HomeMy WebLinkAboutItem VI(B) Resolution No 94-21, relating to performance evalution system for general employees AGENDA 9-20-94
"CENTER OF GOOID LIVING- PRIDE OF WEST ORANGE" Item VI B
_ Ocoee
O ,� 1 ' coHaussloNERsCITY OF OCOEERUSTYJOHNSON+_� 3C)
PAUL W.FOSTER
150 N.LAKESHORE DRIVE
• OCOEE FLORIDA 34761-2258 VERN COMBS
V �t1 • - (407)656-2322 JIM GLEASON
yr4.4, Of 0000 v> CITY MANAGER
ELLIS SHAPIRO
TO: THE HONORABLE MAYOR
MEMBERS OF THE COMMISSION
FR: PEGGY PSALEDAKIS, DIRECTOR PERSONNEL/EMPLOYEE RELATIONS
DA: SEPTEMBER 8, 1994
SU: PERFORMANCE EVALUATION SYSTEM FOR GENERAL EMPLOYEES
During fiscal year 1989/90 the City Manager established for the
first time an Employee Performance Evaluation System. The purpose
was to assist the employee in identifying strengths and weaknesses
in performance factors. In turn, the Performance Evaluation would
provide the City with a method of determining appropriate pay
increases when warranted. This system identified as exhibit "A"
has served the City well .
Like anything else, it was time for change .
Under the leadership of former Mayor Lester Dabbs, the Personnel
Committee began working on changing the system. This project began
in November of 1993 . Meetings were held prior to starting time on
a weekly basis . The committee reviewed evaluation systems from
both the Public and Private Sectors . The one common goal we all
had was to "keep it simple" .
After many hours of dialogue, assistance from the City Manager when
stuck on an issue, we developed a Performance Evaluation system
that we feel will work. We managed to "keep it simple" .
On behalf of the Personnel Committee we ask that you adopt by
Resolution the attached Performance Evaluation System for the
General Employees .
Respectfully submitted
CITY OF OCOEE
EMPLOYEE PERFORMANCE EVALUATION MANUAL
FOR
NON-SUPERVISORY POSTIONS
•
CITY OF OCOEE ,
EMPLOYEE PERFORMANCE I:vAI.UA'I'it)N
•
FON
NON-SUPERVISORY I'ERSONNI':I.
TABLE OF CONTENTS
PACT:
FORWARD
SECTION I OBJECTIVES OF OUR PROGRAM •�
SECTION II ACCOMPLISHING OUR OBJECTIVES BY PERFORMANCE
EVALUATION
SECTION III SOME PITFALLS OF PERFORMANCE EVALUATION 4
SECTION IV EVALUATION PROCEDURE 5
A. Who Will Be Evaluated 5
B. Who Will Evaluate Performance 5
C. Processing; Forms (,
D. Timing of Evaluation Reports 6
E. Instructions to Raters 6
' F. Performance bevel B
G. Overall Evaluation S
H. Evaluator's Comment: };
I. Employee's Continents 9
J. Signature of Employee y
K. Salary Increases c3
SECTION V THE EVALUATION INTERVIEW 10
A. Definition 1()
B. Benefits 10
C. Why Supervisors Shy Away From Interviews 10
D. Preparation for the Interview I I
E. interview Suggestions 1 :2
SECTION VI GENERAL GUIDELINES I5
SECTION VII DEFINITION OF FACTORS I(,
SECTION VIII DEFINITION OF PERFORMANCE LEVFI.S 18
EMPLOYEE PERFORMANCE, EVALUATION REPORT A'I"I'ACIIMEN'I'
•
•
FORWARD
•
Rating of employees is one of the oldest and most universal- -
practices of management. There never was a time when executives
and supervisors did not estimate the relative worth of employees ,
one to' another. But it is only within recent years that rating
has progressed from a highly subjective and mysterious procedure
to a level of consistent and comprehensible practice.
Good supervisors apply guidance and development daily in their
relationships with their employees . This application requires
a constant mental evaluation of each employee .
Performance rating or evaluation forms act to formalize this
evaluation and enable the supervisor and employee to meet and
discuss the general work situation and the strengths and weak-
nesses of the employee as they relate to the job.
The success of a prooram for rating employee performance depends (/
primarily upon how well the supervisors understand ratinc pro- .
.
cecures and aD0ly effort and objectivity to their ratings .
This manual has been prepared to assist you in the use of the
Performance Evaluation form and to provide a standard and
uniform concept of application .
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SECTION I • •
OBJECTIVES OF OUR PROGRAM
The objectives of our Employee Performance Evaluation Program are to :
A. The primary objective is to help City employees improve
work performance and productivity by understanding what is
expected , how well they are doing , what their strong and
• '. -weak points are and what they can do to improve themselves
and their future with the City.
• B. Assure all employees of recognition for their work efforts
and ability, by promotion and merit salary increases.
C. Encourage supervisors to approach each employee as an
individual and to develop with them the mutual understanding
necessary for effective day-to-day work relations .
D. Provide data for measuring the effectiveness of our employee
relations program, such as selection and placement of new
employees , supervisory training , communications , affirmative
action , etc.
E . Provide evaluations of the work per. formance and productivity
of each employee for use in decisions regarding promotion ,
transfer , training, etc .
F. Identify individuals whose initiative , creativity and
productivity suggest assigning increasingly more important
functions in City operations .
G. Identify those individuals who should be released because
they lack the characteristics and ability which would
make them desirable City employees .
