INCA Community Services Feburary 2012 Employee evaluation is a process of appraising job performance and involves the analysis of the employees work by the employee and his/her supervisor. Evaluations are an essential part of staff development. Through this process, the employees interest and the supervisors attention are directed toward developing the skills of the employee. It affords an opportunity for the supervisor and the employee to review progress. The employees evaluation process is essential to career development and upward mobility programs. Permanent employee may be formally evaluated annually. Informal evaluations should occur on an on- going basis. Evaluations will be prepared during a month designated by the Executive Director each year. Employees will be evaluated upon completion of the introductory period of 180 days (six months) Employee progress will be reviewed upon the completion of the first 90 days (3 months) Special evaluations may be prepared by supervisors when the employees job performance warrants documentation of exceptional, meritorious service or become so inadequate that it dictates placement on probation or recommendation for termination. Evaluations are not required for temporary employees or consultants. Evaluations will be completed on Head Start One-on-Ones Evaluations will be completed on google.doc. Human Resource Director will assign access to the employees you will be evaluating. The same evaluation forms will be used by all programs. Evaluation forms will not be designed by individual divisions or sections. If a specific mission or project requires additional items of rating, addendums to evaluation forms, if approved by the Executive Director may be designed. Evaluations are the responsibility ofthe immediate supervisor, Reviewed and approved by the Program Director and Executive Director before the evaluation is given to the employee. At their discretion, management staff may comment in the designated section of the evaluation form or attach comments. Evaluations will be discussed with the employee and he/she will be afforded the opportunity to comment on the evaluation form in the designated section. Evaluation will be signed by the employee, supervisor, program director and executive director. If an employee refuses to sign an evaluation, the supervisor will note this fact in the section where the employee would normally sign Employees will not be furnished a copy of their evaluation form until it has been completed and reviewed by all parties concerned. It will be the responsibility of each supervisor and management to periodically evaluate and counsel employees under their supervision in regard to their strengths and weaknesses. This action must be affected on a recurring basis and not solely at the time of the required evaluation. Employee Name: Date: Department Job Title Date of hire Date of last review Date Employee Began Present Position Date of Next Review SUCCESSFUL Performance Meets expectations all tasks satisfactorily. Highly Successful Performance is Sometimes above expectations Performs many tasks well And all others satisfactorily Frequently but not always exceeds most requirements Outstanding Performance Performance is repeatedly above expectations. and all tasks well Consistently outstanding work NEEDS IMPROVEMENT Performance is Most tasks satisfactory, but not all Needs improvement in some tasks Often does not achieve expected work results Not Successful Performance Repeatedly below expectations fails to perform many tasks satisfactory Does not met job requirements Overall Rating check one for each category Range is from 0 to 10 SUCCESSFUL Meets requirements: HIGHLY SUCCESSFUL exceeds requirements : 7 8 OUTSTANDING PERFORMANCE far exceeds requirements: 9 10 NEEDS IMPROVEMENT - marginally meets requirements: 4 3 NOT SUCCESSFUL does not meet requireements unacceptable: 0 - 2 List the current status of overall job responsibilities See attached job description If duties have been added or deleted that are not on current job description list here. List major job related achievements since last evaluation. Example: Completed CDA, Acquired CDL, Became a Certified Somebody. Example: Increased ridership 20% from last year. Brag! Brag! Brag! Possesses a clear understanding of job related procedures Methods Equipment And scope of responsibility keeps up with regulations, policies and procedures dealing with his/her job position. Continues to educate themselves and become more knowledgeable about the agency? The program? Their job duties? Note: It is very difficult for an employee who has only been in the position for 6 months or less to rate higher than a 5 (satisfactory) due to lack of experience and knowledge of job position. Neatness Thoroughness, Accuracy and overall quality of the employees work. Is the employees work an asset to the agency? Does his/her performance attribute to meeting the agencys goals and objectives? Employee demonstrates a commitment toward achieving productive results. Tasks are completed efficiently and in a timely manner. Employee can be relied upon to complete assigned tasks in a timely manner. Employee is conscientious about his/her attendance and punctuality. Is employee prepared and ready to start work on time? Does employee make arrangements to have their position covered when absent? Employee demonstrates a willingness to cooperate and work with associates, subordinates, supervisors and others. Is the employee a team player? Responds willingly to changes in procedure, process, responsibility and assignments. Initiates activities without being told to do so Requires minimal supervision Completes tasks without follow-up Seeks out new tasks when work is completed. Employee demonstrates an ability to think and act independently. ability to foresee and solve problems Originates innovative ideas and methods that could improve the overall quality and efficiency of his/her job assignment. Employee maintains a clean, uncluttered, safe and pleasant work environment. Employee knows and follows