESS
Substantially Exceeds Standards Extremely thorough with an eye for detail and a desire to see
the job done to completion.
Meets Standards Thorough and complete. Rarely misses the important
aspects of a task.
Unacceptable Work is shallow and incomplete. Routinely uses shortcuts,
missing obvious data relative to the task.
• 10. UNDERSTANDING OF JOB
Substantially Exceeds Standards Extremely knowledgeable with an ability to improvise during
problem situations. A source of information for fellow
employees.
Meets Standards Knowledgeable and confident. Can complete tasks with a
minimum of additional instruction.
Uracceptable Does not grasp the basic function of the job. Needs
continual instruction to complete a task.
11. WORKING WITH OTHERS (EMPLOYEES AND/OR PUBLIC)
Substantially Exceeds Standards Extremely amiable and cooperative. Communicates in a
professional, unbiased manner. Well received by fellow
employees and the public.
Meets Standards Courteous,friendly and even-tempered. Rarely disagreeable
or argumentative.
Unacceptable Unfriendly and lacking tact. Abusive, angry, disruptive and
quarrelsome.
is
APPENDIX B -. -PAGE 2
12. APPEARANCE
Meets Standards Properly dresses for the occasion. Well groomed, clean and
neat.
Unacceptable Routinely dresses inappropriately for the job involved.
Needs constant reminders to improve dress and hygiene.
13. ATTENDANCE
Substantially Exceeds Standards Extremely conscientious about reporting for work.
Meets Standards Employee seldom misses work.
Unacceptable Routinely absent.
14. CONDUCT TOWARD JOB
Substantially Exceeds standards Extremely positive and enthusiastic. Self motivated and
strives to excel.
Meets Standards A consistent, positive attitude. Rarely speaks negatively.
Seldom needs to be motivated.
Unacceptable Moody, complaining, and negative. Puts forth poor effort.
Uncooperative.
15. COOPERATION WITH SUPERVISION
Substantially Exceeds Standards Highly cooperative and communicative. Assists supervisors
regularly. A team player.
iMeets Standards Cooperates with and supports directions of supervisors.
Able to express concerns in a productive manner.
Unacceptable Openly defiant and/or critical. Disrespectful and/or insolent.
Disregards rules and instructions.
16. ECONOMY OF TIME
Substantially Exceeds Standards Always prioritizes and organizes work load. Extremely
efficient. Quantity and quality of work exceeds
expectations.
Meets Standards Completes assigned tasks in a timely manner. Works in
organized manner. Does not waste time.
Unacceptable Easily distracted, unorganized, unable to meet deadlines
without direction and encouragement. Poor use of time.
APPENDIX B - -PAGE 3
17. INITIATIVE
Substantially Exceeds Standards Recognizes tasks to be completed and successfully
accomplishes them without being told. Actively seeks out
additional work when assigned tasks are complete. Looks
for new and better ways to complete tasks. Willing to put in
extra time when necessary.
Meets standards Completes daily work. Makes suggestions to improve work
environment. Occasionally volunteers for additional job
assignments.
Unacceptable Rarely looks beyond own work assignment and shows little
interest in all but the most basic minimal task.
1$. LEADERSHIP
Substantially Exceeds standards Inspires confidence. Promotes group unity, morale, and
productivity. Readily accepts current and additional
responsibilities graciously and cheerfully.
Meets standards Respected by fellow employees. A good motivator. Will
assume responsibility as necessary.
Unacceptable Sets a poor example. Induces group complaints and low
morale. Shuns responsibility. Blames others.
19. NEATNESS OF WORK
Substantially Exceeds Standards Work is extremely neat and presentable.
Meets standards Rarely needs correction or improvement. Attention is given
to neatness and detail.
Unacceptable Work is lacking in neatness, appears sloppy. Routinely
needs to be redone.
20. ORGANIZATION
substantially Exceeds Standards Always well organized and prepared. Is prepared to handle
crisis situations. A methodical manager of time and work.
Meets standards A good organizer and planner. Rarely gets caught off-
guard.
Unacceptable Disorganized and confused. Unsystematic and easily
distracted.
21. VERSATILITY
Substantially Exceeds Standards Employee accepts responsibility and adapts to change with
minimal supervision. Extremely flexible. Quick to learn
new procedures.
Meets Standards Willing to learn new techniques. Unusually adaptive and
flexible.
Unacceptable Employee does not adapt well and/or is resistant to change.
Requires extra supervision to complete new tasks.
APPENDIX B -PAGE 4