Performance ratings , when properly utilized , serve to benefit the
City, the supervisor, and the employee . The City profits from the
increased productivity because the review of the employee ' s per-
formance provides an opportunity to discuss the employee ' s strengths
and weaknesses on a person-to-person basis . The procedure also
serves as a reminder to the supervisor to observe and evaluate the
employee 's actions at all times .
.Employees profit by being made aware of the supervisor ' s interest.
Satisfaction is gained from being told about their strong points
and they arc afforded the opportunity to improve in those areas
where improvement is needed by following the constructive nucgcs-
tions of the supervisor.
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SLc'TJ UIJ ii
ACCOMPLISHING OUR OBJECTIVES
BY
PERFORMANCE EVALUATION
Sometimes employees who receive unfavorable reports of performance
are resentful and defensive. Even though we conscientiously rate
the employees ' performance , they may refuse to accept the evaluation.
They may accuse you of being unfair or biased. Why? Because by
using reports of performance merely to point out employee deficiencies
even though we are constructive in our criticism, employees may regard
them as instruments of discipline and fear them. None of us can give
wholehearted acceptance to that which we fear.
As an aid to overcoming this fear we will emphasize the constructive
•
during our evaluation interview.
Here then lies the basis for the approach to our program - a develop-
ment approach - not overlooking the employees ' weaknesses , but working
with the employees to use their strengths and abilities in over-
=cmin_ their weaknesses , especially by expanding strengths. This
emphasis can do much toward our aim of improving employee attitudes,
morale and productivity.
•
• A. Consider each employee as an individual . Recognize their
..special skills, talents and potential .
B. Have the belief that most employees want to do a good job,
are not "just lazy" and can be trusted until they show they
cannot be trusted.
•
C. Have the desire to develop self-sufficiency and maximum
productivity in each employee.
D. Have the desire to make each employee feel that they are
needed, useful and an important member of the City orggni-
zation.
E. Have a sympathetic and understanding attitude toward
employees ' feelings and personal problems.
•
F. Have a willingness to work with the employees in evaluating
. their performance.
The accomplishment of these objectives rests with you as you conduct
the evaluation program, and depends upon :
. A. • Your ability to develop accurate and consistent judgments.
B. Your willingness to do so.
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SECTION III
SOt•1E PITFALLS OF PERFORMANCE EVALUATIONS
To assist you in making more objective and accurate ratings , you
must understand the sources of error that lie within each of us ,
and know how to guard against them. Pitfalls of which we should
be particularly aware as we evaluate employee performance are :
A. Lack of objectivity - basing the rating on supposition ,
guesswork or emotional bias.
B. Rating one trait in the light of ratings on other traits -
known as the "halo" effect : If you rate an employee very
high or very low in any single trait, you may have a very
strong tendency to rate the employee about equally high
or equally low in various other traits. '
C. Rating on the. basis of general impressions.
D. Rating on the basis of a single dramatic incident.
E. Reflecting the judgment of a former supervisor or other
acquaintance who knew the employee apart from their present
work situation.
Recognition of these danger zones gives us a head start toward
objectivity in rating.
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SECTION) IV
EVALUATION PROCEDURE .
A. WHO WILL BE EVALUATED
Performance reports shall be completed for all employees.
B. WHO WILL EVALUATE PERFORMANCE
1. Evaluator
The Evaluator will normal be the employee ' s immediate
supervisor. The Evaluator will be responsible for completing
an interview and a performance report at the prescribed time
•
for each employee supervised.
2. Reviewer
The Reviewer will normally be the Evaluator ' s immediate
supervisor. The Reviewer is to review the performance eval-
uation completed by each Evaluator under his or her juris-
diction. It is suggested that this be done before the report
is discussed with the employee. The Reviewer should consider :
a. The Evaluator ' s fairness , objectivity, and consistency
in valuating the employees supervised.
b. The Evaluator ' s ability to use the performance evaluation
system to the benefit of the employee and the City.
3. Department Head
The Department Head will review the performance evaluation
reports completed on each employee in the unit. The reports
shall be reviewed before or after the evaluator and the
-employee have discussed the evaluation.
a. Assure that all performance evaluation reports are
completed properly and on time. •
b. Consider the' Evaluator ' s and Reviewer ' s abilities to
evaluate employee performance.
c. Consider whether performance reports reflect the overall
performance of each work unit and the department in
general .
d. Should the Department head or the Reviewer disagree with
• the rating, a meeting will be held to discuss the dif-
ference. If a change is agreed upon, it must be dis-
cussed with the employee.
•
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C. PROCESSING FOR -IS
Performance evaluation forms will be completed in triplicate
and distributed as follows :
1. The original will be forwarded to the Personnel Office.
2. The second copy will be retained in the department file.
3. The third copy will be given to the employee.
D. TIMING OF EVALUATION REPORTS
1. Performance reports shall be made for all permanent, pro-
visional , probationary and temporary employees , and shall
be executed:
a. No earlier than thirty ( 30 ) clays and no later than
fifteen (15 ) days prior to an employee ' s eligible date
for a performance increase
•
b. Annually on the appropriate anniversary date. At the
option of the Department Bead , semi-annual. evaluations
may be utilized.
c. Fifteen (15 ) days prior to a probationary employee ' s % f
eligibility date for permanent appointment. NO PROBA-
TIONARY EMPLOYEE WILL BE GIVEN PERNAMENT STATUS UNTIL A
RATING HAS BEEN MADE AND REVIEWED BY THE PERSONNEL
OFFICE.
d. Special Reports can be made as follows (unless requested
by the Department Head , reports will not be made for
periods of less than three months) :
(1 ) When an employee receives a rating below Satisfactory
a new rating is required after three (3 ) months.
