Memo - Performance Evaluation System
ADMINISTRATIVE SERVICES:
OFFICE OF THE CITY MANAGER
MEMORANDUM
TO:
FROM:
MEETING DATE:
SUBJECT:
Honorable Mayor and Members of the Cit~fou~Cil
Rick Getschow, Hopkins City Manager !~
November 9, 2005
Performance Evaluation System
Background:
A Performance Evaluation Committee was formed this summer to evaluate the
performance evaluation system in the City of Hopkins. The Committee has
almost completed its work on a new performance evaluation system to be used
throughout the City of Hopkins. The Committee is continuing to fine-tune the
system and issues surrounding it as we lead up to its planned implementation in
January 2006. At this time, the Committee would like to update the City Council
on the work that has been done.
As the Committee began to undertake its work, there was consensus on several
issues as it relates to performance appraisals. The issues included:
. The performance evaluation process should be a positive experience.
It should not be something to fear or to be considered purely as a
discipline tool. Several comments were made that the evaluation
process has been positive for some people, but this needs to be an
area of emphasis.
. Evaluations are not done consistently across city departments. This
needs to be improved.
. Committee should explore the use of 360 degree evaluations. Let the
employee also provide feedback on the supervisor.
. The merit pay system needs to be evaluated and possibly overhauled.
There are incentives other than money available to motivate and
reward employees for performance.
. Employee orientations need to be addressed and possibly improved.
. Internal customer service and teamwork should be important elements
of the evaluations.
. The evaluation forms may be more complex and complicated than
necessary. A review of other city evaluation forms will occur. A
revision to our forms may be necessary.
. Training is needed for those supervisors conducting evaluations.
. Overall, the city's performance appraisal policy looks good and may
not need to be revised. However, the performance evaluation system
and how it is currently being implemented needs to be improved.
The P.E. Committee was then charged with addressing the issues noted above.
Newly revised forms have been created for a new performance evaluation
system that includes peer reviews and the ability for an employee to provide
feedback on his or her supervisor.
Members of the P.E. Committee will be present at the work session to provide
information on the new system and will answer any questions that the Council
may have.
ENCLOSURES:
1. Current Performance Appraisal Policy (will need revision)
2. New Draft Performance Evaluation Form
3. New Draft Supervisor Performance Evaluation Form
4. New Draft Peer Evaluation Form
5. Self-Appraisal Form
Note: the Performance Evaluation form for Public Works is identical to the regular form with the
inclusion of one other area that relates to safety and use of heavy equipment.
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
ADMINISTRATIVE POLICY 8-B
PERFORMANCE APPRAISAL POLICY
TABLE OF CONTENTS
I. PURPOSE................................................................................................................................................................ 1
2. PHILOSOPHY ........................................................................................................................................................ I
3. PROCEDURES ....................................................................................................................................................... 2
4. DEFINITIONS ........................................................................................................................................................ 5
5. SUGGESTED EVALUATION TECHNIQUES ..................................................................................................... 9
6. SUGGESTED COUNSELING TECHNIQUES .................................................................................................... 10
Administrative Policy Manual -- Chapter 8-B I
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
1. PURPOSE
1.01 It is the policy of the City of Hopkins to periodically evaluate or appraise the performance of
each employee. This policy is established to:
a. determine ways in which the employee's performance can be strengthened;
b. evaluate employee potential for future growth within the City, and to determine needed
training;
c. communicate expected performance for the next performance period; and
d. serve as a basis for salary action.
1.02 In addition to this set of regulations, employees may be subject to departmental regulations
and policies. The City Manager may also issue interim rules and guidelines.
1.03 The provisions of the City of Hopkins Performance Appraisal Policy are only general
guidelines, and nothing in these policies establishes a contract or promise of employment or
specific terms of employment between employees and the City.
1.04 Management reserves the right to make any changes at any time by adding to, deleting, or
changing any existing policy. Management may vary from these policies if, in its opinion,
circumstances require.
2. PHILOSOPHY
2.01 The City of Hopkins is committed to the concept of supervisor and employee jointly
establishing performance goals at the beginning of each performance period. Scheduled
reviews during the performance period and a summary analysis at the end of the period
should provide:
a. direction toward the achievement of goals;
b. an indication of short-term and long-term development potential and requirements;
c. a basis for plarming the following period's targets; and
d. a basis for appropriate salary adjustment.
2.02 The process also ensures that the supervisor and employee periodically communicate with
each other about:
a. the nature of the job;
b. positive as well as negative deviations from expectations, and appropriate actions that
might be taken;
c. relationships with citizens and other departments; and
d. blockages and obstacles to satisfactory performance.
Administrative Policy Manual -. Chapter 8-B 1
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
2.03 The City of Hopkins' Performance Appraisal program is designed to focus on
performance in a fair and uniform fashion, unbiased as to race, age, sex, creed or national
origin.
3. PROCEDURES
The following describes the procedure for conduct ofthe Performance Appraisal process:
3.01 Probationary Employees:
At the time of hire or shortly thereafter (maximum of 60 days for management and
professional employees) the supervisor and the new employee should jointly:
a. review the Job Description/Time Spent Profile for the employee's position;
b. identify the Critical Job Elements* in the job that defines the majority of job content;
c. establish the Standards ofPerformance* or Objectives* for each Critical Job Element
for the probationary period; and
d. agree to a periodic schedule for reviewing results achieved compared to Standards
and/or Objectives.
