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HomeMy WebLinkAboutResolution 94-21 RESOLUTION NO. 94- 21 ~ A RESOLUTION OF THE CITY OF OCOEE, FLORIDA, ADOPTING AN EMPLOYEE PERFORMANCE EVALUATION SYSTEM FOR THE GENERAL EMPLOYEES TO REPLACE THE EVALUATION SYSTEM CURRENTLY IN USE; PROVIDING FOR SEVERABILITY; PROVIDING AN EFFECTIVE DATE. WHEREAS, during fiscal year 1989/90 a general employee performance evaluation system known as the City of Ocoee Employee Performance Evaluation Manual for Non- Supervisory Positions was established for the first time; and WHEREAS, the purpose of the manual was to help the employee in identifying strengths and weaknesses in performance factors and to provide the City with a method of determining appropriate pay increases when warranted; and WHEREAS, the Personnel Committee has developed a new and simplified performance evaluation system known as the City of Ocoee General Employee Performance Evaluation; and WHEREAS, the City Commission of the City of Ocoee desires to adopt and authorize the use of this new performance evaluation system as presented by the Personnel Committee; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF OCOEE, FLORIDA, as follows: Section 1. Authority. The City Commission of the City of Ocoee, Florida has the authority to adopt this Resolution pursuant to Article VIII of the Constitution of the State ~ of Florida and Chapter 166, Florida Statutes. Section 2. Adoption of General Employee Performance Evaluation. The City Commission of the City of Ocoee, Florida hereby adopts and authorizes the use of the City of Ocoee General Employee Performance Evaluation as set forth in Exhibit "A" attached hereto and by this reference made a part hereof. ~ Section 3. Severability. If any section, subsection, sentence, clause, phrase or portion of this Resolution is for any reason held invalid or unconstitutional by any court of competent jurisdiction, such portion shall be deemed a separate, distinct and independent provision and such holding shall not affect the validity of the remaining portion hereto. Section 4. Effective Date. This Resolution shall become effective immediately upon passage and adoption. ADOPTED this ,) 0 f1. day of S ~P;-&--nt B~ ,1994. Attest: APPROVED: CITY OF OCOEE, FLORIDA Z4 S. Scott Vandergrift, Mayor (SEAL) For use and reliance only by the City of Ocoee, approved as to form and legality '.. this ~day of ~~\~2:{_ ' 1994. FOLE:r& ~ARDNER ,. By:r~!/5 :Ld# City Attorney Approved by the Ocoee City Commission at a meeting held on the above date under Agenda Item No.n...a -....... 2 EXHIBIT "A" ~ CITY OF OCOEE GENERAL EMPLOYEE PERFORMFflCE EVALUATION '-' CITY OF OCOEE EMPLOYEE PERFORMANCE EVALUATION MANUAL ~ The success of a program for rating employee performance depends primarily upon how well the Supervisors and Department Directors understand rating procedures and apply effort and objectivity to their ratings. The evaluator, upon receipt of the employees evaluation form from the Personnel Office, shall complete the evaluation and give a copy to the employee at least ten (10) working days prior to the employee's anniversary date. The employee shall be entitled to respond to the evaluation within five (5) working days of receipt of a copy from the evaluator. The evaluator shall transmit the evaluation and the employee's comments, if any, to the Personnel Office no later than five (5) days prior to the employeells anniversary date. The overall performance rating shall be used to improve productivity and other rating factors, to determine the desirability of a performance increase based on budgetary constraints, and as a factor in arriving at promotions