(2 ) Upon request of the supervisor, Department Head or
employee. _
(3 ) To accompany all requests for performance salary
increases.
2. The Personnel Office shall forward the forms to the Depart-
ments in sufficient time to be completed and processed.
E. INSTRUCTIONS TO RATERS
Do not begin to rate your employees until you arc familiar with
the factors , instructions , and the Performance Evaluation Form.
In making the actual ratings , the following should be kept in mind
1. Each factor must be rated for each employee, if applicable,
or the report will be returned. To give a value rating for
a particular factor, place an "X" mark: in one of the bores
upon the forn.
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•
2. Consider each factor separately , taking into account only
that particular factor which you are rating. Do not consider
performance for any factor which does not relate to the one
being rated.
3. Do not be overly influenced by one or two unusual incidents,
but rate in terms of the employee ' s day-to-day performance
during all of the rating period. Similarly, do not go back
prior to the period being covered by the report.
4. Consider your evaluation in terms of the employee ' s present
duties, not in terms of the duties of a different classi-
, fication.
5. Do not consider potential value or personal abilities of the
employee; except as they are actually revealed in and used
on present work assignments. Any reference to potential
value or personal abilities should be made in the Comments
section of the form.
6. In rating individual factors , remember that it is possible
for the ratings to differ between factors. In some cases ,
an employee ' s performance in certain factors is better than
it is in other factors.
7. Remember that the ratings you give reveal your judgment. of
the employee ' s work performance. Do not be influenced in
your rating by the opinion of others. -
8. Any factor rating of Improvement Needed or Unsatisfactory
must .be accompanied by a substantiating note under the
Comments section.
9. Remember in rating employees you should not expect them to
meet standards of performance unless you have instructed
them in all the job requirements. You cannot hold an
employee responsible for work accomplishment if you have not
given understandable assignments and instructions. If an
-employee has an area of difficulty, what have you as a -
supervisor done to help your employee solve the problems
which handicap the performance? You have a responsibility
to develop your employee with respect to total performance
and its relationship to job stanc1 rds and productivity. If
the employee is not •getting along, you should explain how
and in what respect the failing is occurring, and how
performance can be improved. That is one of the supervisor ' s
most fundamental responsibilities .
10. If our system is to gain any measure of acceptance, there
must be developed a relationship of trust and confidence
between subordinate and supervisor.
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11. Make certain that the employees understand what is expected
of them and how their success is measured. A thorough
understanding can be arrived at only through a discussion
in which both you and the employee express yourselves freely
in order to point out and eliminate any differences of
opinion.
12. Factors which are recorded on the Employee Performance
Evaluation Report should be related to the specific require-
- ments of 'the job. Unless you know exactly what a particular
factor means in terms of the job which the employee is
performing, you cannot accurately help the employee pr
evaluate their performance.
13. Make a purposeful day-to-day observation of employee per-
formance.: To view the employee ' s performance in proper
perspective, recognize '<that all employees have both strong
and weak points. In order that your broad conclusions be
accurate , daily observations should be objective , fair and
systematic. No employee exhibits all of .their personality,
ability and problems at any one time . Only by occasionally
bringing together everything you know about the individual
can you actually see them as a total person.
14. Consistent use of documentation will serve as a useful tool
in the Employee Performance Evaluation session. Daily
observations and' progressive records permit you to become
aware of many developing problems soon enough to take early
corrective action. This may eliminate the necessity of
solving a more serious problem at a later date.
F. PERFORMANCE LEVEL
This reflects the Evaluator ' s judgment of how well the employee
is performing assigned duties and responsibilities. Mark the
appropriate level of performance for each factor being evaluated.
NOTE : Performance factors rated either Improvement Needed or
Unsatisfactory must be explained in -Evaluator' s Comments.
G. OVERALL EVALUATION
1. This represents the Evaluator ' s assessment of the employee 's
overall work performance during the rating period.
2. An overall evaluation of Unsatisfactory may be cause for
termination.
H. EVALUATOR 'S COMMENTS
1. List aspects about the employee ' s performance that you feel
are important or critical . Include major strong points as
well as major weak points.
• 2. Give suggestions as to actions the employee might take to
strengthen and improve performance . Consider how you might
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I* EMPLOYEE ' NENTS •
The employee is permitted to add any comments concerning the
evaluation. However , should he or she add any comments , the
employee shall be required to sign the report.
J. SIGNATURE OF EMPLOYEE
1. After reviewing the completed report with the employee, the
Evaluator shall ask the employee to sign the report.
2. The Evaluator will explain that the employee ' s signature
does not necessarily indicate the employee ' s agreement with
'the report, but only that it was reviewed with him/her .
3. If the employee does not sign the report, the Evaluator will
initial Employee Comments and make the following comments :
"Reviewed with employee - employee refuses to sign. "
4. The employee may indicate a desire to discuss the report with
the Reviewer and the Evaluator shall then arrange such a
meeting within five (5 ) working days.
R. SALARY INCREASES
1. The overall rating determines the employee ' s eligibility for.
a performance salary increase , and depends on the employee ' s : :
a. Receiving an overall evaluation of "Good" or "Very Good. '
b_ Availability of funds within the City budget.
c. The salary range and the employee ' s relation to the
maximum pay rate of their range.
2. .If the employee is to be considered for a performance' salary
increase, the supervisor will process the necessary forms.
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SECTION V
THE EVALUATION INTERVIEW .
A. DEFINITION
1. The evaluation interview is a two-way discussion between a
• ' supervisor and an employee of the employee ' s performance.