During the probationary period, the supervisor and employee should meet as scheduled,
or more often as necessary, to review results, agreeing to corrective actions which might
be needed. (Objectives might also be changed as a result of unforeseen occurrences, but
such changes should be limited.)
Prior to the end of the probationary period, a formal review should take place, in which
all Objectives/Standards are evaluated. The purpose of this is to:
a. determine whether the employee has successfully completed the probationary period;
b. establish agreement as to the quality of performance;
c. determine knowledge and or skill areas that need refinement and agree on an action
plan; and
d. provide a basis for plarming future performance.
e. provide a basis for salary adjustment, if appropriate.
A Performance Evaluation Form* is to be completed by the supervisor, signed by the
employee, and submitted to the City Manager, along with a Personnel Action Form, if
salary action is required.
*See Definitions following this section
3.02 Non'probationary Employees:
On an annual basis the supervisor and employee should go through a performance
planning session and formal review in which they:
a. review the Job Description/Time Spent Profile and Critical Job Elements, modifying
as necessary; and
b. establish Performance Standards/Objectives and appropriate review points for the
following performance year.
Administrative Policy Manual -- Chapter 8-B 2
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
The formal review should:
a. establish agreement as to the quality of performance during the past year;
b. determine knowledge and or skill areas that need refinement and agree on an action
plan;
c. provide a basis for plarming future performance; and
d. provide a basis for salary adjustment, if appropriate.
A Performance Evaluation Form will be completed by the supervisor, signed by the
employee, and submitted to the City Manager, along with a Personnel Action Form, if salary
action is required.
3.03 Transfers:
If an employee is transferred from one supervisor to another during the performance period,
the previous supervisor should complete a Performance Summary for the portion of the year
that the employee reported to them. The acquiring supervisor should take this data into
consideration when conducting the annual review. The employee's performance period and
anniversary date may be changed.
3.04 Promotion:
In the case of promotion, the employee's performance should be reviewed as of the date the
promotion becomes effective. A salary action (prorated to the amount of the performance
year completed) may be taken, and combined with whatever promotional increase is
considered appropriate. The employee's performance period now is based on the date of the
promotion, and the planning/review process is carried out through this newly established
performance year.
3.05 New Supervisors
When a supervisor is promoted, or ceases to be employed by the City, there will be no
evaluations of that supervisor's employees until six months after a new supervisor has
started. The new supervisor shall make a reasonable effort to conduct evaluations of all
employees whose evaluations were due but not completed after the previous supervisor left
the position.
Any step increases scheduled during the period when evaluations are not taking place, will
be made automatically without an evaluation. If an interim supervisor is appointed, this
supervisor may document performance but shall not conduct a performance evaluation.
Employees will be eligible for merit pay at the six month evaluation and at the next regularly
scheduled evaluation date.
Administrative Policy Manual -- Chapter 8-B 3
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
3.06 The Process
The performance appraisal process is the application of performance standards to past
performance. In appraising an employee, these are the basic levels of performance:
a) Unsatisfactorv is that level of performance that consistently falls below the requirements
of the job. Most aspects ofthe employee's performance are below adequate standards.
Employee regularly violates work related behaviors.
b) Below Expectations is erratic performance that falls below the requirements of the job.
It does not mean that every aspect of the employee's performance is below adequate
standards but that, in general, the employee does not meet minimum expectations and
requirements.
c) Meets Expectations is that level of performance that is considered adequate to meet the
requirements ofthe job. Some day-to-day variation is to be expected and may range, on
occasion, from poor to very good. For the most part, however, meets expectations
represents satisfactory performance that would be neither consistently below nor superior
to what is necessary to do the job.
d) Exceeds Expectations is reserved for the employee who consistently surpasses standards
of adequate performance. Individuals who consistently do a good job should be rated
"meets expectations," not "exceeds expectations." An occasional instance of superior
performance is not sufficient justification for an "exceeds expectations" rating. "Exceeds
expectations" performance requires that the employee has consistently exceeded the
supervisor's expectations for adequate or "meets expectations" performance.
3.07 Review:
All performance appraisals should be reviewed by the supervisor of the employee who has
made the appraisal. Department Heads should review the appraisals made by the supervisors
in their department. The City Manager should review the appraisals made by the
Department Heads.
3.08 Appeal
If an employee disagrees with his/her rating and so indicates on the appraisal form, the
supervisor will inform the employee that he/she may appeal the appraisal to the Department
Head.
If an employee wishes to appeal, the appeal must be in writing and state the reasons for the
appeal and the points of disagreement. This appeal must be submitted within ten (10)
working days after the employee has signed the appraisal. The Department Head has ten
(10) working days to investigate the appeal and respond to the employee in writing of the
findings.
Administrative Policy Manual-- Chapter 8-B 4
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
If the employee disagrees with the findings of the Department Head, or if the Department
Head was responsible for the original performance appraisal, the employee may appeal, in
writing within ten (10) working days, to the City Manager, again stating the reasons for the
appeal. The City Manager will have ten (10) working days to respond in writing to the
employee. The City Manager's decision is final.
