Fy2007 2008 Performance Plans

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Fy2007 2008 Performance Plans

  1. 1. FY2007-2008 Performance Plans Mid-Year Review Department Training March, 2008
  2. 2. Training Objective <ul><li>To provide information on FY07-08 Performance Plans: </li></ul><ul><ul><li>New rating definitions </li></ul></ul><ul><ul><li>Citywide Initiatives (Responsibilities) </li></ul></ul><ul><ul><li>Timeline for completion </li></ul></ul>
  3. 3. Changes to the 07-08 Plans <ul><li>Concern: </li></ul><ul><li>Performance Appraisal rating definitions do not have a clear graduating scale relative to the performance of employees </li></ul><ul><ul><li>Solution – Modified definitions </li></ul></ul><ul><li>Concern: </li></ul><ul><li>The “Fully Successful” rating is overly-broad which results in it becoming a ‘catch-all’ </li></ul><ul><ul><li>Solution - Expanded the “Fully Successful” rating to include additional categories and merit increase options </li></ul></ul><ul><li>Concern: </li></ul><ul><li>The “Has Potential” rating title is not accurate in most cases </li></ul><ul><ul><li>Solution – Changed this rating title to “Needs Improvement” </li></ul></ul><ul><li>Concern: </li></ul><ul><li>Executives should have a separate Performance Plan document. </li></ul><ul><ul><li>Solution – Created performance plans for executives </li></ul></ul>
  4. 4. <ul><li>EXCEPTIONAL: Employee’s performance is always well above the performance standards for the position. Employee’s level of work and initiatives significantly advance and improve the work flow of the department and the City’s interests. In addition, employee makes two or more major contributions or had major achievements in the areas of: quality customer service; efficiency; strategic execution; exemplifying the City’s core values; and mastery of knowledge and skills. This rating requires detailed justification including specific incidents of achievement. </li></ul><ul><li>SUPERIOR: Employee’s performance demonstrates consistent work efforts and abilities significantly above the performance standards for the position. The employee serves as an example to other employees. In addition, employee makes one or more major contributions or had major achievements in the areas of: quality customer service; efficiency; strategic execution; exemplifying the City’s Core values: and master of knowledge and skills. This rating requires detailed justification including specific incident of achievement. </li></ul><ul><li>HIGHLY SUCCESSFUL: Performance Standards are constantly met and work is of good quality and sometimes exceeds expectations. Employee consistently anticipates the needs of the supervisor. Employee is always receptive and responsive to instructions from supervisor. This rating requires detailed justification including specific incidents of achievement. </li></ul>FY07-08 Rating Definitions
  5. 5. <ul><li>FULLY SUCCESSFUL: Performance standards are generally met and work meets expectations. Employee is receptive and responsive to the instructions of the supervisor and shows initiative. Employee’s performance meets the expectations for the position. This rating requires details indicating the attainment of job description standards. </li></ul><ul><li>PARTIALLY SUCCESSFUL: Performance standards are met some of the time and work is of acceptable quality. Employee is receptive to the instructions of the supervisor but requires more supervision to become proficient. This rating requires details indicating the attainment of job description standards. </li></ul><ul><li>NEEDS IMPROVEMENT: Employee performance is below standards and may negatively impact service delivery. The employee may not be responsive to instruction from the supervisor. Additional effort is needed to improve performance. This rating requires details documenting how performance must improve. </li></ul><ul><li>UNACCEPTABLE: Employee does not perform, or make reasonable efforts to achieve, performance standards. Employee’s performance has not shown sufficient improvements. Employee repeatedly makes errors, does not respond positively to instructions, and/or fails to get the job done. Employee’s performance does not meet minimum performance levels and employee must make significant, immediate improvement, demotion, or termination is likely. This rating requires progressive discipline and/or PIP documentation? </li></ul>07-08 Rating Definitions (cont’d)
  6. 6. <ul><li>Proposed </li></ul><ul><li>Rating Chart for the next Rating Period </li></ul>Previous Rating Chart Changes to Merit Increases FY07/08 0% 1% N/A 3% N/A 5% 6% FY06/07 Unacceptable Needs Improvement Partially Successful Fully Successful Highly Successful Superior Exceptional Rating Unknown until FY08/09 Budget is approved by the City Council N/A Unknown until FY08/09 Budget is approved by the City Council N/A Unknown until FY08/09 Budget is approved by the City Council Unsatisfactory Unknown until FY08/09 Budget is approved by the City Council Has Potential Unknown until FY08/09 Budget is approved by the City Council Fully Successful Unknown until FY08/09 Budget is approved by the City Council Superior Unknown until FY08/09 Budget is approved by the City Council Distinguished FY07/08 Rating
  7. 7. Instructions for FY07/08 Performance Plans <ul><li>Department Directors must ensure: </li></ul><ul><ul><li>Each employee has a completed Performance Plan for FY07-08. </li></ul></ul><ul><li>The 07-08 Performance Plans are available on the Human Resources intranet site http://www.cod/Forms/Index.htm or http://www.cod./HumanResources/perfromance_management.htm </li></ul><ul><li>All Performance Plans will have the responsibilities (‘Big Rocks’) included in them; however you can include additional Big Rocks as needed </li></ul><ul><ul><li>A matrix indicating which Performance Plans should be used by each classification title is also available. </li></ul></ul><ul><li>Scorecard initiatives such as Safety; Fleet; and EMS/EPA Consent Decree should be in Part 2 of the Directors’ Performance Plan. </li></ul><ul><ul><li>Boilerplate language and measures for scorecards is on the web site. </li></ul></ul><ul><li>Employees participating in citywide initiatives such as: CSI; Budgeting for Outcomes; EMS/EPA Consent Decree; Action Plan; Process Improvement Teams should include these efforts on Part 2 of their performance plans. </li></ul><ul><ul><li>The employees’ final rating will be provided by the various team leads </li></ul></ul><ul><ul><li>Boilerplate language and measures for citywide initiatives is on the web site. </li></ul></ul>
  8. 8. Instructions for FY07/08 cont. <ul><li>All supervisors are required to conduct a semi-annual performance review for each subordinate by April 15, 2008. </li></ul><ul><ul><li>Spreadsheet due to the Human Resources Department by April 30, 2008 thru the HR Generalist. </li></ul></ul><ul><li>Each supervisor is encouraged to conduct periodic coaching sessions throughout the year with each employee to determine progress relative to the Performance Plan. </li></ul>
  9. 9. FY07-08 Performance Appraisal Timeline 07-08 Performance Plans and templates for citywide initiatives will be available on the Human Resources intranet web site November 1, 2007 Managers and Supervisors conduct semi-annual performance reviews with employees No later than April 15, 2008 07-08 Performance Plans due to Human Resources Generalist November 30, 2007 Semi-annual performance reviews departmental spreadsheet due to HR Generalist. April 30, 2008 Action Item Date

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