HomeMy WebLinkAboutAO 61 Employee Performance Development Review 01102006 Superseded CITY OF PASCO
ADMINISTRATIVE ORDERS
Administrative Order No. 61
Personnel Policies & Procedures
Subject: Employee Performance and Development Review Initial Effective Date:
12/17/87
Revised 8/18/1993 11/01/03
Approved I GC GC
The following Administrative Order is effective January 10, 2006 and supersedes Administrative
orders No. 61 dated December 17, 1987, No. 61 -A dated August 18, 1993, and No. 61 dated
November 1 , 2003 .
L 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. 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).
IV. 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 13)
for scoring definitions.
City of Pasco
Administrative Order 61 : 1/10/06
Page 2
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 any rating below "satisfactory", the manager shall
consult with the Human Resources Manager prior to meeting with the
employee.
5 . Following the evaluation meeting with the employee, the original evaluation is
forwarded to Human Resources and thence to the City Manager for signature.
6. A copy of the review is to be provided to the employee. 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.)
V. 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.
Appendix C
City of Pasco
Performance Review
(Non Regular Employee Positions)
.me Position Department
Current: Grade Step
Evaluation Period: From To Date Employed
Date of Last Evaluation:
Substantially
Needs Meets Exceeds Exceed
Unacceptable Improvement Standards Standards Standards
1 Quality of Work
2 Quantity of Work
3 Accuracy/Thorougbness
4 Dependability
5 Following Instructions/Follow Through
6 Judgment
7 Punctuality
...
& 5
. - , t,,r rssr :
8 Understanding of Job
9 Working with Others
(employees/public/supervision)
10 Appearance rc g, _
I1 Attendance ` yuIWI =
2 Economy of Time
. 3 Initiative Leadership
14 Neatness of Work
15 Organization
16 Essential Functions of Job (List)
a.
b.
C.
Employee Comments
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 Signature Date
Evaluator Comments
Evaluator Date
Department Director Date
PERFORMANCE AND DEVELOPMENT REVIEW
Instructions to the Evaluator
Approximately one to two weeks prior to completing the performance evaluation, submit the
"Employee Questionnaire" to the employee. Do not fill out the evaluation form until the
questionnaire has been returned Request that it be completed and retumed in a timely manner.
Following is a brief explanation of how to administer each of the four sections in this review
packet. NOTE: the evaluation should be based on the performance expectation for the step
occupied by the employee during the evaluation period
SECTION I GENERAL PERFORMANCE FACTORS
By placing an (x) in the appropriate box, indicate the individual's
demonstrated capabilities in each of the categories shown. Items 1 and 2 must
be supported by the Work Plan (Section II).
SECTION II WORK PLAN
Please list the individual 's specific work objectives and/or major
responsibilities using the employee's job description as a guide. Indicate the
degree of Quality and Productivity. Each degree of achievement MUST be
supported by comments.
SECTION III CAREER DEVELOPMENT
A. Employee's Career Development
Indicate employee career development (training, etc.) that has been
accomplished during the current rating period. If none, indicate "N/A
this rating period".
B . Employee's Career Development Needs
List job skills which may be further developed and include specific
recommendations on how development can be achieved. If none,
indicate "N/A this rating period". List specific actions to be taken to
correct performance ratings in need of improvement. If none, indicate
"N/A this rating period".
SECTION IV COMMENTS AND SIGNATURES
The performance evaluation is to be discussed with the employee and he/she
shall be given the opportunity to comment on the evaluation (not on other
aspects of their job). The employee's signature shall be secured and the entire
evaluation forwarded to the next higher reviewing authority.
APPENDIX A - ADMINISTRATIVE ORDER #61 -A - PAGE 2
Employee Questionnaire
INSTRUCTIONS : Please answer the following questions. Be as specific as you can in
your answers. This information will aid in the completion of your
performance evaluation and help assure that both you and your
supervisor understand the duties and responsibilities of your position.
NOTE: This form is for your supervisor's information only, and will be returned to you after
the evaluation interview. IT WILL NOT BECOME PART OF YOUR PERSONNEL
FILE.
1. What do you see as the major duties and/or responsibilities of your job which are not
already reflected in your annual work plan? Should any be deleted from your work
plan?
a.
b.
C.
d.
e.
f.
2 . What training have you received during the past year?
3 . What assistance do you feel you need to make performance improvements (such as
equipment, supervisory assistance, training, facilities, etc.)?
Any other comments or suggestions about your job? Your department/division? (Use
back of form if necessary.)
Employee's Signature Date
APPENDIX A - ADMINISTRATIVE ORDER #61-A - PAGE 3
SECTION I
NAME POSITION DEPARTMENT
EVALUATION PERIOD
Fm : To: DATE HIRED:
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Refer to Standardized Evaluation Guidelines appendix "B"
APPROVALS:
EVALUATOR: DATE:
DIVISION MANAGER DATE:
DEPARTMENT MANAGER: DATE:
CITY MANAGER: DATE:
INTERPRETATION OF FACTORS
I . Quality: Consider whether employee consistently turns out high-grade work, a Emished product requiring few, if
any changes.