4. DEFINITIONS
4.01 Performance Evaluation Form
The Performance Evaluation Form consists of;
a. Personnel Data and Instructions
b. Identification of Critical Job Elements
c. Evaluation of Standards and Objectives
d. Work Related Behaviors worksheet
e. Overall Performance Rating
4.02 Critical Job Elements
Critical Job Elements describe the major elements of the position. (Typically three to five
areas, though more complex jobs may have more, and less complex jobs fewer.) For
example, the following might be Critical Job Elements for such jobs as:
S ecretarv
o typing
o file maintenance
o prepare for meetings
Park Supervisor
o work plarminglevaluation
o supervise landscape maintenance
o supervise parks, beach and
grounds projects
Administrative Policy Manual -- Chapter 8-B
Police Officer
o maintain/restore public order
o perform emergency service
o investigate crime
Planner
o review development plans
o present reports to the Zoning and
Planning Commission & Council
o provide information
5
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
4.03 Activities
Critical Job Elements are composed of Activities. Each Critical Job Element will group
major Activities into naturally related topics. For example, the following might be Activities
related to the CJEs specified:
S ecretarv
CJE - Prepare for Meetings
Activities:
(1) Coordinate agenda items and information from department
(2) Draft tentative agenda
(3) Collect, assemble, and distribute information packets
Police Officer
CJE - Investigate crime
Activities:
(1) Interview persons such as witnesses, victims, and specialists
(2) Interrogate suspects
(3) Take sworn statements
(4) Conduct searches
(5) Photograph evidence
(6) Complete investigative reports
Park Supervisor
CJE - Supervise parks, beach and grounds projects
Activities:
(1) Schedule personnel
(2) Schedule material
(3) Resolve problems
(4) Monitor progress
Administrative Policy Manual -- Chapter 8-B 6
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
Planner
CJE - Provide information
Activities:
(1) Provide general planning-related information to the public
(2) Respond to questions from citizens, developers, etc. on interpretation of the Zoning
ordinance.
(3) Provide information to other departments
4.04 Objectives
Objectives are specific, expected achievements whose accomplishment can be objectively
determined. Objectives typically relate to the completion of a project which has a finite
time-frame, and typically are related to changed methods of providing service, improvement
in operating procedures, innovations in service provision, problem resolution, or personal
growth and development.
The accomplishment of objectives may be measured in such terms as cost, quantity, quality,
and completion against deadlines. To be useful as a communications vehicle between
supervisor and employee, they must be:
a. relevant to the job at hand;
b. realistic in terms of being able to be accomplished;
c. challenging; and
d. controllable by the employee.
Objectives are normally the chosen basis for performance appraisal for more varied and
complex positions, though occasionally objectives may be set to change the level of
performance in a critical job element typically measured by Performance Standards.
The following illustrate objectives for a variety of positions:
S ecretarv
CJE - Prepare for Meetings
Objectives:
(1) Utilize new computer system to produce agendas by March 1.
Police Officer
CJE - Investigate crime
Objectives:
(1) Reduce unsolved cases by 10% during the next year.
Administrative Policy Manual-- Chapter 8-B 7
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
Park Supervisor
CJE - Supervise parks, beach and grounds projects
Objectives:
(1) Train all employees on new automated trash collector by May 1
Plarmer
Activity - Provide general planning-related information to the public
Objectives:
(1) Prepare 3 newsletter articles concerning commonly asked questions during the next
year.
4.05 Performance Standards
Performance Standards are more appropriate for jobs characterized by routine and by limited
complexity. They tend to focus on the way the job is done, on a regular basis and over a
long period of time. Performance Standards change infrequently. They typically reflect the
level and nature of performance that is expected from a competent employee working at a
normal pace under usual daily circumstances.
Performance Standards should represent the important routine activities of the job. Like
Objectives, they may be measured by such factors as cost, quantity, quality, and the meeting
of scheduled deadlines. Also, like Objectives, they must be job-relevant, specific, realistic,
challenging, and under the employee's control. Higher-level jobs may have certain routine
aspects, and if they are important, it is appropriate to set Performance Standards for them.
Illustrative Performance Standards follow:
Secretarv
CJE - Prepare for Meetings
Performance Standards:
(I) Distribute agendas two weeks prior to the meeting
Police Officer
CJE - Investigate crime
Performance Standards:
(1) Have initial report completed within 24 hours
Administrative Policy Manual-- Chapter 8-B 8
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
Park Supervisor
CJE - Supervise parks, beach and grounds projects
Performance Standards:
(1) Have personnel schedule prepared by Monday morning
Planner
CJE - Provide information
Performance Standards:
(1) Make initial response to inquiries by end of working day
4.06 Work Related Behaviors
Work Related Behaviors consist of the basic behaviors that are expected of all employees.
The maximum rating in this section is Meets Expectation.
5. SUGGESTED EVALUATION TECHNIQUES
5.01 There are several guides that supervisors should following making their evaluation more
objective, accurate and subject to better reception by the employee:
a. Communicate your expectations in advance.
b. Appraise performance for the entire period.
c. Keep the appraisal job related.
d. The employee must participate.
e. Avoid the "halo effect."
f. Use descriptive statements to support your evaluations.
1. Communicate vour expectations in advance. Explain your expectations regarding the
employee's performance at the beginning of each review period. It would be highly
desirable to review the performance evaluation form with the employee and explain
how it will be used in evaluating performance in advance of the appraisal. No
employee can be expected to meet performance expectations or standards of which
he/she is not aware.