and other job actions deemed appropriate. Evaluators must consult with the Personnel Office in the event the evaluator has a problem in understanding the evaluation process. The evaluator must conduct an interview with the employee for a two way discussion concerning the employee's performance. The interview is a crucial step in the process and without the interview, the evaluation has little chance of succeeding in bringing about improved performance. The evaluation form is self -explanatory . Narratives must be completed in all categories including strengths, weaknesses, performance characteristics, safety comments, professional development, special accomplishments, performance objectives for next year, performance objectives for last year, and the overall comments section. PERFORMANCE LEVELS UNFIT OPERATIONAL STANDARD '-' The employee's performance clearly and consistently fails to meet work requirements. BELOW OPERATIONAL STANDARD The employee's performance often fails to meet work performance requirements. The employee has demonstrated some willingness or PAGE TWO ability to improve performance but only on occasion. OPERATIONAL STANDARD ~ The employee's performance is reasonably adequate and regularly meets standard requirements of his/her job assignments. ABOVE OPERATIONAL STANDARD The employee's performance regularly meets and often exceeds the requirements of his/her job assignments. SUPERIOR OPERATIONAL STANDARD The employee consistently demonstrates exceptional desire and ability in his/her job performance. This rating characterizes an employee who consistently does far more than what is expected. GENERAL GUIDELINES 1. Give as much care and attention to your rating of the employee as you would expect from the person rating your performance. 2. Base ratings on facts rather than on opinion so that you can explain them if asked to do so. 3. Review the employees Personnel file prior to completing the review. 4. Explain your ratings without apologizing for your decisions. 5. Begin with a positive approach. 6. Allow the employee to have input and listen to what the employee has to say. 7. Do not hand the evaluation to the employee without discussion and request that the employee to respond to it. CONCLUSION Good Supervisors and Department Directors apply guidance and development daily in their relationships with their employees. Performance evaluations act to formalize ratings and enable the '-" Evaluator and employee to meet and discuss the general work situation and the strengths and weaknesses of the employee as they relate to job performance. THE EVALUATION SHOULD NEVER BE A SURPRISE! CITY OF OCOEE NON-SUPERVISORY ANNUAL PERFORMANCE EVALUATION NAME: JOB TITLE: DEPARTMENT: ~ DIVISION: REVIEW PERIOD FROM: TO: DATE OF HIRE: EVALUATION: ()Annual ( )Probationary ( ) Special PURPOSE The Performance Appraisal is a developmental process which assists employees in achieving their highest potential. It provides the opportunity for feedback and input regarding individual performance. OVERALL RATING: RECOMMENDED MERIT INCREASE %(0 to 7%) STANDAR.():$w.ANpARo> .... ... . >. . H....:::;:::::. !:;::.;;;.