Posts filed under ‘6. Performance Development and Appraisal’

Job Description

Job Description

An understanding of one’s job is the foundation for effective performance. Job descriptions are required for all jobs in all classification including temporary and on-call. Job descriptions list at minimum the job title, department to which assigned, pay range, specific responsibilities, performance responsibilities, physical requirements, and qualifications. Within two weeks of an employee’s assignment in a new position, that employee will be provided a formal job description and a clarification of performance parameters and expectations by his/her immediate supervisor.


Work Plan and Supervision

Work Plan and Supervision

Each employee, in collaboration with his/her supervisor, shall prepare a work plan listing tasks to be accomplished, professional development goals, and training objectives for the upcoming rating period. This is a formal, written document, and must be completed no later than thirty days into the rating period. Should unforeseeable events demand the addition of new goals or the removal or adjustment of previously-stated goals, revision may be accomplished jointly by the employee and the supervisor.

Coaching and supervision are scheduled on a regular basis to all employees. At these sessions, both the employee and the supervisor participate in an open discussion of performance expectation, obligations, and challenges, performance enhancements, successes, disappointments, job enrichment, and other topics bearing on the improvement of performance and job satisfaction. At least four individual coaching/supervision sessions will take place in the course of each annual rating period. Individual session may be augmented with general performance-objective discussions at staff meetings.

Although supervisors are responsible to provide performance guidance and expectations, employees share the responsibility to seek supervisory guidance or clarification regarding problems, processes, expectations, etc.


Performance Evaluation

Performance Evaluation

  1. General
    Performance evaluations are used not only to assess performance, but also as a tool when considering promotions, transfers, reductions in force, or layoffs. Full-time, part-time, and limited part-time employees receive formal performance evaluations. Temporary and on-call staff do not receive Performance Evaluations. Each rated employee will receive a Performance Evaluation Report at least once a year. The employee will sign the report, acknowledging review and receipt of a copy of the report. An employee wishing to rebut an element of the report must do so in writing within ten days of acknowledgement of the report. This rebuttal will be attached to the report. The written report will become a part of the employee’s file.
  2. 3-Month Evaluation
    All rated employees will participate in a performance evaluation with their supervisor after three full months of employment with the agency or of performance in a promotional reassignment. This review is structured to provide the supervisor and employee with the opportunity to discuss the employee’s progress in meeting job expectations and training/orientation requirements. If there is an area of the employee’s job performance that can be improved before the end of the trial period, the supervisor may complete a Performance Improvement Plan and attach it to the 3-month review. All 3-month reviews will be maintained in the employee’s personnel file.
  3. 5-Month Evaluation
    Immediately prior to conclusion of the employee’s trial period, the supervisor will prepare a five-month evaluation and will schedule a performance interview. At this meeting, the supervisor will review the employee’s job performance. A copy of the 5-month review will be maintained in the employee’s personnel file.
  4. Annual Evaluation
    Employees receive annual evaluations on the anniversary date of their assignment into their current position. All annual evaluations will be maintained in the employee’s personnel file.
  5. Reassignments
    Reassignments into promotional or substantially different positions will reset the evaluation cycle. Employees so reassigned will once again be evaluated at 3 and 5 months. Their annual evaluation will be on the anniversary of the reassignment date.


Training

Training

Transition Projects supports an active formal training program consisting of both group classroom events, either on or off premises, designed to address generally-observed skill deficits, and individual or group participation in programs, on- or off-premises, designed to address narrowly-observed skill deficits. Training may be traditional classroom, on-the-job mentoring, or internet or computer-based. Whenever Transition Projects directs an employee to participate in a training event, Transition Projects will pay all costs.

In-service events are those addressing a general skill deficit, sponsored by Transition Projects, scheduled as part of a normal duty day, and usually taking place on a Transition Projects premises. Unless participation is specifically circumscribed, these events are open to all employees. Employees participating voluntarily during non-work hours will be in an unpaid time status unless their supervisors approve paid time. Voluntary participation in in-service events is not considered justification for overtime authorization.

Transition Projects has no obligation to pay for training, licensure, or certification which is a prerequisite for hire into a given position.

To encourage employees to seek professional skill enhancement, Transition Projects provides a training allowance. This allowance may be used to reimburse expenses associated with voluntary participation in training events. The training in question must support a goal on the employee’s work plan or directly relate to the essential duties of the employee. The amount of this allowance is set each year as part of the budgeting process. It is a fiscal year allowance, effective from July 1 until June 30. It is available to benefits-eligible employees (prorated for part-time). Unused portions of the allowance may not be carried forward from year to year. In order to be eligible for reimbursement, the employee’s supervisor must have approved participation in the event, and the employee must have completed the entire event with a passing grade or a certificate of participation.


Performance Deficiency and Correction

Performance Deficiency and Correction

Transition Projects’ policy is to encourage each employee to develop to the highest level of his/her ability. Occasionally, problems develop where a candid conversation is required to bring a deficiency to an employee’s attention. Our goal is to encourage employees to correct problems and improve or eliminate a deficiency in its early stages. If routine supervisory coaching does not result in reduction or elimination of the deficiency, a specific corrective action plan with time frames will be implemented. A corrective action plan is a training and development action, not a disciplinary action. Failure to attain satisfactory performance standards, however, can lead to disciplinary action up to and including discipline.



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