2. Appraise performance for the entire period. Since the appraisal period covers several
months, notations should be made by the supervisor routinely of significant incidents
of good and bad performance as they relate to each employee. These critical incidents
can highlight performance over the entire rating period and serve to support your
evaluations on the evaluation forms. You should be careful not to let the most recent
performance dominate your appraisal of an individual. It is the supervisor's
responsibility to make his/her employees aware that he/she has documented the
incidents and inform them that such documentation is available for the employee to
reVIew.
3. Keep the appraisal iob related. Remember that you are evaluating the employee's
Administrative Policy Manual -- Chapter 8-B 9
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
performance ofthe job responsibilities. Don't let your attitude toward the individual or
his/her personal attitudes (that is e.g., personality, looks, age, seniority, etc.,) bias your
evaluation. Evaluate the individual's performance against the factors and standards on
the form in as objective a marmer as possible.
4. The employee must participate. Having the employee participate in the appraisal
process provides the supervisor with an opportunity to learn and benefit, and improves
the resulting appraisal. Before the appraisal, have the employee fill out the Self-
Appraisal Form. Discuss this form with the employee. During the interview, the
supervisor may choose to alter his/her appraisal after the employee provides him/her
with additional information and insights regarding the employees performance.
5. A void the "halo effect". This is the tendency for a supervisor to allow the evaluation
of an employee's performance on one factor to unduly influence the rating on other
factors. No matter how important a particular factor may be, don't let it influence your
evaluation of the employee's performance on other factors. Ask yourself the question,
"Am I evaluating the employee's performance against each factor and standard, or am I
rating one factor nine times?"
6. Use descriptive statements to support your evaluations. Describe the performance on
which you base your evaluations rather than making judgmental comments about it,
especially if the performance is unsatisfactory. For example, in evaluating an
employee's working relationship with others, rather than stating he/she is a "lousy
listener," describe the performance on which that judgment is based. Descriptive
comments can communicate more useful information to the employee and are much
easier for him/her to accept than judgmental remarks.
6. SUGGESTED COUNSELING TECHNIQUES
6.01 The appraisal interview is the culmination of the evaluation process. The interchange
between supervisor and employee regarding the individual's performance and improvement
needs can be the most valuable aspect of the appraisal. The employee will certainly consider
the appraisal discussion to be of the highest importance since it concerns his/her
performance and progress with the City.
6.02 In preparing for this important interchange, a supervisor should benefit from the following
practices which both experience and research have proven useful:
a. Plan the appraisal interview in advance.
b. Set aside a time and place for the evaluation.
c. Listen to the employee during the interview.
d. Concentrate on using the evaluation to help the employee.
e. Don't surprise the employee.
f. Use the evaluation to plan for the future.
Administrative Policy Manual-- Chapter 8-B 10
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
1. Plan the appraisal interview in advance. Define your objectives for the interview and
outline the key points you wish to cover. Allow the employee enough time to
complete and return the Self-Appraisal Form prior to the interview. Make sure that the
employee understands that the purpose of the appraisal is not to grant or withhold pay
raises, but to promote common understanding of the work objectives and to provide
the employee with feedback that the supervisor feels will be of benefit in his or her
personal growth and advancement with the City.
2. Set aside a time and place for the evaluation. Plan and schedule the interview for a
time and place which will give you and the employee privacy and allow your
undivided attention to be devoted to the subject.
3. Listen to the emplovee during the interview. Encourage the employee to speak his/her
mind concerning any portion of the appraisal which he/she feels is incorrect or unfair.
It is especially important to listen to the employee immediately after negative feedback
has been given. After receiving negative feedback, when it is judgmental rather than
descriptive, an employee will generally become defensive to some extent and need to
react and explain. Recognize this need and listen. The more the employee talks, the
more the defensiveness will diminish and he or she will be willing to look at the
situation more objectively and accept your evaluation.
4. Concentrate on using the evaluation to help the enlPlovee. Your attitude and interest
regarding the employee is more important than any counseling technique you might
use. If the employee sees that your prime objective is to help him or her to a better
job, the appraisal is on its way to a successful result. If you put yourself in the role of
a judge and the employee is the defendant, the appraisal will, in all likelihood, be a
waste of time.
5. Don't surprise the emplovee. The appraisal interview should not be the only time
during the period that you talk with the employee about his or her performance.
Appraisal, to be effective, must be continuous. The appraisal interview should be a re-
statement and summarizing of previous appraisals. Feedback, favorable or
unfavorable, about performance is more effective when it immediately follows the
performance. Don't wait until January to tell the employee he or she has been
performing poorly on a particular factor since July.
6. Use the evaluation to plan for the future. Together with the employee establish and
agree upon objectives for the next appraisal period.
6.03 The elements of a sound performance evaluation and counseling program have been
provided to the supervisors and employees. The prime factor in obtaining the best results of
the performance evaluation is the supervisor's fair, impartial and sincere desire to help the
employee grow and advance with the City. The performance evaluation process can either
be the key link in the supervisor - employee relationship or it can be a periodic source of
irritation, depending on the way it is used. Periodic performance evaluation and counseling
is the very best method available in improving relationships with employees and helping
them to fulfill their needs for satisfactory recognition and growth.