~~:::?:.::!;::;:.:;:!: :;:::::@;;:s~AiNJj1m;t)::::< .... [ ] [ ] [ ] [ ] [ ] STRENGTHS: WEAKNESSES: SIGNATURES: EMPLOYEE: DATE: '-'-TED BY: REVIEWED BY: DATE: DATE: DEPARTMENT HEAD: DATE: PERSONNEL DIRECTOR: DATE: CITY MANAGER: DATE: CITY OF OCOEE NON-SUPERVISORY ANNUAL PEUORHAHCE EVALUATION DURING THIS EVALUATION PERIOD 1 THIS EMPLOYEE DEMONSTRATED THE FOLLOWING: PERFORMANCE ~HARACTERISTICS UNFIT OPERATIONAL BELaY OPERATIONAL OPERATIONAL ABOVE OPERATIONAL SUPERIOR OPERATIONAL " [ ] [ ] [ ] [ ] [ ] JOB KNOWLEDGE I s not f8llli l i ar Laas know ledge of ~te ly In:terstands and Exce l lent w i th the bas i c saae phases of informed; can knows we l l a llllClst resource person ; know ledge needed warlt ; not f8llli l i ar answer IIIClst COIIIIIllI't al l phases of often sought out to perform the enough w i th questions ; knows warlt ; very by others ; i s job info/'lllllt ion enough to know ledgeab le wel l informed necessary to sati sfactor i ly about Ill8I'1Y job- perform job perfOI"ll the job re l ated topics , sat i sfsctor i ly can correct ly answer job re lated quest ions. Explain: ........-.......... .....-..:-::.........;.;<::...;.;.:.: .". ....-...-......'.-...-.. .. .. .:-;. .,. ... . ... ::)~;/:~/)}r)r~~:~:(:::..:... ..........)}....iTMDUD~(.~it1tf:::m:~MIl..~..lJfC:aRRtjjrf::I011l;Qit@i.:.."IJn.:.a1..:.'.:~JQ;:::~...:.l...'.:.~;...':}::::;l.'?:i:;:?m:.::H::::::t..::::..:.:...........:.:::........................... .....'.','. .....---.......,.. .... ...... ... ..' .............. .:.:.:-:.:.:-:.:.:.:-:.:.:.:.:-:- PERFORMANCE CHARACTER I STI CS UNFIT OPERATIONAL BELaY OPERATIONAL OPERATIONAL ABOVE OPERATIONAL SUPERIOR OPERATIONAL [] [ ] [] [] [ ] FOLLaYS Rarely follows Has some trouble Regularly follows AllllClst always Fo llows INSTRUCTIONS instructions following instructions follows instructions correctly; has instructions correctly; instructions correctly; can be extreme correctly; either fr~tly aslts correctly; can counted on to difficulty fai ls to Listen questions to allllClst always be carry out understanding when instructions cLarify counted on to instructions even si~le are given or instructions; can carry out accurately; even instructions. fails to generally be instructions the most ~lex c~rehend them. counted on to accurately; even oral instructions Rarely asks carry out ~licated oral have to be given ~stions to instructions instructions, only once. clarify satisfactori ly. genera II y have instructions. only to be given once. '-'''is in: DURING THIS EVALUATION PERIOD, THIS EMPLOYEE DEMONSTRATED THE FOLLOWING: PERFORMANCE CHARACTER I STI CS W1FIT OPERATIONAL BELOIJ OPERATIONAL OPERATIONAL ABOVE OPERATIONAL SUPER lOR OPERATIONAL . .. - -.-" ':~:!~~i::i;:~!i::'~t.~!!r;;f':::&!!!:!!':!;.&&:l];:1:1~;:a!&@.:i!i:.:;:i:!i:.i!i'i!!;!i!i!~i~~;:.~iii!::::;:;~::::!!:!.!;:ii::li;i':'.I:.:i:: ,,-,., ................... .:.:.:....... srMDMo~) [ ] [ ] [ ] [ ] [ ] '- .. JUDGEMENT Does not lIllIlce Often does not A....ives at Evaluates data Exce l lent at judgDents on 0W1; th i nlc the problem judgDents within quicJcly and analyzing and takes too long to th..ough befo..e reasonable ti. accu..ately; interp..eting data anal yze data and a....iving at a f..ame; analyzes conclusions even unde.. drew conclusions; conclusion; shows facts and drews reached a..e clea.. ext..l!lIIlt pressu..e; c1ecis ions a..e l ittle confidence conclus ions in cut and suppo..ted looks at data in flawed 0.. in 0Y1 judgnent satisfactory by facts; a "new l ight" not inco....ect. abi l ity, depends 1lI8nne.. . fo..esees thoUght of by too IIlJch on potential othe..s; often ~iso.. 0.. p..oblf!lll8 when sought out by othe..s when lIllIlcing judgnents. othe..s needing .ing judgnents. assistance in analyzing a wide va..iety of data. Explain: PERFORMANCE CHARACTER I STI CS UNFIT OPERATIONAL BELOW OPERATIONAL OPERATIONAL ABOVE OPERATIONAL SUPERIOR OPERATIONAL .'.----_..- ..',...-.-..,........-. . ".... --.'.-.,' ...... ...... ..... ........ .;.;.;.;.;.......;.;.;.;..:......:... ;.;<::::::::::::::;:;:::::::::::::::::: .'................,........,....... ST1.IiWtD~.:~.!'t::.n:f~:~::~pc..:Ii:~!~:::~:.I.:::I~:::1;:6~:::.i!:.:~:...~t~!!:::._.