2. The interview •is a crucial step in the development program
, for people in our organization_ Without the interview, the
evaluation has little chance of succeeding in bringing about
• improved pperformance.
B. BENEFITS
1. Improved productivity in current position.
2. Improved morale.
3. Reduced tension and .anxiety.
A. Stronger supervisory relationships.
5. Increased readiness for greater responsibility. ! •
C. WHY SUPERVISORS SHY AWAY FROM INTERVIEWS
•
•
1. Some supervisors find it a painful process to criticize. No
one likes to point out flaws or weaknesses in another ' s work.
Those supervisors are doing themselves, their subordinates
and the City organization a disservice by neglecting to get
down to cases.
•
2. You may feel that "informal" coaching does the job. With
some it probably does ; however, day-to-day coaching does not
do the entire job. Informal coaching is "problem-centered" -
Oriented around one specific difficulty. It is usually not
concerned with the subordinate ' s development. In the typical
day-to-day situation, a supervisor is far more likely to let
the subordinate know where the supervisor is displeased than
where pleased. This is natural since poor performance
reflects immediately. on the superior. . The evaluation inter-
view provides a balanced picture of how the subordinate is
doind.
3. Supervisors may feel they lacl; the required skill to make
much of a contribution to the development of their subordinates
Some feel they just don ' t know how to go about it. And they
may not, but, as part of your own supervisory development you
can learn ! Providing the climate , challenge and assistance
that will encourage subordinates to develop is not easy. Yet,
you are in the best position to do this.
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4. Another reason given by ;upervi:;or:; for shying away frdm
conducting evaluation interviews is lack of time. Preparing
for and conducting an evaluation interview properly does
require time. The return on this time invested, however,
makes spending it in this way worthwhile.
D. PREPARATION FOR THE INTERVIEW
The effectiveness of the evaluation interview in achieving the
objective is determined in a large measure by the preparation
which precedes the interview. One or more. of the following
should be considered.
1. • Schedule the Interview
The interview should be conducted in a private place with-
out interruptions. It in helpful to pick a time when the
attitude of both individuals is most likely to be positive
and neither will be inconvenienced. Allow enough time so
that neither you nor your subordinate feels rushed.
2. Prepare for the Interview •
You must know and understand the employee ' s job to make a
fair evaluation. Study the job description or procedure
used. Make more detailed study of the job duties. Know
what is done, how it is accomplished and why_ Bring papers,
files, and other data you might need.
3. When to Prepare the Form
Consider using one or a combination of the following eval-
uation methods :
a• You shall wnat to evaluate the subordinate ' s performance
before talking with him/her. The evaluation also could
be reviewed with your superior before the discussion with
the subordinate, particularly for a new superior.
b. Since the primary objective of the interview is the
improvement of performance of the subordinate, you want
the subordinate to change. It is important that the
subordinate perceive the need for changing.
One way of approaching this problem is to ask the subor-
dinate to evaluate his or her own performance, considering
how well the subordinate thinks the responsibilities are •
being carried out.
c. Another method used is the joint evaluation where each
factor is discussed and a performance level assigned
during the interview. Make certain you make the final
judgment and do not turn the interview into a "bargaining"
session.
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4. Use of a Balance Sheet
This may serve as a uidc for your discussion. It need
consist only of one page divided into two columns. On the
left can be placed responsibilities that are performed satis-
factorily ; on the right , the responsibilities- requiring some
improvement.
The main value of the balance sheet is that it gets away from
the formal evaluation sheet so that the discussion does not
center around terminology or evaluation forms.
5. Review Possible Causes
For those areas requiring improvement, appropriate questions
could be :
* Why is it that this responsibility is not being carried
out satisfactorily?
* Is it due to the subordinate?
* Am I responsible for its not being performed satis-
factorily?
* Is it due to other factors beyond our immediate control r ,
6. Possible Actions •
Give consideration to the possible actions that might be taken
to remedy the causes. It is not necessary to consider all
possible actions that might be taken ; just consider several
practical ones.
7. Set Goals
•
For the most effective results it is necessary to establish
a specific goal for any interview. Questions to ask are :
* What do I want this individual to feel when the interview
has been completed?
* Is the person inclined to be tough-minded and objective
or over-sensitive , self-conscious and somewhat insecure
E. INTERVIEW SUGGESTIONS
1. Warm UD
a. The objectives of this step arc to reduce tension on you:
part as well as the subordinate ' s , and to set the stage
for what is to follow. Your usual manner should be used.
Any obvious effort to. reduce tension will only serve to
increase it. Get off to a good start !
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b. During this step present. an explanation of the nurnose of
the interview. In tali:ing about the purpose , the mutual
value to both you and the subordiante should be emphasized.
Emphasis should also be placed on the "joint problem-
solving" nature of the discussion, rather than on the
superior-subordinate relationship.
c. Explain how the interview will proceed and the role of the
employee in the interview.
2. Discussing Performance
a.�Beain with a positive approach. Almost every employee has
some strengths which can be used as a starting point for
the interview. Emphasize strong points.
b. The objectives of this discussion are to get a thorough
exchange of views and to identify areas of performance
needing improvement. To promote open two-way communicatior
ask questions and listen , as well as talk. Encourage the
subordinate to express feelings and thoughts , and avoid a
judging attitude by not showing disapproval of the
employee ' s comments. Do not let the interview degenerate
into an argument.
c. Examine and , if possible, agree on what was actually done .
Consider the subordinate ' s fulfillment of .responsibilities r
possession of necessary skills , knowledge and personal
characteristics , and achievement of previously-set goals.