Established: 11/1/89
Revised: 6/15/98
Administrative Policy Manual-- Chapter 8-B II
on
Employee Performance Evaluati
to
from
06
Evaluation period
o 3 months
o Other (explain briefly)
o Annua
o Step
o Prom
months
Type
OUTSTANDING
Excellence is the standard; the
individual offers usable
suggestions to improve work
processes, service and results.
EXCEEDS EXPECTATIONS
Performs most essential job
functions expertly and others well;
maintains highest quality
standards. Turns out excellent
work.
ACHIEVES EXPECTATIONS
Performs the essential functions of
the job accurately and completely
and efficiently. Meets accepted
quality standards. Needs very little
checking.
REQUIRES IMPROVEMENT
Does not routinely perform essential
functions of job completely and
properly. Does not meet accepted
quality standards. Work frequently
needs checking.
Comments
OUTSTANDING
Unusually high output of work.
Works to increase productivity.
EXCEEDS EXPECTATIONS
Completes tasks ahead of
deadlines and finds additional
work without direction.
ACHIEVES EXPECTATIONS
Completes daily tasks without
close supervision. Meets
deadlines. Informs supervisor of
task problems related to meeting
deadlines.
REQUIRES IMPROVEMENT
Does not routinely complete tasks
on time. Requires close supervision.
Consistently needs help to complete
tasks or meet deadlines.
1
Employee Evaluation
Comments
DRAFT 9/6/2005
OUTSTANDING
Promotes support of the city.
Regularly participates in City
activities
ATTITUDE
EXCEEDS EXPECTATIONS
Builds morale of others -
consistently encourages others to
see issues from a positive view.
ACHIEVES EXPECTATIONS
Accepts and supports decisions
and assignments regardless of
personal position. Represents the
City in a positive manner.
REQUIRES IMPROVEMENT
Shows minimal interest in helping
others. Does not accept responsibility
for actions. Does not represent the
City in a positive manner.
Comments
OUTSTANDING
Demonstrated knowledge of work
is outstanding based on current
requirements of the position. Also
has sufficient knowledge to assist
other employees.
EXCEEDS EXPECTATIONS
Employee works to increase
knowledge on his or her own
ACHIEVES EXPECTATIONS
Has expected level of job
knowledge and demonstrates it
based on the current
requirements of the position
REQUIRES IMPROVEMENT
Knowledge of job needs to improve
based on current requirements of
position.
Employee Evaluation 2
DRAFT 9/6/2005
Comments
who
OUTSTANDING
Extremely reliable worker
requires minimal supervision.
EXCEEDS EXPECTATIONS
Available for special duty and
emergency call ins.
ACHIEVES EXPECTATIONS
Prepared to work at scheduled
time. Mindful of others when
scheduling shifts and time off.
REQUIRES IMPROVEMENT
Not prepared to work at scheduled
time or slow to start. Abuses breaks.
Unavailable for emergency calls
and/or special duty. Requires
additional supervision. Frequent
unscheduled absences.
Comments
OUTSTANDING
Anticipates and prevents potential
problems. Independently seeks out
opportunities to learn and grow.
Pro-actively thinks ahead of and
outside of defined responsibilities.
ACHIEVES EXPECTATIONS EXCEEDS EXPECTATIONS
Begins tasks without direct I Acts to produce more efficient
supervision. Occasionally has new productive or economical
ideas. methods and procedures. A "Self
Starter" who generates work and
takes on additional
responsibilities
REQUIRES IMPROVEMENT
Often unable or unwilling to begin
and complete tasks without direct
supervision.
Employee Evaluation 3
Comments
DRAFT 9/6/2005
OUTSTANDING
Considers impacts of decisions
on other divisions and
departments and the City as a
whole.
JUDGMENT
EXCEEDS EXPECTATIONS
Uses sound judgment.
Demonstrates ability in making
non-routine decisions that positively
impact the work of others.
ACHIEVES EXPECTATIONS
Makes good judgments in the
course of working. Routine
decisions made are in accordance
with established policies and
practices. Recognizes and learns
from mistakes.
REQUIRES IMPROVEMENT
Makes errors in judgment that result
in waste and/or aborted projects or
fails to make decisions within a
reasonable amount of time. Unable
to foresee implications of an action
or a decision.
Comments
OUTSTANDING
Goes out-of-the-way to resolve
service issues. Consistently
resolves problems without
assistance from su~ervisors
EXCEEDS EXPECTATIONS
Exceptionally courteous and wel
mannered. Projects positive image
of City in public contacts.
ACHIEVES EXPECTATIONS
Usually maintains courteous,
effective relations.
REQUIRES IMPROVEMENT
Creates problems in outside
contacts. Has difficulty in dealing
with public.
Employee Evaluation 4
Comments
DRAFT 9/6/2005
OUTSTANDING
Works actively to improve
relationships/morale. Volunteers
for and participates in employee
committees.
EXCEEDS EXPECTATIONS
Builds strong working relationships.
Uses strong people skills when
dealing with difficult situations. Very
cooperative
ACHIEVES EXPECTATIONS
Gets along well with others - Able
to work positively with others on
projects with minimal difficulty.
Supports goals of department and
City.