2 . Quantity: Consider quantity of work, the amount completed in a given period.
3 . Accuracy: Is the employee a skilled worker who seldom makes errors, or does he/she make frequent mistakes?
4 . Dependability: To what degree can the employee be relied upon to do what is necessary and expected? Does
he/she get work completed in a timely manner?
5 . Follow-Through: To what degree does he/she cam out an assignment? Does he/she require frequent prodding as
to results, or can you give an assignment and know it will be carried out?
6 . Following of Instructions: Consider whether employee follows directions or whether he/she deviates without
checking back. Is employee careless?
7 . Judgment: Consider degree to which he/she is capable of making sound and prompt decisions or offering of
opinions. Does this employee exercise common sense?
8 . Punctuality: Is he/she on the job at starting time and after lunch and coffee breaks or frequently late?
9 . Thoroughness: Evaluate this trait on the basis of whether the employee not only follows through on an
assignment but does so with sufficient detail. Does employee cover all aspects of an assignment, or does he/she
usually leave out some factor which must be followed up later?
10 . Understanding of Job: Consider how well the employee understands his/her job. Is the employee able to apply
his/her knowledge to recognizing and properly disposing of the exception?
11 . Working with Others: Consider whether the employee gets along well with co-workers, the general public or is
prone to quarrel and is difficult to work with or near.
12 . Appearance: Appraise this characteristic in relation to the type of work the employee is required to do and in
- . relation to others in the same or closely comparable work. Take into consideration whether public contact is required
in the work and the effect this factor has on those working with or near him/her.
13 . Attendance: Is the employee conscientious about reporting for work? (Is there a pattern to sick leave usage? Is sick
leave used regularly? Does the employee call in when sick?)
14 . Conduct Toward Job: Consider degree of enthusiasm toward individual's work as illustrated by his/her
industriousness and cooperation.
1s . Cooperation with Supervision: Consider whether he/she is frequently critical of his/her supervisor and
others in management. Is he/she agreeable without being a "yes" person? Is he/she cooperative with supervisory
personnel?
16 . Economy of Time: Does he/she use time effectively?
17 . Initiative: Consider whether employee seeks out additional work and makes suggestions as opposed to only a
perfunctory interest in his/her job.
18 . Leadership: Consider present or potential ability to motivate and inspire others, as well as how employee accepts
responsibility.
19 . Neatness of Work: Is dtis person's work in the finished form presentable or is it frequently necessary to have it
put into a more polished and acceptable condition? Bear in mind an individual can be neat and still be of inferior
quality or lacking in depth Neatness is not the same as quality, quantity or thoroughness.
20 . Organization: Consider planning ability for routine work, as well as ability to compensate for emergency.
2 Versatility: Is he/she flexible to change and capable of performing or learning duties unrelated to present function?
APPENDIX A - ADMINIS T RATIVE ORDER #61-A - PAGE 5
SECTION II
WORK PLAN
Name:
Evaluation Period: From to
Rating Scale 1: Unacceptable 3: Meets Standards 5: Substantially
2: Needs Improvement 4: Exceeds Standards Exceeds Stds.
Function #1
Performance Achieved Quality 1 2 3 4 5 Quantity 1 2 3 4 5
Function #2
Performance Achieved Quality 1 2 3 4 5 Quantity 1 2 3 4 5
Function #3
Performance Achieved Quality 1 2 3 4 5 Quantity 1 2 3 4 5
APPENDIX A - ADMINISTRATIVE ORDER #61-A - PAGE 6
SECTION II
WORK PLAN
Evaluation Period: From to Page 2
Function #4
Performance Achieved Quality 1 2 3 4 5 Quantity 1 2 3 4 5
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 - ADNIINISTRATIVE ORDER #61-A - PAGE 7
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 . Evaluators 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 - ADMINISTRATIVE ORDER #61-A - PAGE 8
SECTION IV. COMMENTS AND SIGNATURES
Employee's Comments
(optional)
Please use this space to comment on any aspect of your review.
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 Head's Signature Date
City Managers Signature Date
APPENDIX A - ADMINISTRATIVE ORDER #61 -A - PAGE 9
Standardized Evaluation Guidelines
1, QUALITY OF WORK See Section H, work plan.
2. QUANTITY OF WORK See Section R, 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.
5. 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 - ADMINISTRATIVE ORDER #61-A - 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.
4. 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.
=nacceptable 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.
Mecca standaras Courteous, friendly and even-tempered. Rarely disagreeable
or argumentative.
Unacceptable Unfriendly and lacking tact. Abusive, angry, disruptive and
quarrelsome.
APPENDIX B - ADMINISTRATIVE ORDER #61-A - 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.
Meets 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 - ADMINISTRATIVE ORDER #61-A - 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.
18. 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 - ADMINISTRATIVE ORDER #61-A - PAGE 4