Proceed from the positive to the negative, from areas of
agreement to areas of disagreement.
d. Explain ratings without apoJocgizing �Y-QU decisions. .
3. Causes
One of the strongest tendencies in evaluation interviewing
is to skip directly from "what is wrong" to "what are we going
to do about it. " This arises because few of us care to dwell
at any great length on those areas needing improvement.
For genuine change, it is necessary to get at some of the basic
underlying factors that are causing the current situation.
The objective of this step is to get an understanding of the
real causes - probably the most difficult objective in the
entire interview to achieve. It is important to consider all
possible sources of causes.
Some questions that might: be asked about the employee are :
* Does the employee have a sufficient basic ability?
* Does the employt2e lac}; motivation?
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• * ' Are there personal characteristics which account
• for the conditions?
* Is it lack of experience? •
Here are some questions about you :
* Are objectives clezcly defined?
* Has adequate authority been granted to you along
with the responsibility?
* Are proper facilities , equipment and personnel
provided?
And some questions about the situation:
* Are there technical or operating problems?
* Are there problems in organization structure?
* Do policies and procedures account for the
difficulties?
• * Is it the performance of other units within the
organization?
•
4. Possible Actions
Get as many actions on .tlie table as possible. The objective
of this step is to explore many corrective actions and this
calls for creative thinking.
5. Plan of Action
•
a. Review the possible actions and convert them to a practical
plan , outlined as to who is going to do what and when it is
to be done . Set a progress review date .
b. IL is desirabel to outline the plan in writing for
reference during the subsequent evaluation period and for
use in any follow-up interview. The written plan should
be one that has been jointly developed and can be accepted
by both the superior and the employee.
6. Concluding the Interview
Concluding the interview should come naturally. There is
occasionally some awkwardness attached to stepping out of the
interview situation bac): into the regular work situation. An
effective way of closing an interview is to summarize - why
we got together, what has taken place, and what we have
accomplished.
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SECTION VI
GENERAL GUIDELINES .
Following are suggestions for your use in developing effective
evaluations :
A. Give as much care and attention to your rating of your employe
as you would like from the person who will be rating you.
B. Consider carefully the demonstrated qualities of the employee
in comparison with other employees in the same classification.
C. When analyzing the performance , call to mind instances that
are typical of the work and way of acting. Do not be influ-
enced by unusual cases which are not typical.
D. Disregard your general impression of the employee and concen-
trate on one trait at a time.
E. Evaluate performance that has occurred since the last review.
Refer back to previous evaluation .forms to put performance in
context.
F. Base ratings on facts rather than on opinion so that you can
explain them if aske2#" to do so. •
G. It is true that some of the factors on the form are related.
However, when you rate an employee on a factor, try to disre-
gard the ratings that have been developed on other factors.
' H. Remember that your best employee may have a few weaknesses
while. your poorest employee may have strong points.
I. Disregard the relative importance of the job to other classi-
fications. Consider only how well the person is doing the
assigned job.
J. fake your own judgments. Do not reflect the judgment of a
former supervisor.
K. Emphasize the employee ' s strengths , abilities and potential
for growth. Do not .give the employee the feeling that you
see only the faults.
L. Remember that the employee with whom you are dealing is an
intelligent individual and that the employee ' s presence and
future with our organization is important to the employee , to
you and to the City.
•
N. If you can look around you and see happy, productive employees
who are working toward their own development and advancement
with the City, you can be pretty . sure that your effort:; are
paying off.
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SECTION VII
DEFINITION OF FACTORS
A. JOB KNOWLEDGE
The employee ' s knowledge of the subject matter, procedures ,
policies, laws and techniques necessary for full job performance.
Does the employee arrange and conduct work in - an efficient manner
compared to the established standard?
•
B. QUALITY OF WORK
Accuracy, completeness , neatness and effectiveness of the work
done. The quality of work is measured by comparing the work
performed to the established standard. The standard is that
quality of work which is desirable in the occupation or class
of work, which is acceptable to the Department, and which meets
the standards of the City.
C. PRODUCTIVITY •
1 The amount of work produced by the employee, measured by comparing
the work performed to the City ' s goals and standards. To determine
a standard quantity of production for job, the rater must under-
stand the quantity of: work factor in terms of the actual job. " The
standard will vary from job to job. The employee should only be
rated on the volume of work that is subject to his or her control .
For example, a typist may be able to type twenty letters a day ,
but if the supervisor only gives ten letters the volume of work
is beyond the employee ' s control. Few jobs can be judged primarily
in the quantity factor. This factor should be judged on a long-
term basis and the rater should be careful not to let occasional
bursts of speed influence the rating.
D. INITIATIVE
Resourcefulness, self-reliance, willingness to accept and carry
out responsibility, and amount of supervision required. The
adaptability of the employee in work assignments. An employee
who attempts to solve problems and requests additional assignments
during a slack period or when an assignment is completed displays
initiative. Willingness to undertake training courses or
schooling. Suggesting improved procedures indicates initiative.
E. ATTITUDE
Feelings toward the job, supervision , fellow employees, their
profession, and the City organization. An employee who is
conscious of the job responsibilities and looks for new and
better ways of doing things in order to improve the organization
displays a good attitude.
-16-
r . •
J UUGMI:;NT
•
Observation and assessment of a situation , problem or condition
and taking appropriate action. Consider decision making if a
factor in the job.
G. DEPENDABILITY •
Attention to duties in the absence of supervision. The' employee ' .
predictable job behavior and attention to the work. An employee
who does not shift the burden of difficult assignments and who is
reliable displays dependability. The ability to meet deadlines.