REQUIRES IMPROVEMENT
Does not get along with others - too
frequently is argumentative,
uncooperative or has conflicts.
Unwilling to accept decisions that
are in City's best interest.
Comments
OUTSTANDING
Uses strong communications
skills to resolve conflicts and
misunderstandings
EXCEEDS EXPECTATIONS
Uses communications as a tool to
get results. Skilled at listening to
others.
ACHIEVES EXPECTATIONS
Clear and concise-rare
misunderstandings. Listens well
and comprehends meaning of the
conversation. Seeks clarifications
REQUIRES IMPROVEMENT
Often unclear Frequent
misunderstanding. Does not listen
well. Behavior discourages
communication
Employee Evaluation 5
DRAFT 9/6/2005
Comments
List goals established at the employee's last appraisal meeting. Rate the accomplishment of those goals. A - Achieved/NA - Not Achieved. If
goals were not met, indicate why.
Goals for This Appraisal Period Comments A/NA
1.
2.
3.
4.
';:~: ,~~- .. "" "; ...... MISSION RELATED 'GOALS FOR.:THIS.APPRAISALPER.IOD
List the ndividual's goals established at the employee's last appraisal meeting relating to the City's Mission Statement.
Partnering with the Community to enhance the quality of Life. Inspire, Educate, Involve, Communicate
Rate the accomplishment of those goals. If goals were not met, indicate why.
Goals for This Appraisal Period Comments A/NA
1.
2.
3.
4.
DRAFT 9/6/2005 Employee Evaluation 6
Together, the employee and supervisor establish and list goals for next appraisal period, along with timelines for achievement.
Goals for Next Appraisal Period Timeline
1.
2.
3.
4.
I . MISSION RELATED GOALS\ F.ORTHE NEXT Af'!PRAI"SAL PERIOD, j
:::~:;, ;i" .:, ~"
; "",~ "r:,
Together, the employee and supervisor establish and list the employee's Mission related goals for next appraisal period, along with timehnes for
achievement.
Goals for Next Appraisal Period Timeline
1.
2.
3.
4. I
DRAFT 9/6/2005 Employee Evaluation 7
OVERVIEW
ths
Areas for further develo~ment
Accom ~I ishments/stren
The overall rating is not an averaging of the individual ratings, but is rather the one which best describes the employee's
overall performance. The overall performance rating should reflect adherence to the organization's goals and values, performance in
the specific job responsibilities, and accomplishment of employee goals. Check the rating that best describes the employee's overall
performance.
o Exceeds Expectations
o Outstanding
mprovement
o Achieves Expectations
o RequIres
If a REQUIRES IMPROVEMENT rating is given, a work plan for
Employee Evaluation 8
rating
the employee's overal
Supervisor's explanation
Supervisors are required to comment below on
improvement must be included as well.
Employee comments
DRAFT 9/6/2005
EmplOyee E~3\u3tiO\\
Date'.
Date'.
oate'.
ro\lOW-UP session? 0 '{eS 0 NO Date and iifl\e:
\ bavo d'scussed tb'S .,,\...on "",, tne "np10"'"
SLlper-JisorlDi\Jision \-lead Signature'. - -
I bavo ",ad tb'S ."luation and dlscusse- It ",,,, "" sUpe'"IsO"
cfl\pIOyee'S Signature'.
Reviewed p)f:
oepartfl\ent \-lead:
on
Supervisor Performance Evaluati
to
from
D 6 months
Evaluation period
D 3 months
D Other (explain briefly)
D Annua
D Step
D Prom
Type
GENERAL WORK STANDARDS
OUTSTANDING
Excellence is the standard; the
individual offers usable
suggestions to improve work
processes, service and results
EXCEEDS EXPECTATIONS
Performs most essential job
functions expertly and others well;
maintains highest quality
standards. Turns out excellent
work.
ACHIEVES EXPECTATIONS
Performs the essential functions of
the job accurately and completely
and efficiently. Meets accepted
quality standards. Needs very little
checking.
REQUIRES IMPROVEMENT
Does not routinely perform essential
functions of job completely and
properly. Does not meet accepted
quality standards. Work frequently
needs checking
Comments
OUTSTANDING
Unusually high output of work.
Works to increase productivity.
1
Supervisor Evaluation
EXCEEDS EXPECTATIONS
Completes tasks ahead of
deadlines and finds additional
work without direction.
ACHIEVES EXPECTATIONS
Completes daily tasks without
close supervision. Meets
deadlines. Informs supervisor of
task problems related to meeting
deadlines.
REQUIRES IMPROVEMENT
Does not routinely complete tasks
on time. Requires close supervision.
Consistently needs help to complete
tasks or meet deadlines.
Comments
DRAFT 9/6/2005
city.
City
OUTSTANDING
Promotes support of the
Regularly participates in
activities
EXCEEDS EXPECTATIONS
Promotes support of the city. Builds
morale of others - consistently
encourages others to see issues
from a positive view.
ACHIEVES EXPECTATIONS
Accepts and supports decisions
and assignments regardless of
personal position. Represents the
City in a positive manner.
REQUIRES IMPROVEMENT
Shows minimal interest in helping
others. Does not accept responsibility
for actions. Does not represent the
City in a positive manner.