safety regulations, attends safety training, and actively contributes towards a safe workplace. Does employee have an accident free record? Overall appraisal of the employees job performance. Add up the score from each category and then circle the overall total. Job Knowledge5 Job Performance7 Job Productivity6 Dependability10 Cooperation5 Initiative5 Environment/Safety4 Total Overall42 ( Successful) You are not doing the employee, yourself, or the families and individuals we serve any good when you do not give an honest, true, accurate and fair evaluation. This is an important part of the process. The Self-Appraisal and Plan of Action Form should be given to the employee at minimum a week before the review. It should be returned before the review. The form will be discussed and goals and objectives finalized in the review session. It give employees a perception the review is a joint effort, and not just a report card. It identifies areas of potential disagreement so that the supervisor can be properly prepared for the meeting It give an opportunity for the supervisor and employee to work together in setting goals and plans on how to accomplish these goals. Instructions: Complete and return to your supervisor prior to your formal performance review. It will be discussed during the review. If questions on completing form please contact your supervisor or HR Manager: Brenna May be completed electronically or add additional paper. Form is on website This is the opportunity for the employee to list and comment on their successes and accomplishments for the past twelve months List the most significant and why We are all busy and this helps us remember contributions that the employee made that we might have forgotten. Employee get the opportunity to list and comment on areas where they feel they need improvement. What major Challengers Obstacles Did they face during the past performance period? Emphasis to the employee that they do not have to list specific incidences that happen. This is to be reviewed and completed by the employee and supervisor together. The employee should fill in the questions The supervisor and employee together will review and complete plan of action Set at least one long term and short term goal. These goals our to be job performance related A separate sheet of paper may be attached REMEMBER: This is one of the most important parts of an evaluation and it must be completed by the supervisor and the employee working together. A short term goal is a goal that only takes a few days or weeks to achieve, for example, to complete daily paperwork or to organize your daily schedule to produce better quality work. A short term goals can bring about long term results. A long term goal takes several weeks, months, or even a full year, to achieve. An example would be to: Increase the number of riders on your routes 20% by August 31 st. (Transit). Increase the average score on your classrooms Literacy Assessment by 10% by the end if the school year (Head Start) These goal should be reasonable, attainable, and stated in a positive way. Set specific measurable goals using behavioral terms: Assisting fifteen families in securing a safe & affordable home. Recommend that you select just two or three that can be focused on. When you have an entire laundry list it can bog down completing goals. Unrealistic goals can make frustration. For example, Deleting the cause of poverty in our community, is not a realistic goal but assisting 10 families in raising their income above poverty level is a more approachable goal. Outcome goals can be less effective than performance and process goals. For example: Most of the children will be ready to start kindergarten, is not a clear goal Set process and performance goals instead of outcome goals. For example: 90% of children who can count to 20 and recognize the letters of the alphabet and write their own name at the end of the school year. Set positive goals as opposed to negative ones: Using a positive language in goal setting can help. Should say "Increase the number of science activities instead of decrease the number of children who do not improve on their science assessment". This positive language can provide much more positive attitude. Example: Personal Career Year One Two: Complete my bachelor's degree in Early Childhood (12 credits left to go). Year Three: Begin my career as a Teacher in a four year old classroom. The action steps should assist you in reaching your goals by focusing on areas that will help you reach your goal. Breaks it down into a step-by-step plan to obtaining your goals. Brainstorm on what steps could assist in reaching goal. Identify goal-achievement strategies - learn not only to identify goals but also how to achieve them through focusing on these areas and steps. Make a list of books, materials, training, and people you may need for help Not only supervisors but also families, friends and co-workers should be aware and understand your goals and support you. A goal setting program will not be successful without help of all these people. Write down people you need to check with Specific dates for your checkpoints list of steps so you can check off each step when it is completed. This is an important step for the employee and supervisor to discuss together and to set dates to check on progress or reassess the goal. What results do you expect to happen at a certain designated time should also include a way to measure your progress SET DATES!!!! FOLLOW UP!!! Select target dates for obtaining goals: Target days help serve as a reminder so you can understand if goals are obtained on time or not. It give you the boost to continue on if you have a list of steps so you can check off each step when it is completed. The evaluators should be personally familiar with the employees work history and current level of performance. Review employees prior performance evaluation in order to assess employees progress during evaluation period in achieving current performance goals. The evaluators should be personally