Common use of Performance Appraisal Process Clause in Contracts

Performance Appraisal Process. 1. At the time of hire, each employee receives the following information and documents: - City mission statement - Division and department mission statement - Job description - Department/division work rules, policies and procedures - List of department/division performance expectations not covered by the above documents - Performance appraisal form and intent statement These materials are discussed with the employee and the employee signs off that s/he has received the documents and understands the information. The employee receives a copy of the sign off sheet and a copy is forwarded to Human Resources for the employee’s personnel file. 2. Each employee receives a three (3) and six (6) month appraisal during their first six months of employment. Within the first six (6) months the manager must decide if they are recommending that this employee be retained on a permanent basis. At the six (6) month appraisal, goals and objectives are jointly developed for the next six (6) month period in preparation for the annual appraisal. 3. Each employee receives an annual appraisal twelve (12) months from date of hire and subsequent annual appraisals on the anniversary date. When employees change classifications, their performance appraisal anniversary date changes to reflect time in their current position. All appraisals should be completed within thirty (30) days of the anniversary date. They should be done as close to the anniversary date as possible. A. The employee is given the option of submitting a self-appraisal to their supervisor prior to the supervisor rating the employee’s performance. The supervisor and employee may decide to exchange forms at the appraisal discussion instead of the employee submitting their form first. The supervisor will then complete the appraisal form and provide the employee with a copy. In the categories that the supervisor rates the employee’s performance at either the high or low end of the scale, s/he must support the rating with examples in the comment section for that category. Supervisors are encouraged to provide examples in all categories; employees are encouraged to do the same on the self-appraisal. In order to make the appraisal as complete and objective as possible, the supervisor may solicit input from others prior to completing the appraisal, including input from the manager who will review the complete appraisal and other persons who have supervised the employee during the rating period. If input is solicited from persons other than the rater and reviewer, they should be noted on the appraisal form and also the period of time they provided supervision to the employee. B. The performance appraisal discussion will be held in a location where there will be no interruptions and at a time that is convenient for both parties. It is recommended that an hour be allotted for each performance appraisal discussion. The full hour may not be needed for every performance appraisal, depending on the amount of discussion needed to fully cover all performance categories. It is preferable to allot more time than is necessary and end early than to run out of time and need to either rush or reschedule the discussion. C. The appraisal is a summary of the previous year’s performance and should reflect the full twelve months. It should include both what the employee has done well and the areas that are in need of improvement. The comment lines D. below each category are to be used to further explain the rating or to provide examples that support the rating. The information provided in the appraisal should not be new to the employee; feedback should be given throughout the year and documented by the supervisor in a personnel file for future reference. E. Personal goals and objectives are then jointly developed for the next rating period. The employee’s personal goals and objectives should reflect the employee’s role or contribution towards achievement of the group goals. Their goals should build on areas of strength and address issues of personal growth that will enhance their ability to make significant contributions to the work team, the division and the department. There should be a thorough discussion about what support the employee needs in order to accomplish these goals and objectives. F. The employee may add comments to the appraisal form if they disagree with the appraisal or portions thereof.