Reaction to stress and criticism.
H. ATTENDANCE
•
Attendance, punctuality, and time devoted to actual work.
, Presence on the job when required, punctuality in reporting to
• ' work and promptness in reporting to assignments. Consideration
should be given to such items as absence without leave, excessive
sick leave and tardiness. Conducting personal business and other
• non-job-related activities on the - job should also be considered.
I. WORK HABITS
The care of property and materials used by the employee in ,daily
work. The ability to observe rules, follow instructions, carry
out duties in accordance with approved procedures and conform to
safety regulations. Does the employee organize , arrange, and
cc::duct the work in an efficient manner compared to a standard
which meets the approval of the department?
J. APPEARANCE
Neatness in dress; personal grooming ; care of uniform (if required
• on the job) . Professional bearing should be considered. Eval-
uate physical capability only if it is a job factor.
K. RELATIONS WITH OTHERS
Ability to deal with people , including associates, supervisors
and the public. The ability to make oneself understood and to
gather or transmit information in oral and written fashion.
Consider internal and external communications_
•
•
-17-
•
SECTION VIII
• PERFORMANCE LEVELS
UNFIT OPERATIONAL STANDARD The employee's performance clearly and
consistently fails to meet work requirement.s.
This rating indicates inadequate and unacceptable
performance. The employee shows either an unwil-
lingness or an inability to improve. It character-
izes an employee whose performance is well below
operational. standards.
BELOW OPERATIONAL STANDARD The employee's performance often fails to meet work
performance requirements. The employee has
demonstrated some willingness or ability to imprcve
performance but only on occasion.
This rating indicates performance that is less than
satisfactory and requires that steps must be taken
to improve performance. It characterizes a►n employee
whose performance is below operational standards.
OPERATIONAL STANDARD The employee's performance is reasonable adequate
and regularly meets standard requirements of the
position.
The employee demonstrates willingness and ability to
meet an acceptable level of performance. It
characterizes an average employee.
ABOVE OPERATIONAL STANDARD The employee's performance regularly meets and
often exceeds the operational standards.
TISe employee demonstrates a desire and ability to
exceed just an acceptable level of performance. It
• characterizes an above operational standard employee
who does more than what is expected.
SUPERIOR OPERATIONAL STANDARD The employee's performance is clearly superior in
meeting work requirements. The employee consistst.-
ently demonstrates exceptional desire and ability to
exceed above operational standard performance. This
rating characterizes an excellent employee who
consistently does tar more than what is expected.
—18-
EMPLOYEE PERFORMANCE EVALUATION REPORT FOR NON-SUPERVISORY PERSONNEL
'Jame Title
Department Division SS#
Date Last Increase Last Review Hired Next Review•-
Purpose of Evaluation: ( ) Regular ( ) Probationary ( ) Special
PERFORMANCE FACTORS
I Rate one factor at a time and check I _
c E c 4 >
the performance level which you °� S
believe is most appropriate. °7 0 "' h &
(See Manual for definition of factors)
A. JOB KNOWLEDGE
B. QUALITY OF WORK
C. PRODUCTIVITY
D. INITIATIVE
E. ATTITUDE
F. JUDGEMENT
G. DEPENDABILITY
H. ATTENDANCE: Since last report:
Days Sick Leave
Days Without Pay •
Days Late
I. WORK HABITS
J. APPEARANCE
K. RELATIONS WITH OTHERS
OVERALL EVALUATION
Unlit
Below
Operational Standard
Above r
Superior
Nit-1 •
•
EMPLOYEE NAME
EVALUATOR'S COMMENTS
Employee's Major Strong Points Are:
•
These Can Be Used More Effectively By:
Employee's Major Weak Points Are
These Can Be Strengthened By:
- A performance salary increase should be considered.
- A salary Increase should not be considered at this time,but the employee should be rated again and reconsidered
In days.
- A salary increase should not be considered al this time and consideration should not be given to an increase until
the next rating Interval. Further,the employee should be placed on notice that an unsatisfactory rating at the end
of the next period could result in a demotion or dismissal.
EVALUATOR
(Name) (Title) (Date)
EMPLOYEE'S COMMENTS
This report has been discussed with me.
I AM satisfied with the rating
I AM NOT satisfied with the rating
I wish to review the rating with my department head
I have had the opportunity to complete the comment section.
Employee's Signature Date
Reviewer's Signature . Date
Department Head's Signature Date
NS-2
EMPLOYEE NAME
EMPLOYEE COMMENTS:
• (This section Is optional, please return In two days to your evaluator)
Signature of Employee
Date
Signature of Supervisor
Date
Signature of Department Head
r
Date
NS-3
T9 •, ,ern._- -•---- ..-•-- ----f•: .r-•- ------ -�..
1
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 cif 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 day of , 1994.
APPROVED:
Attest: CITY OF OCOEE, FLORIDA
Jean Grafton, City Clerk S. Scott Vandergrift, Mayor
(SEAL)
For use and reliance only Approved by the Ocoee City
by the City of Ocoee, Commission at a meeting held
approved as to form and on the above date
legality, this day under Agenda Item No.
of , 1994.
FOLEY & LARDNER
By:
City Attorney
2
EXHIBIT "A"
CITY OF OCOEE
GENERAL EMPLOYEE
PERFORMANCE EVALUATION
o� Ocoee
p
0 a
v
til
f�� CF 6009 y
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 employee"s
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: REVIEW PERIOD
FROM: TO:
DIVISION: 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%)
..........
