EMPLOYEE PERFORMANCE EVALUATIONS

1. EMPLOYEE PERFORMANCE EVALUATIONS Lt. Allen R. Sondej 2/2012 Rev.

2. Performance Evaluations • Performance Evaluations are conducted annually as per S.1.87

3. Performance Evaluations • All employees shall achieve and maintain at least minimally acceptable levels of performance for each evaluation criteria. • All raters shall evaluate each employee under his/her immediate command. • Raters shall rate the employee on performance in the majority position held during the current evaluation period.

4. Evaluation Period • The designated evaluation period shall be from March 1st through the last day of February each year.

5. Pre-Evaluation At the beginning of each evaluation period, the supervisor must prepare and maintain a Supervisor’s Worksheet which documents specific information including: a. Employee role, responsibilities and goals defined during initial performance evaluation counseling sessions. b. Recommended strategies for attaining goals. c. Specific tasks of the employee’s position.

6. Evaluation Criteria • Exemplary performance noted during the evaluation period deserving of recognition or reward. • Substandard performance requiring appropriate measures and remedial training to ensure compliance with expected levels. • Account for extenuating circumstances, which may cause an employee not to satisfy the required standard of performance.

7. Evaluation Criteria • Training needs recommended or requested. • Brief notations regarding matters of discussion during any performance evaluation counseling session.

8. Evaluation Process • Employees shall be evaluated utilizing designated Evaluation Criteria and Measurement Definitions. • Employees shall be scored utilizing rating anchors to identify performance of the designated criteria. • The evaluations shall be memorialized in writing using the designated employee performance evaluation report.

9. Evaluation Process • Following completion of the employee performance evaluation report, the supervisor shall forward his/her immediate supervisor (“Reviewer”) to review and discuss the findings of the report. • The supervisor shall review and discuss the findings of the employee performance evaluation report with the employee. • This discussion constitutes a performance evaluation counseling session.

10. Post Evaluation Reviewer’s Responsibilities • The Reviewer will review all performance evaluation reports prepared for personnel under his/her command, relying on the following process: • Upon completion of an evaluation report, supervisors shall submit that report to their immediate supervisor (Reviewer). • The Reviewer shall scrutinize the report for thoroughness, accuracy and validity and discuss same with the supervisor.

11. Post Evaluation Reviewer’s Responsibilities • The supervisor shall make necessary adjustments. • Upon completion of the performance evaluation counseling session and the supervisor’s and employee’s signatures are applied, the performance evaluation reports must then be signed by the reviewers and forwarded to the Chief of Police through the chain of command. • Subsequent to review by the Chief of Police, evaluations must be archived in the South Brunswick Township Police Department Employee Personnel File.

12. Appeals • Contested or appealed performance evaluation reports are subject to the following review process: • Any employees wishing to contest their performance evaluation reports shall notify their supervisor in writing within five days after receiving the report. • The Reviewer must examine all relevant documents pertaining to the performance evaluation report and then schedule an appeal conference with the employee and the supervisor.

13. Appeals • If during the appeal conference, ratings or findings are adjusted and all are in agreement with the new findings, they shall be recorded and all relevant documents forwarded to the Chief of Police. • If during the conference, there is no mutual agreement regarding the performance evaluation report findings or ratings, the Reviewer shall render a decision that must be presented to the employee within two working days.

14. Appeals • If the employee wishes to contest the Reviewer’s decision the officer shall notify the Chief of Police, through the chain of command, within three working days. The Chief of Police, the Reviewer, the supervisor and the officer shall conference. • If during the conference, ratings or findings are adjusted and all are in agreement with the new findings, they shall be recorded and all relevant documents archived.

15. Appeals • If during the conference, there is no mutual agreement regarding the performance evaluation report findings or ratings, the final decision rests with the Chief of Police who shall render a binding decision that must be presented to the employee within two working days.

16. Performance Evaluations Definitions

17. Excels • He or she is considered to have or display expertise in the area in question, and represents the department in a notable fashion; • Thinks matters out soundly and logically, and his/her advice is regularly sought out by peers and is considered a role model for fellow employees; • Unusually good communicator, verbal and written. Reports are always accurate, thorough, reliable and submitted on time;

18. Excels • Always enthusiastic in professional and personal matters, treating his or her job as a career, displaying uncommonly positive attitude and compliance with rules, regulations and directives and acceptance of responsibility; • Has thorough command of duties and responsibilities, familiar with all details and tasks, is alert for new and effective methods and techniques;

19. Excels • The employee consistently performs above average and in a manner that is superior to or exceeds expectations and goals; • Works well without direct supervision, using initiative, presenting new ideas and alternatives and is willing to accept responsibility; • Relies well on training and takes advantage of experience and the experiences of others;

20. Acceptable • The employee consistently meets expectations and goals, maintaining proficient performance levels and occasionally requires correction or counseling; • Has a reasonable command of job responsibilities and duties, requiring periodic direct supervision. Occasionally makes effective suggestions and recommendations;

21. Acceptable • Displays reasonable interest and enthusiasm towards duties, makes progress in most areas, and follows rules and regulations. Makes continuing effort to get along with fellow employees, superiors and the general public; • Communicates in an acceptable fashion and displays good judgment in most circumstances. Written reports usually are effective, well constructed and submitted within expected timeframes.Communicates effectively with superiors, peers and subordinates and exhibits good listening skills.