~~:..::::.::::.; [ ] [ ] [] [ ] [] PRODUCT IVITY Excessively slow worke..; consistently low prodlcer. Works slowly, consistently and accomplishes less than is required. Vo lune of wo..k accomp l i shed is satisfactory; E!q)loyee p..odIces what is requi..ed. IndJst..ious; f..equently accomplishes more than is requi..ed. Extrl!lllltly indlstrious and prodlctive; consistently accomplishes mo..e than is required. Explain: '-" DURING THIS EVALUATION PERIOD, THIS EMPLOYEE DEMONSTRATED THE FOLLOWING: PERFORMANCE CHARACTER I STI CS UNFIT OPERA T I ONAL BELOW OPERATIONAL OPERATIONAL ABOVE OPERATIONAL SUPERIOR OPERATIONAL ..........-...'.....-... .. .-.................,.............. ....'..........,....'...............................-........ ....:.:.:...:.:..:..... ...... ....... .. .:-:.;.;.;...................-:........ ........-...'..............'......... ............:.::.:..:.!!.lliJMDt...:.~~~~:1!:.~~.1eI!~.....~1~:.~!i::!'!:::~e:.!!1::..i;:e~.~~:::m':~~!:;:~_iM:::::;;::::;::: [] [ ] [] [] [] .. ~"'LITY OF WORK Werle frecp!f'lt l y Is sanetimes Performs worle at AllIIDst alw8'fS Werle contains ., contains errors: careless when ., acceptable performs worle in except ionall y is often careless performing worle: level of a very exact and high degree of and sloppy when worle is sanetimes accuracy: is prec i se manner; accuracy; known performing worle. l61acceptable cbt usually thorough qual ity of worle as "the best" in to the I'l\.IID!r of and neat. often exceeds terms of accuracy errors it standards. and thoroughness. contains. Explain: PERFORMANCE CHARACTERISTICS UNFIT OPERATIONAL BELO\I OPERATIONAL OPERATIONAL ABOVE OPERATIONAL SUPERIOR OPERATIONAL .-.-...... .. -".",' .-.-........... ....-.................. ..'...'.................-................... .....-.....'...... . U................tt;W;~. ..l1lE:I:IIPtOJm~s.:Mtiifi?Ta~::~J:(j..i::NID:::~rt~;;j?~lij:*'~i_:::-:GEH_t::,.it,iCl::::UU......., [ ] INTER-PERSONAL . Very distant and SKILLS aloof; blunt; discourteous: antagonistic; l ilees to dictate to others: unwilling to help the publ ic. [ ] I [ ] [] Sociable and outgoing; very po li te and willing to help: "goes the extra yard" to be tactfu l , courteous, friendly and helpful: shows genuine concern for others. [ ] Sociable, well- l ileed, persuasive and tactful, excellent at establishing good will; respected by even the most critical indiviciJals: receives cCJq)l iments fran the publ ic. Explain: Usually friendly but may show i~at;ence or aggravate others: not always tactful; helps others only if "pressed"_ Friendly; courteous; agreeable; pleasant; tactful; willing to help the publ ic and co- workers. '-" DURING THIS EVALUATION PERIOD, THIS EMPLOYEE DEMONSTRATED THE FOLLOWING: PERFOIUWlCE CHARACTER I STI CS UNFIT OPERATIONAL BELOW OPERATIONAL OPERATIONAL ABOVE OPERA TI CHAL SUPERIOR OPERATIONAL , U>:.:~~t".~iilS::AID'~:T8lt:.~~:ip~i~1j\..,.'iff.!:';1pa?::::::,:~:::::,:::::;..,.::::,':.;:!:::.,!::::::!:i!i!:i.:::..::..:; .. .................." ........,.. .':::::::\t:::::::ri\::::::::::::::\'::':""":".':::';;;:::':i:;:::.:.!::!:;:;::;!;!:!:::.;::,!::!::::;,:, [] [] [] [ ] [] "'" APPEARANCE Very l6It idy , inappropriate dress for the position. Personal hygiene habits are l6I88tisfactory. Inappropriate or incomplete attire for job function. Dresses appropriately and satisfactory appearance. IoIell groaned and carefu l about appearance. Projects profesaional image. Explain: PERFORMANCE CHARACTER I STI CS UNFIT OPERA T IONAL BELOW OPERATIONAL OPERA T IONAL ABOVE OPERATIONAL SUPERIOR OPERATIONAL ".,.-- ."..- ...... .-....... ........- ..... .... :.......:,......<$'(AIIDARD~.: ...aJIf(lMMCE:ltJ::~.llCUlS:.~:~"lt".