�7FE1?ATIQI�A� ;QPRRATIQNAL :<
[ ] [ ] [ ] [] []
STRENGTHS:
WEAKNESSES:
•
SIGNATURES:
EMPLOYEE: DATE:
RATED BY: DATE:
REVIEWED BY: DATE:
DEPARTMENT HEAD: DATE:
PERSONNEL DIRECTOR: DATE:
CITY MANAGER: DATE:
CITY OF OCOEE
NON-SUPERVISORY ANNUAL PERFORMANCE EVALUATION
DURING THIS EVALUATION PERIOD, THIS EMPLOYEE DEMONSTRATED THE FOLLOWING:
PERFORMANCE UNFIT BELOW ABOVE SUPERIOR
CHARACTERISTICS OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
OF MORE DUET:LES:WNIGti;A11.:INDLVID1tAI.:I11m1 Niles UI O R TO.;PE11FORCE.`:ON T HE`J06.....:>:>`:;< E ::::::>'> ::::>:<::...........
[] [ ] [] [] [] •
JOB KNOWLEDGE ' Is not familiar Lacks knowledge of Adequately Understands and Excellent
with the basic some phases of informed; can knows well almost resource person;
knowledge needed work; not familiar answer most common all phases of often sought out
to perform the enough with questions; knows work; very by others; is
job information enough to knowledgeable well informed
necessary to satisfactorily about many job-
perform job perform the job related topics,
satisfactorily can correctly
answer job
related
questions.
Explain:
PERFORMANCE UNFIT BELOW ABOVE SUPERIOR
CHARACTERISTICS OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
. AN .71ND CAIRN,SIT`.;BOTIE..ORAL AND Ii 1ITIER I11STMJCTIONS. :::::; >:::]:»:;<` :::>:>:< :....::<:>::::>.:::: ::::::::::::»:::::»'::
>. T x R$It:::: ::tEi IJlIOERST
[] [] [] [ ] . []
FOLLOWS Rarely follows Has some trouble Regularly follows Almost always • Follows
INSTRUCTIONS instructions following instructions follows instructions
correctly; has instructions correctly; instructions correctly; can be
extreme correctly; either frequently asks correctly; can counted on to
difficulty fails to listen questions to almost always be carry out
understanding when instructions clarify counted on to instructions
even simple are given or instructions; can carry out accurately; even
instructions. fails to generally be instructions the most complex
comprehend them. counted on to accurately; even oral instructions
Rarely asks carry out complicated oral have to be given
questions to instructions instructions, only once.
clarify satisfactorily. generally have
instructions. only to be given
once.
Explain:
DURING THIS EVALUATION PERIOD, THIS EMPLOYEE DEMONSTRATED THE FOLLOWING:
PERFORMANCE UNFIT BELOW ABOVE SUPERIOR
CHARACTERISTICS OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
:. .<:.: T.y.:TO.;N$ALYZE•.ANE.,.INTElIRRET I*�lIIRT.gg ANS:;Tg ARR iit:AT':I OGI CAL OOUCLUS aIS.:::................ >:> ::»>:` >< ;
_,.;,..;
i': —. TiR ,I1 ::.
[] [] [] [] []
JUDGEMENT Does not make Often does not Arrives at Evaluates data Excellent at
judgments on own; think the problem judgments within quickly and analyzing and
takes too long to through before reasonable time accurately; interpreting data •
analyze data and arriving at a frame; analyzes conclusions even under
draw conclusions; conclusion; shows facts and draws reached are clear extreme pressure;
decisions are little confidence conclusions in cut and supported looks at data in
flawed or in own judgment satisfactory by facts; a "new light" not
incorrect. ability, depends manner. foresees thought of by
too much on potential others; often
supervisor or problems when sought out by
others when making judgments. others needing
making judgments. assistance in
analyzing a wide
variety of data.
•
Explain:
PERFORMANCE UNFIT BELOW ABOVE SUPERIOR
CHARACTERISTICS OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL •
is
STAgIIARD: AeTLITY TOS PRGOUCF NEEOED.WORD N THE APPROPR l4'IC All. M. OP Tfl1E ZEST i)E<iADI.IIIEs ORS TIS `�.1 EV:il
[] [ ] [ ] [] • []
PRODUCTIVITY Excessively slow Works slowly, Volume of work Industrious; Extremely
worker; consistently and accomplished is frequently industrious and
consistently low accomplishes less satisfactory; accomplishes more productive;
producer. than is required. employee produces than is required. consistently
what is required. accomplishes more
than is required.
Explain:
DURING THIS EVALUATION PERIOD, THIS EMPLOYEE DEMONSTRATED THE FOLLOWING:
PERFORMANCE UNFIT BELOW ABOVE SUPERIOR
CHARACTERISTICS OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
':':::«<>�>$TN IDARD *B1R.1W Pa PIIOCUCE 111OR J61E: OOIFEE1E�.ANDD W WORK FREE SF` ERR R,, C N F NDIN6 t 1RJl;.IF; L >:?`: .
[] [] [] [] C]
QUALITY OF WORK Work frequently Is sometimes Performs work at Almost always Work contains an
contains errors; careless when an acceptable performs work in exceptionally
• is often careless performing work; level of a very exact and high degree of
and sloppy when work is sometimes accuracy; is precise manner; accuracy; known
performing work. unacceptable due usually thorough quality of work as "the best" in
to the number of and neat. often exceeds terms of accuracy
errors it standards. and thoroughness.
contains.