Comments
OUTSTANDING
Demonstrated knowledge of work
is outstanding based on current
requirements of the position. Also
has sufficient knowledge to assist
other em[Jlove
EXCEEDS EXPECTATIONS
Employee works to increase
knowledge on his or her own
ACHIEVES EXPECTATIONS
Has expected level of job
knowledge and demonstrates it
based on the current
requirements of the position
REQUIRES IMPROVEMENT
Knowledge of job needs to improve
based on current requirements of
position
Supervisor Evaluation 2
DRAFT 9/612005
Comments
who
OUTSTANDING
Extremely reliable worker
requires minimal supervision.
EXCEEDS EXPECTATIONS
Available for special duty and
emergency call ins.
ACHIEVES EXPECTATIONS
Prepared to work at scheduled
time. Mindful of others when
scheduling shifts and time off.
REQUIRES IMPROVEMENT
Not prepared to work at scheduled
time or slow to start. Abuses breaks
Unavailable for emergency calls
and/or special duty. Requires
additional supervision. Frequent
unscheduled absences.
Comments
OUTSTANDING
Anticipates and prevents potential
problems. Independently seeks out
opportunities to learn and grow.
Pro-actively thinks ahead of and
outside of defined responsibilities
ACHIEVES EXPECTATIONS EXCEEDS EXPECTATIONS
Begins tasks without direct I Acts to produce more efficient
supervision. Occasionally has new productive or economical
ideas. methods and procedures. A "Self
Starter" who generates work and
takes on additional
res~onsibilities
REQUIRES IMPROVEMENT
Often unable or unwilling to begin
and complete tasks without direct
supervision.
Supervisor Evaluation 3
Comments
DRAFT 9/6/2005
OUTSTANDING
Considers impacts of decisions
on other divisions and
departments and the City as a
whole.
EXCEEDS EXPECTATIONS
Uses sound judgment.
Demonstrates ability in making
non-routine decisions that positively
impact the work of others.
ACHIEVES EXPECTATIONS
Makes good judgments in the
course of working. Routine
decisions made are in accordance
with estabiished policies and
practices. Recognizes and learns
from mistakes.
REQUIRES IMPROVEMENT
Makes errors in judgment that result
in waste and/or aborted projects or
fails to make decisions within a
reasonable amount of time. Unable
to foresee implications of an action
or a decision.
Comments
OUTSTANDING
Goes out-of-the-way to resolve
service issues. Consistently
resoives problems without
assistance from su()ervisors
Supervisor Evaluation 4
EXCEEDS EXPECTATIONS
Exceptionally courteous and wel
mannered. Projects positive image
of City in pubiic contacts.
ACHIEVES EXPECTATIONS
Usually maintains courteous
effective relations.
REQUIRES IMPROVEMENT
Creates problems in outside
contacts. Has difficulty in deaiing
with public.
Comments
DRAFT 9/6/2005
OUTSTANDING
Works actively to improve
relationships/morale. Volunteers
for and participates in employee
committees.
EXCEEDS EXPECTATIONS
Builds strong working relationships.
Uses strong people skills when
dealing with difficult situations. Very
cooperative
ACHIEVES EXPECTATIONS
Gets along well with others - Abie
to work positively with others on
projects with minimal difficulty.
Supports goals of department and
City.
REQUIRES IMPROVEMENT
Does not get along with others - too
frequently is argumentative,
uncooperative or has conflicts.
Unwilling to accept decisions that
are in City's best interest.
Comments
OUTSTANDING
Uses strong communications
skills to resolve conflicts and
misunderstandings
EXCEEDS EXPECTATIONS
Uses communications as a tool to
get resuits. Skilled at listening to
others.
ACHIEVES EXPECTATIONS
Clear and concise-rare
misunderstandings. Listens well
and comprehends meaning of the
conversation. Seeks clarifications
REQUIRES IMPROVEMENT
Often unclear Frequent
misunderstanding. Does not listen
weil. Behavior discourages
communication
Supervisor Evaluation 5
Comments
DRAFT 9/6/2005
OUTSTANDING
Develops advanced training
sessions for his/her
employees
EXCEEDS EXPECTATIONS
Conducts high quality training
sessions - Encourages employee
development through training.
ACHIEVES EXPECTATIONS
Conducts training effectively - Helps
employees learn new skills and tasks
- Recognizes and supports benefit of
trainin
REQUIRES IMPROVEMENT
Limited abilities - Avoids conducting
meetings and training sessions -
Demonstrates negative attitude
toward em~lovee develo~ment.
Comments:
ways to
employee
OUTSTANDING
creative
Finds
measure
performance
EXCEEDS EXPECTATIONS
Adapts expectations effectively to
promote employee development.
Clear and consistent in
communicating expectations to
direct reports.
ACHIEVES EXPECTATIONS
Defines expectations effectively.
Direct reports generally know what
level of performance is expected of
them.
Regularly observes and documents
employee performance and behavior
- Clear documentation of factual
observations
REQUIRES IMPROVEMENT
Does not define expectations well.
Direct reports frequently do not
know what performance is expected
of them.
Infrequent observation and
documentation of employee
performance and behavior - Unclear
documentation
Supervisor Evaluation 6
Comment
DRAFT 9/6/2005
OUTSTANDING
Use highly developed
coaching skills to motivate
employees and correct
performance problems -
Successfully implements
goal setting.