~aq: .. . ................... . .. ..................... . ................... . . ..... ...........-......... [] [ ] [ ] [ ] IoIORIC ATTENDANCE Absent from worle Absent from worle Absent from worle Absent from worle 11 + days cilring 6 to 10 days 3 to 5 days 1 to 2 days this rating cilring this cilring this cilring this period. rating period. rating period. rating period. [ ] Absent from worle o days cilring this rating period. Explain: '-' DURING THIS EVALUATION PERIOD, THIS EMPLOYEE DEMONSTRATED THE FOLLOWING: PERFORMANCE CHARACTER I STI CS UNFIT OPERATIONAL BELOW OPERATIONAL OPERATIONAL ABOVE OPERATIONAL SUPERIOR OPERATIONAL [] '-- DEPENDABILITY Requires constant supervisory foLLow-up in order to get the work done and/or is excessively tardy, clelldl ines are often not met. Explain: [] York is c:oqJleted only with repeated dal ly superv I sory observation or close control and/or often tardy ; occasionally fails to .at clelldllnes. [] Yorks on own l.I'1der nol'llllll prearranged superv i sory follow-up and/or meets iqxlrtant delldllnes. [ ] Requires little superv i s ion and/or is rarely tardy; allows time for additional projects. [] Executes job with rare need for supervisory follow-up and sets an example for others to follow; extremely conscientious about pu1Ct1.Ial ity; is typically anelld of schedJle and aalcs fOl" new projects. PERFORMANCE CHARACTERISTICS UNF IT OPERATIONAL ....... ................. . ............ ........ . - . . . . . . . .. . /\irMDMIJ~:i~':Aajt.lTT'.:rtf~~~:IIf.lDED::~i..CIt.isjp~::.~:::j~>~:i}~::::~gt!~':~~.:m::: ... ...... .... [ ] INITIATIVE Resists change; shirks duties and responsibilities. ,lain: BELOW OPERATIONAL [ ] Follows a patterned routine way of doing job tasks without concern for suggestions for i~rovement ; falls to recogn I ze needed work. OPERATIONAL [ ] Accepts opport1.lnities to increase value of job or personal contribution once superv i sory direction is given, effectively util izing avai lable time. ABOVE OPERATIONAL [ ] Is able to assume additional duties; beyond C\.lrrent grade, often seeks out new solutions, pursues worlc related and/or professional development. SUPERIOR OPERATIONAL [ ] Resourceful in any sit1.lation with good follow through, "self starter"; generates worlc and talces on increasingly greater responsibi l ity; constantly setting greater goals for development. '-" DURING THIS EVALUATION PERIOD, THIS EMPLOYEE DEMONSTRATED THE FOLLOWING: PERFORMANCE CHARACTERISTICS UNFIT OPERA T I ONAL BELO\I OPERATIONAL OPERATIONAL ABOVE OPERATIONAL SUPERIOR OPERATIONAL UST~ 1'.tMntrt':j1l:.~<;~IlUSi'~T:~::"~)lijt.t~~~:6.D.itlr:i~;~::~!:)tt1!!irl:"~;::_!*=!'::::::':' [ ] [ ] [ ] [ ] [ ] " CCMlJN I CATION Rarely writea or Has some Writing ia clear Canf h.nt Writing is SKILLS speelcs clearly; difficul ty and coherent; spealcer; writing extremely clear; often hsrd to writing or speaks clearly; is very clear; is ideas are understand. speaking clearly; is able to get to a good L istener. expressed written material the point; is especially wel l , requires more usual ly a good recognized as an than one reading l istener and can outstanding for clear be easi ly narrative writer; I.I1derstanding. understood. can eeai ly handle Often has the most difficul ty difficult and getting to the even hosti le point; is not caTIlU'I i cat ion usua l Ly a good situation; is an l istener. exceptional L istener. ExpLain: SAFETY COMMENTS: PROFESSIONAL DEVELOPMENT: SPECIAL ACCOMPLISHMENTS: PERFORMANCE OBJECTIVES FOR NEXT YEAR: '""' PERFORMANCE OBJECTIVES FOR LAST YEAR: OVERALL COMMENTS: '-" EMPLOYEE COMMENTS: SIGNATURES: EMPLOYEE: DATE: RATED BY: ,-,VIEWED BY: DEPARTMENT HEAD: PERSONNEL DIRECTOR: DATE: DATE: DATE: DATE: CITY MANAGER: DATE: