(a) Purpose and Scope. The purpose of this section is to assign responsibilities and establish policy and procedures for evaluating the performance of employees covered by this chapter.
(b) Policy. Performance evaluations will be fair and impartial. They will not be based upon a predetermined statistical distribution or other arbitrary controls unrelated to performance.
(c) Responsibilities.
(1) The Manager shall:
A. Develop, maintain and administer the Performance Evaluation Program.
B. Provide whatever training and publicity are needed for management and employees to understand this program.
C. Maintain this regulation in a current status and review it annually.
D. Review the ratings completed by rating supervisors and ensure that the standards are being applied fairly and consistently by the rating supervisors.
E. Aid in the resolution of differences between the rating supervisor and employee regarding performance evaluations.
(2) The supervisor shall:
A. Ensure that realistic performance requirements are established and discussed with employees in accordance with the guidelines of the Performance Evaluation Program.
B. Ensure that all performance evaluations are fair, are based upon performance requirements, and conform to the guidelines of the Performance Evaluation Program.
C. During the course of periodic assessments of employee performance and discussions with individuals, identify training needs and make recommendations to the Manager for providing needed training.
D. Review and familiarize themselves with this section so that they may explain the performance evaluation to their employees.
E. Establish realistic performance requirements.
F. Evaluate the performance of employees under their supervision in a fair and consistent manner.
(d) Procedures.
(1) Establishing performance requirements. Supervisors must understand the principles of performance requirements . Realistic performance requirements are the key to a good performance evaluation program. Performance requirements may be specified orally or in writing, and must be established at an attainable level. In establishing performance requirements, the following factors should be considered, as appropriate to the employee's position:
A. Quality of work, e. g., accuracy, neatness, demonstrated ability, presentability and acceptability of work products and conformance to prescribed quality standards.
B. Quantity of work, e. g. , amount of useful work produced, economy of production, timeliness, attention to duty, and meets deadlines.
C. Personal characteristics essential to successful performance on the job, e.g., cooperation, attitudes, reliability, versatility, adjustment to conditions of work, initiative, resourcefulness and observance of rules.
(2) Evaluating performance.
A. Probationary period evaluation. All new employees are required to serve a probationary period of three months from the date of appointment. The probationary period is the final step in the appointment screening process. Consequently, probationary period evaluations and discussions are very important in preparing employees for a career with the Municipality. The supervisor must follow the following rules carefully:
1. As a part of the orientation, the supervisor will explain to the employee the meaning of the probationary period, and that reassignment or promotion will not serve to shorten or lengthen the probationary period.
2. The supervisor will explain thoroughly the performance requirements of the position and will inform the employee that failure to meet these requirements may lead to his termination.
3. The supervisor will maintain a continuous evaluation of the employee's conduct and performance and will advise and assist the employee.
4. If undesirable performance, conduct, attitudes, or traits become evident, the supervisor will discuss these in private with the employee. These discussions will be annotated on the employee record, and initialed by the employee. At this point, the supervisor will consult with the Manager to determine a proper course of action. The selected course of action must be followed. If the employee fails to improve and the plan of improvement has been observed, termination action will be initiated.
5. If termination is recommended, the supervisor will attach his personal statement briefly specifying the efforts made to bring the employee's performance to standard, and the manner in which the employee failed to meet the standard. This statement should conform to the record of performance evaluation notation on the employee record. A letter will be given to the employee in sufficient time, normally at least two weeks, to provide advance notice of termination for disqualification, citing the reasons for taking such action. Such letters must be coordinated through the Manager. Probationers who are being terminated for performance or conduct after entrance on duty do not have a right to file an appeal with the Manager. However, a probationer who alleges that his termination is based on discrimination or political reasons may appeal to the Manager. Any action taken to terminate a probationer for conduct which occurred prior to his employment requires an advance notice, a specific and detailed statement of reasons, the right to reply, consideration of the reply, a decision, and a right to request the Manager to review the procedure by which the probationer is terminated.
B. The annual performance evaluation. All employees will receive a written performance evaluation each year as of May 15.
1. A performance evaluation will normally be based upon observations made over a minimum ninety calendar day period. If an employee has not been assigned to the rating supervisor for ninety calendar days at the time the evaluation is due, it will be delayed until the ninety calendar day period is completed.
2. Supervisors are required to complete their evaluations within a reasonable period after they are due. In the annual performance evaluation cycle, they must be received by the Manager on May 31. Extensions in rare cases may be justified.
3. Evaluations will be discussed with employees. During the rating period, the supervisor will inform the employee of the rating being assigned or recommended. The supervisor will discuss the basis for the rating, counsel the employee regarding ways in which the employee might improve his performance, explain the employee's right of appeal and present a copy of the evaluation to the employee. The employee should sign one copy which will acknowledge that he has received his performance rating. The employee's signature will not indicate that he agrees or disagrees with the assigned or recommended rating.
4. After discussing the evaluation with the employee, the supervisor will file the signed copy of the evaluation in the employee's record.
C. Reevaluating performance during the evaluation cycle.
1. Employee performance will be reevaluated only if clearly warranted.
2. If the employee's performance is to be reevaluated, the rating supervisor must submit a letter to the Manager, identifying his reasons for the reevaluation.
D. The Annual Performance Rating.
1. The Annual Performance Rating will be completed annually.
2. In evaluating an employee for his annual performance rating, the supervisor should also consider if an honorary award is warranted.
3. The Manager will review and approve or disapprove proposed ratings of Outstanding or Unsatisfactory.
4. In evaluating a supervisor, the rating must include an evaluation of his performance in furthering equal employment opportunity as it relates to the following criteria:
a. Selection. Consider fairness of his selections for promotion or appointment of female or minority group employees; consider his reasons, consider fairness of his appraisal ratings which affect promotion opportunities of female or minority groups employees; consider makeup of his present work group and why it is so comprised, and consider the fairness of his delegation of supervisory responsibilities and any pattern indicated.
b. Awards. Consider what type of awards were given to members of his work group or lack of any awards, to see if any pattern of unfairness may be revealed; consider names of employees suggested for award consideration and whether these reflect fairness with regard to age, sex, color, race, national origin, or religion, consider whether he applies an objective standard in determination of awards recommended; consider whether he counsels employees fairly to improve their performance which could lead to an award.
c. Training. Consider fairness of recommendations made for formal training to better qualify employees for their present jobs; consider his willingness to devote his time to training of subordinates regardless of age, sex, color, race, national origin, or religion; consider fairness of his selection for details which will give employees a learning advantage; consider fairness of his final selection for training where training cannot be provided to all.
d. Sensitivity. Consider his expressed views on current social issues, consider whether he advocates the concern of his supervisor for the feelings of minority groups subordinates; consider whether he demonstrates the same judicious flexibility in applying the rules to all employees.
5. Employees dissatisfied with their annual performance rating may request review.
(3) Performance appraisal grievances. An employee who believes that his performance appraisal does not accurately reflect his level of performance may seek review of the appraisal under the following procedures. The employee must first express his views and objections to the rating supervisor at the time he receives the appraisal rating. He must at that time state his reasons for disagreeing with the appraisal, indicate the elements with which he is in disagreement, and specify the rating he believes he should receive.
A. If the disagreement is not resolved to the satisfaction of the employee, he may present a grievance to the Manager.
B. If an employee is a member of a bargaining unit subject to the provisions of a negotiated agreement, he may request an appraisal review in accordance with the following:
1. Within fifteen calendar days after the receipt of the appraisal, the employee may orally request a meeting with the reviewing supervisor.
2. Within seven calendar days after the oral request the reviewing supervisor may request the rating supervisor to be present at this meeting. The reviewing supervisor will consider the employee's reasons for disagreement with the appraisal and the rating supervisor's reasons for the appraisal given.
3. Within five calendar days of this meeting, the reviewing supervisor will give his decision to the employee.
4. If the employee is still dissatisfied, within five calendar working days after receiving the decision of the reviewing supervisor he may request review by the Manager. This request must be in writing and will include specific information regarding the appraisal.
5. Within five days, the Manager will discuss the appraisal with the employee and the rating supervisor.
6. If the issue is not resolved, the employee may request that the dispute be taken to Council.
(Ord. 436. Passed 9-12-77.)