Job desciptions & perf evaluations

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  • Why am I doing this training? Survey responses = some staff not sure of “expectations.” All expectations are in the position description and in the personal and branch budget outcomes.
  • Position Description: Want employees to gain an understanding of the significance of the document and its connection to their tasks and compensation. Why it is important to pay close attention to the details and accuracy of the document.Performance Evaluation: What is the county’s philosophy concerning performance appraisals, what is the budget implication, and how can the employee help to make it a pleasant experience.
  • Every position must have one. Why?
  • JD’s are a communication tool that helps employees understand the expectations of their employer; should clearly explain job duties, responsibilities, equipment used, qualifications needed, relationships with other positions (supervision given & received).
  • Used in 1/3 class study to determine if position is classified correctly and compensated fairly. Want it to be accurate with enough lingo-free detail that analyst can understand what you do. Will be compared to other positions across the county or outside the county. “The purpose of this study is to ensure our salaries remain competitive and that positions are appropriately classed.”
  • Questions to encourage conversation about topic.
  • Point out to staff that expectations DO change, and this is GOOD because the library is not a static organization, and that we deliberately keep changing things to continually improve our work flow or efficiency and improve customer service. An example is the new self check-out station that we are looking forward to installing. This technology will create a large change in our work, but will greatly improve service as it frees up time for staff to personally assist those who need more help.
  • We all want the evaluation process to be pleasant. How can you help?
  • Well not that seriously!
  • Your supervisor works hard to be fair and reward you appropriately, but you can make life much easier for everyone if you help too!
  • Job desciptions & perf evaluations

    1. 1. Position Descriptions Performance EvaluationsJuly 2009 1
    2. 2. Lynne’s goals for this session: Staff understand importance of the position description and feel accountable for helping to update it accurately Staff are comfortable with the performance appraisal process and feel responsible for providing feedback for the annual meeting Staff understand the expectations of their jobs through these documents. July 2009 2
    3. 3. More specific learning goals: Position Description  Performance Evaluation  Understanding:  Philosophy  Significance  Budget implication  Connection  Pleasant experience  Attention:  Details  Accuracy July 2009 3
    4. 4. AKA Job DescriptionCatawba County defines the Position Description as:“… an official document describing the duties andresponsibilities of a position.” July 2009 4
    5. 5. Why do we need position descriptions? Communication  Employer expectations  Job duties  Responsibilities  Equipment used  Qualifications needed  Relationships with other positions Hiring process July 2009 5
    6. 6. In Catawba County Government, how is it used? 1/3 classification study  Position classified correctly?  Position compensated fairly?  5 things can happen as a result of this study: 1. Correct as Classified – grade and title are appropriate 2. Upgrade – position is moved to a higher grade as a result of the pay study 3. Reclassification – title is changed and the position is moved to a higher grade normally based on significant changes in duties and responsibilities. 4. Title Change – only the title is changed to more appropriately reflect the duties of the position 5. Downgrade – position is moved to a lower grade based on pay study and/or changes in duties and responsibilities. Title may also be changed. July 2009 6
    7. 7.  Look at a sample. Why might it be important to be detailed and accurate in describing your duties? What should you do if one of your duties changes? How often should you look at your job description? Reality check: How often DO you look at your job description? How many of you could pull out a copy of your job description right now if someone asked you to? In the past, many of us just looked at this document every 3 years. Let’s do this every year at your annual evaluation. July 2009 7
    8. 8. AKA…Oh no…it’s that time again!Catawba County philosophy of the evaluation system:“… a means of communication about issues concerning anemployee’s performance.”“Employees should be given every opportunity to succeed.” July 2009 8
    9. 9. Why do we need an evaluation system? Catawba County lists the goals of the system:  Uniform & equitable basis for appraising performance.  Clarifies responsibility of a supervisor to make sure that performance goals are met.  Provide guidelines that are fairly & consistently applied to everyone.  Identify training & development needs.  Provide direction to below-standard performers. July 2009 9
    10. 10. The county uses a “weighted system.”All employees in the same classification are evaluated on the same“Performance Factors” with the same “weight.” WeightLibrarian: Performance FactorAdherence to Policies .10Attendance .10CoachingCommunication .15Customer ServiceInitiative .10Job Knowledge, Skills and Abilities .20Judgment .10LeadershipQuality of WorkProductivitySafety .05Working Relationships .20 July 2009 10
    11. 11. Each of us has personal outcomesthat guide what we should be doing during the year. July 2009 11
    12. 12. Why or why not?July 2009 12
    13. 13. Reality check: The Budget Implication When pay increases are tied to performance evaluations, Catawba County has budgeted enough dollars for 70% of workforce to “exceed.” What does “exceeds” mean?  Exceeds expectations criteria for quality, quantity and timeliness; requires the employee to consistently achieve results beyond that which is expected for the position.  Expedites work activities. Does not procrastinate or cause obstacles/delays to work output or others.  Plans work in advance, anticipates problems and takes appropriate actions. Thinks beyond duties of the job. Envisions the results and anticipates impact of projects/assignments when completed.  Consistently receives favorable, valid comments from peers and outside contacts.  Sought out by others for their guidance and expertise.  Seeks additional activities voluntarily to expand job knowledge and scope. Consistently demonstrates a genuine willingness to do more than is required. Exceeds standards for attendance. July 2009 13
    14. 14.  What does “meets” mean?  Meets all expected criteria for quality, quantity, and timeliness of work assignments.  Does a complete and competent job. Performance is what is expected of a qualified and experienced person in the assigned position.  Accurately expedites work activities for normal flow of work output for self and/or others. Demonstrates talent and skills to handle new assignments within scope of position. Rarely receives valid negative comments or complaints about work performance from outside contacts.  Meets standards for attendance. Rarely late to work. Requires only occasional supervisory direction or guidance. July 2009 14
    15. 15. So how can youhelp to makethe evaluation amore pleasantprocess?Has yoursupervisor everasked you toprovide a report inpreparation foryour evaluation? July 2009 15
    16. 16. July 2009 16
    17. 17.  Help your supervisor remember the value that you have brought to the organization during the year.  Look at your job description and update it.  Prepare a report for your supervisor:  Show what you have done during the year and gives examples of anything that you did that might place you in an “exceeds” category.  Include copies of special things that you have done such as booklists or brochures, or special projects that you might have worked on.  Provide copies of complements you have received from your customers and your coworkers.  Highlight special achievements or awards that you might have received.  Tell about any workflow or process improvements you might have created that saved the county time or money.  Include anything else that you think should be considered. July 2009 17
    18. 18. Some questions: How can supervisors fairly manage this process when we only have a finite number of dollars to reward staff? Do you see a connection between the position description and the performance evaluation documents? Might you do anything differently in the future with your position description? In preparation for your performance evaluation? Is there anything else that supervisors can do to help you with these documents and processes? July 2009 18
    19. 19. July 2009 19

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