familiar with the employees work history and current level of performance. Review employees prior performance evaluation in order to assess employees progress during evaluation period in achieving current performance goals. Check source documents to be certain that the performance evaluation is accurate to avoid back pedaling and damage to credibility and fairness of review. Make defensible judgments about employee performance based on objective, underlying facts. Before making any potentially defamatory statement about an employee, be certain that you have objective evidence to support a good faith belief in the statement. After completing written performance evaluation, review it to determine if any statements could be misconstrued by the employee. Consider if you would be embarrassed by or would regret having the review disclosed to others. Prior to meeting with the employee, submit the written performance review to the program manager and executive director who can check it for accuracy, consistency and fairness among similarly situated employees. Conduct timely reviews to provide back-up documentation for discipline or discharge decisions and to avoid claims of discrimination. Give the employee advance notice of the review. In order to confirm its importance and to treat the employee with dignity, the evaluator should present the evaluation personally, allotting sufficient time without interruption. Conduct the performance evaluation in a room that ensures confidentiality. Consider the benefits of having another supervisor or member of management present during reviews. Be candid -- dont "sugar coat" work deficiencies and "pull punches" to avoid uncomfortable encounters. Focus on evaluating the employees accomplishments rather than commenting on the employees personality traits or the personal characteristics contributing to his or her performance. Inaccurate evaluations are worse than no evaluations. Evaluate the employees overall performance during the entire evaluation period, rather than simply focusing on his or her most recent performance. Avoid "halo" or "horn" effects from positive or negative aspects of job performance. Dont overrate the performance of long-term employees just because they should have better skills than shorter-term employees because of length of service. Avoid rating everyone as "average," as this reflects an avoidance of making judgments or lack of familiarity with employee performance. Give high marks only for high performance. Remember that every good word in a performance evaluation will be used to the employees advantage in any subsequent lawsuit challenging any adverse employment action. Give a balanced evaluation, list an employee s strengths and weaknesses and backup conclusions with specific facts and details. Review the employees success in achieving any performance goals set during the last performance review. Be as specific as possible about any performance deficiencies, making the employee aware of any applicable performance standards and work rules. Explain any changes in performance standards. Set specific future performance goals and let the employee know what needs to be done to achieve them before the next evaluation. Give the employee a reasonable opportunity to remedy work deficiencies or work rule violations. State the need for specific training, only if you can indicate how it will be attained. Do not put anything in the performance review that you do not intend to do; Specify when compliance with performance goals will be reassessed, reserving the right to conduct unscheduled reviews in the event of substantial changes in performance or other special circumstances. Where applicable, state clearly that failure to improve work performance or continued violation or work rules will result in the imposition of discipline, up to and including discharge. Be certain that your position on sensitive issues about personal appearance and personal habits is consistent with company dress code, rules of conduct, and antidiscrimination policies and practices, and handle such issues by relating them to the employees ability to achieve specific performance goals. Afford the employee an opportunity to comment orally and in writing on the performance evaluation and ask him or her to sign off on it. Such a practice: Deters biased appraisals and enables the employer to correct them at an early stage. Forecloses the employee from later complaining about an unfair review Be conscious of the overall impact of your wording Especially in the use of but or however You did a tremendous job on the Moon project. You met all deadlines, and this project has already increased the number of clients, BUT had you done the promotional flyers a couple of weeks earlier we would have doubled our numbers. The emphasis on this passage is on the negative: the employee may focus only on the last sentence, overlooking the positive introduction. Turned around, the impression left by the comment is very different: Even though the promotional flyers were done a little later and we might have been able to double our numbers, you did a tremendous job on the Moon project. You met all deadlines and this project has already increased the number of clients. While this second passage still mentions a negative, the wording places more emphasis on the positive The important thing to recognize is the overall impact created by the sequence you use when making your comments. The impression left at the end of a paragraph or comment is often more significant that the beginning. What not to write in a review If you continue to do as well as you are doing now, you will certainly be the lead teacher soon (Steer clear of promises that you cannot keep) You dont have the right personality for this job (comments that are not performance or job- related) Compared to Sally, you are vastly underpaid (mentioning other employees performance as a comparison) Although Mark thinks you do a poor job, I think that you are performing very well in that area. (disagreeing with someone elses view)