Performance Appraisal Process. 1. At the time of hire, each employee receives the following information and documents: - ‐ City mission statement - ‐ Division and department mission statement - ‐ Job description - ‐ Department/division work rules, policies and procedures - ‐ List of department/division performance expectations not covered by the above documents - ‐ Performance appraisal form and intent statement These materials are discussed with the employee and the employee signs off that s/he has received the documents and understands the information. The employee receives a copy of the sign off sheet and a copy is forwarded to Human Resources for the employee’s personnel file. 2. Each employee receives a three (3) and six (6) month appraisal during their first six months of employment. Within the first six (6) months the manager must decide if they are recommending that this employee be retained on a permanent basis. At the six (6) month appraisal, goals and objectives are jointly developed for the next six (6) month period in preparation for the annual appraisal. 3. Each employee receives an annual appraisal twelve (12) months from date of hire and subsequent annual appraisals on the anniversary date. When employees change classifications, their performance appraisal anniversary date changes to reflect time in their current position. All appraisals should be completed within thirty (30) days of the anniversary date. They should be done as close to the anniversary date as possible. A. The employee is given the option of submitting a self-appraisal self‐appraisal to their supervisor prior to the supervisor rating the employee’s performance. The supervisor and employee may decide to exchange forms at the appraisal discussion instead of the employee submitting their form first. The supervisor will then complete the appraisal form and provide the employee with a copy. In the categories that the supervisor rates the employee’s performance at either the high or low end of the scale, s/he must support the rating with examples in the comment section for that category. Supervisors are encouraged to provide examples in all categories; employees are encouraged to do the same on the self-appraisalself‐appraisal. In order to make the appraisal as complete and objective as possible, the supervisor may solicit input from others prior to completing the appraisal, including input from the manager who will review the complete appraisal and other persons who have supervised the employee during the rating period. If input is solicited from persons other than the rater and reviewer, they should be noted on the appraisal form and also the period of time they provided supervision to the employee. B. The performance appraisal discussion will be held in a location where there will be no interruptions and at a time that is convenient for both parties. It is recommended that an hour be allotted for each performance appraisal discussion. The full hour may not be needed for every performance appraisal, depending on the amount of discussion needed to fully cover all performance categories. It is preferable to allot more time than is necessary and end early than to run out of time and need to either rush or reschedule the discussion. C. The appraisal is a summary of the previous year’s performance and should reflect the full twelve months. It should include both what the employee has done well and the areas that are in need of improvement. The comment lines D. below each category are to be used to further explain the rating or to provide examples that support the rating. The information provided in the appraisal should not be new to the employee; feedback should be given throughout the year and documented by the supervisor in a personnel file for future reference. E. D. Personal goals and objectives are then jointly developed for the next rating period. The employee’s personal goals and objectives should reflect the employee’s role or contribution towards achievement of the group goals. Their goals should build on areas of strength and address issues of personal growth that will enhance their ability to make significant contributions to the work team, the division and the department. There should be a thorough discussion about what support the employee needs in order to accomplish these goals and objectives. F. E. The employee may add comments to the appraisal form if they disagree with the appraisal or portions thereof. 4. The completed appraisal form is submitted to the Reviewer for his/her signature and comments and then to the appropriate Division or Department Head or designee for signature and review. The appraisal is returned to the employee for their final sign‐off and then it is forwarded to Human Resources. The employee will be offered a copy of the appraisal. At the employee’s request, the self‐appraisal completed by the employee will be attached to the appraisal completed by the rater (which is the official appraisal) when it is submitted to Human Resources for placement in the employee’s personnel file. 5. It is recommended that the employee and supervisor meet mid‐year for a progress check on their jointly developed goals and objectives. A mid‐year check is required if, in the supervisor’s opinion, the employee’s performance is deficient in any of the categories. This discussion will be documented. The supervisor and employee may also need to meet if the employee’s goals need to be revised. Changes in work team goals, unanticipated needs that arise, or noticeable changes in the employee’s performance may make this appropriate. At any time, the employee may request to meet with their supervisor to discuss their goals and objectives. Employees are encouraged to monitor their own performance and to initiate discussions with their supervisor during the rating period if they have questions or concerns about their progress. 6. When a supervisor leaves City employment, they will provide the employee with a written assessment of the employee’s performance using the performance appraisal form. This appraisal will be placed in the employee’s personnel file along with any comments the employee wishes to make. Each Department is responsible for ensuring that this occurs prior to the supervisor’s departure. Name: Distribution: Job Title: Appointment Date: Rating Period: Union Affiliation: Rater: Please check the statement(s) in each category that best describe(s) employee performance during the rating period.