EXCEEDS EXPECTATIONS
Promotes and uses the evaluation
system as an employee
development tool - Builds support
for process and forms
ACHIEVES EXPECTATIONS
Good preparation and planning -
Evaluations are fair and effective.
Shows clear and understanding of the
concept and benefits of evaluations.
Consistently coaches employees for
improvement and reinforcement -
Utilizes qoal settin
REQUIRES IMPROVEMENT
Evaluations are poorly planned, poorly
delivered - Minimal effort -
Demonstrates negative view.
Does not work effectively with
employees to impr Dr reinforce
performance Pn ineffective
coachinq and s,
Supervisor Evaluation 7
Comments:
DRAFT 9/6/2005
GOALS
I . ,
List goals established at the employee's last appraisal meeting. Rate the accomplishment of those goals. A - Achieved/NA - Not Achieved. If
goals were not met, indicate why.
Goals for This Appraisal Period Comments NNA
1.
2.
3.
4.
I ' , " ' MlssioNRELATED,GOALS FOR '[HIS APP'RAISAL PERIO,D .
List the individual's goals established at the empioyee's last appraisal meeting relating to the City's Mission Statement.
Partnering with the Community to enhance the quality of Life. Inspire, Educate, Involve, Communicate
Rate the accomplishment of those goals. If goals were not met, indicate why.
Goals for This Appraisal Period Comments NNA
1.
2.
3.
4.
DRAFT 9/6/2005 Supervisor Evaluation 8
Together, the employee and supervisor establish and list goals for next appraisal period, along with timellnes for achievement
Goals for Next Appraisal Period Timeline
1.
2.
3.
4.
I'. " " . ',,'. .. ..., ',' ,.', " .' , 'MiSSiON RELATEUGOALSFORTHE NEXT AP,PRAISALP,ERIOOJ , JI
Together, the employee and supervisor establish and list the employee's Mission related goals for next appraisal period, along with time lines for
achievement.
Goals for Next Appraisal Period Timeline
1.
2.
3.
4.
DRAFT 9/6/2005 Supervisor Evaluation 9
OVERVIEW
Accom ~I ishments/strengths
Areas for further development:
The overall rating is not an averaging of the individual ratings, but is rather the one which best describes the employee's
overall performance. The overall performance rating should reflect adherence to the organization's goals and values, performance in
the specific job responsibilities, and accomplishment of employee goals. Check the rating that best describes the employee's overall
performance.
o Exceeds Expectations
o Outstanding
mprovement
o Achieves Expectations
o Requires
rating is given. a work plan for
Supervisor Evaluation 10
If a REQUIRES IMPROVEMENT
rating
the employee's overal
Supervisor's explanation
Supervisors are required to comment below on
improvement must be included as well.
Employee comments
DRAFT 9/6/2005
SuperviSOl E,a\uatiOl\ 1
Date'.
Date'.
Date'.
re\leW-UP session? 0 '{es 0 Ne Date and "Time:
, ha"" dlseussed thIs ..a'u,Uoo with the "".'0''''
superviSor/DiVision \-lead Signature'. - -
, ha" "ad th's .."u.tloo .od d"eu"" It w,th "" "pe""so"
emplOyee'S S'\gnature'.
Reviewed by:
Department \-lead:
PEER EVALUATION - INTERNAL CUSTOMER SERVICE
Name of person evaluated:
Date:
The purpose ofthis form is to provide this employee's supervisor with information that
can be used to improve this employee's performance. Your response is anonymous.
Do not place your name on the form. When finished return the form in the enclosed envelope.
Please return by.
How often do you interact with this person: D Constantly (At least once a day)
D
Frequently (2 to 3 times per week) D
Occasionally (Less than 4 times per month)
1. What does this employee do well?
2. What does this employee need to work on?
3. Does this employee demonstrate behavior consistent with a high level of ethics, is trusted by
others?
4. Does this employee demonstrate a positive attitude toward the City and its employees?
5. Does this employee work well with other employee?
DRAFT 1012012005
1
PEER EVALUATION - INTERNAL CUSTOMER SERVICE
6. Is this employee patient, understanding, and courteous?
7. Does this employee practice good customer service, treats customers with respect?
8. Does this employee not interrupt the work of others?
9. When this employee disagrees with someone, does he/she show consideration for the feelings
of others?
10. What kind of training do you think would most benefit this employee?
DRAFT 10/20/2005
2
SELF-APPRAISAL FORM
NAME: DATE:
Your performance review is scheduled for on
(time) (date)
In order to get the maximum benefit from the performance review, please fill out this
form and turn a copy into me 5 working days prior to your evaluation.
What do you think is the most important part of your job?
How does this fit in with the City's mission statement: Partnering with the Community to
enhance the quality of Life: Inspire, Educate, Involve, Communicate.
How well did you do on this part of your job?
Were there any specific accomplishments, tasks completed, or goals attained during
the past year which you like me to be aware of?
What do you like best about your job? Have there been any changes in the last 12
months that have made your job better?
What do you like least about your job? Have there been any changes in the last 12
months that have made your job worse?
Have you any suggestions for changing your job or duties?
Is there any additional training that you feel would benefit you in performing your job?
What could I have done, as your supervisor, to help you be more effective?
Do you have any suggestions for improving the department?
What would you like to accomplish in the next 12 months?
2