22. Acceptable • Asks deliberate and appropriate questions, frequently seeking advice of peers; • Works in a steady, reliable fashion.

23. Needs Improvement • The employee marginally meets goals and expectations; is found to be in error frequently, requiring regular instruction, correction, counseling and supervisory direction; • Verbal and written communication is sometimes unacceptable. Reports tend to be illogical, careless, incomplete and are sometimes late;

24. Needs Improvement • Thinking often lacks logic and focus, fails to concentrate on job requirements, requiring frequent instruction and supervision; • Occasionally seeks shortcuts; lacks initiative, achievement and progress; displays few ideals common to career development. • Seldom displays enthusiasm and focus towards duties, does not rely well on training, past experiences and the experiences of others;

25. Unacceptable • The employee’s performance and behavior is generally apathetic and he or she rarely meets expectations and goals, displaying substandard results, constant errors, a lack of achievement and confidence and requires constant monitoring; • Requires frequent, direct supervision, guidance and correction. Lacks concentration, focus and interest towards duties, displaying substandard effort and/or achievement;

26. Unacceptable • Frequently violates or ignores department rules and regulations, failing to rely on training and experience, while displaying inadequate knowledge and command of approved methods, strategies and procedures; • Communication skills are poorly demonstrated, reports are frequently illogical, awkward, unreliable and incomplete; • Frequently displays poor judgment.

27. Not Applicable • This evaluation criteria was not experienced or within specifications of the employee’s current assignment during the evaluation period.

28. Specific Definitions • Specific measurement definitions and evaluation criteria are found in Appendix “B” of S.1.87 and shall be utilized in the evaluation process.

29. Performance Evaluations Forms

30. The Supervisor’s Worksheet • This form is found in Appendix “C” of S.1.87 • The Supervisor’s Worksheet page(s) should be used to document any pertinent circumstances, incidents or occasions that occurred during the current Evaluation Period.

31. The Supervisor’s Worksheet • Initial entries on the Worksheet should begin with the performance evaluation counseling session at the beginning of the evaluation period and continue throughout the period including any noteworthy details. • Supervisors should make brief historical references to record information, details or remarks relating to specific employee performance, behavior or conduct during the period at hand.

32. The Supervisor’s Worksheet • Records of exemplary or substandard achievement and other noteworthy events, circumstances, acts or activities should be recorded on the Worksheet. • All entries should be dated, corresponding incident numbers noted if appropriate and the name and badge number of the supervisor making the entry recorded.

33. Pre–evaluation Support Form • This form is found in Appendix “D” of S.1.87 • The Pre–Evaluation Support Form is provided to each employee at the beginning of an Evaluation Period by his/her immediate supervisor. • Completion is optional but highly recommended.

34. Pre–evaluation Support Form • The form should be used as a means of providing an exchange of information between employee and supervisor. • It should document any noteworthy circumstances, incidents or occasions including awards, recognition or commendations that occurred during this period.

35. Pre–evaluation Support Form • Record specific information, details or remarks regarding your performance, behavior and/or conduct during the current evaluation period that you wish to have measured. • All entries should be dated, incident numbers noted if appropriate, and any supporting documents attached.

36. Employee Performance Evaluation Report • This form is found in Appendix “E” of S.1.87 • For each category a rating is to be entered as follows: • “E” Excels • “A” Acceptable • “N-I” Needs Improvement • “U” Unacceptable • “N/A” Not Applicable

37. Performance Evaluations Common Errors

38. Negligence of Rater • Rater apply different values to various components of performance. It is important to apply the standards of the rating system as literally as possible to guard against this situation.

39. Prejudice of Rater • All people have prejudices. Raters must guard against rating personality traits where uncalled for and apply the rating system objectively. Prejudice can be both negative or positive.

40. Halo Effect • Raters must guard against the tendency of allowing one highly favorable trait color judgment of other traits. This can also work in the inverse where a negative trait colors other traits.

41. Knowledge of Employee • Failure to have a clear knowledge and understanding of the employee rated can undermine an evaluation. Raters should know the rated employee adequately enough to make a well rounded evaluation. If a supervisor is newly assigned or has a new officer the rater must reach out to the employees former supervisor for this information.

42. Central Tendency • Under this theory raters avoid using the extremes of the rating scale. This occurs as a means to avoid work or in cases where not enough information is know about the employee and the rater feels that he/she can not justify the score. Raters must put in the necessary level of effort to accurately measure the employee. The Pre-Evaluation Support form can be helpful in dealing with this shortfall.

43. Leniency • In this situation a supervisor over rates his subordinates in order to avoid antagonizing them. It also occurs as a means of shielding the supervisor from accusations of poor supervision as evidenced by poor employee performance. This can be dealt with by objectively and honestly utilizing the rating criteria.

44. Severity • Just as Leniency leads to over rating Severity leads to under rating employees. This generally occurs because of personal reasons that make it difficult to give high marks. Again this can be dealt with by objectively and honestly utilizing the rating criteria.

45. Conclusion • If there are any questions refer to S.1.87 or contact your immediate supervisor for clarification.