Performance Appraisal Process. 1. At the time of hire, each employee receives the following information and documents: - City mission statement - Division and department mission statement - Job description - Department/division work rules, policies and procedures - List of department/division performance expectations not covered by the above documents - A. Performance appraisal form is a continuous process of observation and intent statement These materials are discussed with evaluation. It shall reveal how well the actual performance meets the evaluation standards, which aspects of performance need improvement, and which aspects deserve special recognition. A dialogue will take place between the employee and the employee signs off that s/he has received supervisor at the documents and understands the information. The employee receives a copy beginning of the sign off sheet appraisal period for the purpose of achieving a mutual understanding of what is expected of the employee and a copy is forwarded to Human Resources for how the employee’s personnel file. 2performance will be evaluated. Each employee receives a three (3) and six (6) month appraisal during their first six months of employment. Within This discussion will identify the first six (6) months the manager must decide if they are recommending that this employee be retained on a permanent basis. At the six (6) month appraisal, goals and objectives are jointly developed for the next six (6) month period in preparation for the annual appraisal. 3. Each employee receives an annual appraisal twelve (12) months from date of hire and subsequent annual appraisals on the anniversary date. When employees change classifications, their performance appraisal anniversary date changes to reflect time in their current position. All appraisals should be completed within thirty (30) days of the anniversary date. They should be done as close to the anniversary date as possible. A. The employee is given the option of submitting a self-appraisal to their supervisor prior to the supervisor rating factors appropriate for evaluating the employee’s performance. The supervisor and employee may decide to exchange forms at Changes during the appraisal discussion instead of period in the employee submitting their form first. The supervisor will then complete the performance appraisal form and provide the employee with a copy. In the categories that the supervisor rates factors to be applied to the employee’s performance must be made known promptly to the employee. These factors may include any of the following, or others as appropriate, so long as they relate to the duties as assigned and described in the employee’s position description. • Quality of work • Judgment • Quantity of work • Resourcefulness • Promptness in completing work • Initiative • Understanding of job techniques • Adaptability • Understanding of Library of Congress programs • Dependability • Skill in dealing with the public and with staff members of this and other agencies • Cooperativeness • Conduct • Ability to plan projects • Industry • Ability to carry out assignments • Decisiveness • Creativity and imagination applied to job • Leadership • Ability to get along with others • Effectiveness of oral expression • Effectiveness of written expression B. Progress Review Informal discussions between the supervisor and the employee are part of supervision and should be frequent enough to assure mutual understanding of changing job responsibilities, performance appraisal factors, and any problem the staff member encounters in his/her work. The supervisor is responsible for conducting at least one progress review usually midway during the appraisal period. Additional progress reviews may be held at the discretion of the supervisor or at the employee’s request. At either the high employee’s or low end the supervisor’s election, the employee will provide a list of accomplishments to date for the scalesupervisor’s use in conducting a progress review. If it becomes apparent that there is a performance problem (meaning that performance, sif it does not improve, may be rated less than Fully Successful) the supervisor must schedule a progress review immediately to communicate his/he her concern to the affected employee and to work out a plan for remedial actions. The Parties recognize that an employee must support the rating with examples in the comment section for that categorybe notified of employment deficiencies and given a reasonable time to improve before being rated less than Fully Successful. Supervisors are encouraged Following a progress review held to provide examples in all categories; employees are encouraged to do the same on the self-appraisal. In order to make the appraisal as complete and objective as possiblediscuss a performance problem, the supervisor may solicit input from others prior to completing the appraisal, including input from the manager who will review the complete appraisal and other persons who have supervised the employee during the rating period. If input is solicited from persons other than the rater and reviewer, they should be noted shall meet on the appraisal form and also the period of time they provided supervision a regular basis to the employee. B. The performance appraisal discussion will be held in a location where there will be no interruptions and at a time that is convenient for both parties. It is recommended that an hour be allotted for each performance appraisal discussion. The full hour may not be needed for every performance appraisal, depending on the amount of discussion needed to fully cover all performance categories. It is preferable to allot more time than is necessary and end early than to run out of time and need to either rush or reschedule the discussion. C. The appraisal is a summary of the previous year’s performance and should reflect the full twelve months. It should include both what the employee has done well and the areas that are in need of improvement. The comment lines D. below each category are to be used to further explain the rating or to provide examples that support the rating. The information provided in the appraisal should not be new to the employee; feedback should be given throughout the year and documented by the supervisor in a personnel file for future reference. E. Personal goals and objectives are then jointly developed for the next rating period. The employee’s personal goals and objectives should reflect determine the employee’s role or contribution towards achievement of progress in addressing the group goalsperformance deficiencies. Their goals should build on areas of strength and address issues of personal growth that will enhance their ability to make significant contributions If necessary, more formal counseling pursuant to the work teamprovisions of LCR 2017-5, Sections 3A and 3B will be undertaken. If it appears, or the employee asserts, that failure to meet job requirements is attributable to a behavioral/medical problem, the division and the department. There should employee shall be a thorough discussion about what support the employee needs in order to accomplish these goals and objectives. F. The employee may add comments referred to the appraisal form if they disagree Employee Assistance Program in accordance with Article XXIV of this Agreement. The supervisor shall also discuss the matter with the appraisal or portions thereofEmployee Assistance Counselor.