•
Explain:
•
PERFORMANCE UNFIT BELOW ABOVE SUPERIOR
CHARACTERISTICS OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
FRaNOARD: 1ihE E PLO 8 ABtLi1e WORK HA1RNONiiRR4JSLlt /IND CAORRRAIIWLY WITH co-HOP RR SND `HE 1f« PUBLIC.
[] [] [] [ ] []
INTER-PERSONAL Very distant and Usually friendly Friendly; Sociable and Sociable, well-
SKILLS aloof; blunt; but may show courteous; outgoing; very liked, persuasive
discourteous; impatience or agreeable; polite and and tactful,
antagonistic; aggravate others; pleasant; willing to help; excellent at
likes to dictate not always tactful; willing "goes the extra establishing good
to others; tactful; helps to help the yard" to be will; respected
unwilling to help others only if public and co- . tactful, by.even the most
the public. "pressed". workers. courteous, critical
friendly and individuals;
helpful; shows receives
genuine concern compliments from
for others. • the public.
Explain:
DURING THIS EVALUATION PERIOD, THIS EMPLOYEE DEMONSTRATED THE FOLLOWING:
PERFORMANCE UNFIT BELOW ABOVE SUPERIOR
CHARACTERISTICS OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
iii:STA1iDi100 ::i::.*OONUE A .:Dia S . AT:< S..IP+ROP*IAAIE.F4GIF..TIIE Jdt : . :
[] [] [] [ l []
APPEARANCE Very untidy, Inappropriate or Dresses Well groomed and Projects •
inappropriate incomplete attire appropriately and careful about professional
dress for the for job function. satisfactory appearance. image.
position. appearance.
Personal hygiene
habits are
unsatisfactory. .
Explain:
•
•
PERFORMANCE UNFIT BELOW ABOVE SUPERIOR
CHARACTERISTICS OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
STIINDAilQ. 011FORf1LlIiEE T .;i14RK NRl7RS iiLE-,,,, EI ES&L:lE.; :: . ..>:. .;:::.> :>;:.; ;::;:::,, .;;:.:.:::::::::.,.::::>
[] C ] [] [ ] [] .
WORK ATTENDANCE Absent from work Absent from work Absent from work Absent from work Absent from work
11 + days during 6 to 10 days 3 to 5 days 1 to 2 days 0 days during
this rating during this during this during this this rating
period. rating period. rating period. rating period. ` period.
Explain:
DURING THIS EVALUATION PERIOD, THIS EMPLOYEE DEMONSTRATED THE FOLLOWING:
PERFORMANCE UNFIT BELOW ABOVE SUPERIOR
CHARACTERISTICS OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
.'> STMIDARD ABI TORI RE JZREDi:JOB YID MEINIMi11 SUVEIlViSi AM �]..0.00IIE01EI1 .1*wolot :.i1Eo11i r:>:::<<:`:;>:::<:::»:«i«:�:::i>:<:.
[] [] [] [] [] .
DEPENDABILITY ' Requires constant Work is completed Works on own Requires little Executes job with
supervisory only with under normal supervision rare need for
follow-up in repeated daily prearranged and/or is rarely supervisory
order to get the supervisory supervisory tardy; allows follow-up and
work done and/or observation or follow-up and/or time forsets an example
is excessively close control meets important additional for others to
tardy, deadlines and/or often deadlines. projects. follow; extremely
are often not tardy; conscientious
met. occasionally about
fails to meet punctuality; is
deadlines. typically ahead
• of schedule and
asks for new
projects.
Explain:
PERFORMANCE UNFIT BELOW ABOVE SUPERIOR
CHARACTERISTICS OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
ANOJ1RI13•::: A$LI7! TQ.i1ECOBIti2E::11l:EOED:>l•1E1R1E . I iN�:IDEAS �:::iMlrAglM :I11E:: L:::::::<:<:::`: iii:': <' >i :r;
[] [] [] [ ] []
INITIATIVE Resists change; Follows a Accepts Is able to assume Resourceful in
shirks duties and patterned routine opportunities to additional any situation
responsibilities. way of doing job increase value of duties; beyond with good follow
tasks without job or personal current grade, • through, "self
concern for contribution once often seeks out starter";
suggestions for supervisory new solutions, generates work
improvement; direction is pursues work and takes on
fails to given, related and/or increasingly
recognize needed effectively professional greater
work. utilizing development. responsibility;
available time. constantly
setting greater
goals for
development.
Explain:
DURING THIS EVALUATION PERIOD, THIS EMPLOYEE DEMONSTRATED THE FOLLOWING:
PERFORMANCE UNFIT BELOW ABOVE SUPERIOR
CHARACTERISTICS OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATIONAL
b`TJ1 mARQc THEA IttU T E% i s. INFQMATI01 ANliIOR INSTRUCTIONS CtEARt :ANR COIICiI E.T' ii1 1rt it # : EROAtt :> :
COMMUNICATION Rarely writes or Has some Writing is clear Confident Writing is
SKILLS speaks clearly; difficulty and coherent; speaker; writing extremely clear;
often hard to writing or speaks clearly; is very clear; is ideas are
understand. speaking clearly; is able to get to a good Listener. expressed
written material the point; is especially well,
requires more usually a good recognized as an
than one reading listener and can outstanding
for clear be easily narrative writer;
understanding. understood. can easily handle
Often has the most
difficulty difficult and
getting to the even hostile
point; is not communication
usually a good situation; is an
listener. exceptional
listener.
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: DATE:
REVIEWED BY: DATE:
DEPARTMENT HEAD: DATE:
PERSONNEL DIRECTOR: DATE:
CITY MANAGER: DATE: