Performance Management

1. Performance Management Department of Human Resources Metropolitan Government of Nashville & Davidson County

2. Objectives After completing this instruction, you will be able to: • understand best practices of effective Performance Management • know how to use the new performance evaluation form • assess your employees in a consistent and fair manner • help your employees with their strengths, weaknesses, and their development plans

3. Performance Management An effective performance management system is an essential cornerstone and a “best practice” for human resources.

4. Why have performance evaluations? • Good performance evaluations give employees feedback on their job performance. It also helps them to improve their future performance. • Performance evaluations also document justification for: • completion of probation or work test periods • increments, promotions, advancements, layoff actions, or re-employment eligibility • other personnel decisions

5. Substantial Benefits • For the employee: • Developmental feedback for professional growth • For the manager: • better communication with staff • improved measures for entire department • For Metro: • greater results for all customers • greater accountability and greater alignment

6. The Form • You will note the plan start date at the top of the form. Placing this information at the top of the page will allow you to quickly identify the year to which this evaluation pertains. A plan end date is also included. • The employee’s name, number, title and department, and the rater’s name, title, and fiscal year is found at the top.

7. The Form • The next blank provides the opportunity to identify the program purpose statement applicable to that employee. Supervisors are encouraged to ensure that each employee understands the department’s mission and the program(s) in which he/she works.

8. The Form: Section A • Section A identifies performance measures and major job responsibilities. Include a minimum of one and a maximum of four. • If your employee has more than four primary job responsibilities, you will need to articulate what are his/her four most critical responsibilities.

9. The Form • Each item under Section A is assigned a score of: • 1 (Unacceptable) • 2 (Acceptable) • 3 (Commendable) • 4 (Exemplary). • Section A also provides a space for the supervisor to add comments.

10. The Form: Section B • Section B identifies 12 basic expectations for all employees. If you need more detailed information about these twelve expectations, consult the “Achieving Program Results” handout.

11. The Form: Section B For those with supervisory responsibilities: • Employees with supervisory duties are rated on an additional 8 expectations (found on same handout). Notice, please, that those with supervisory responsibilities will have a cumulative total of their scores submitted on one line. • Each of these expectations is rated with the same 1-4 scale, and there is room for the supervisor to include comments. An additional form is available for detailed scoring.

12. The Form: Section C • Section C ensures that the employee reflects three fundamental work behaviors: • Compliance with all Metro/Civil Service rules • Attendance • Observance of work hours • These fundamental work behaviors are rated either as “acceptable” or “unacceptable.” Helpful rating advice is given in the “Achieving Program Results” handout. • Employees who receive a rating of “unacceptable” must be provided with documentation and with authorizations by the reviewer and your department’s/Metro’s HR office. A “Performance Improvement Plan” should also be generated.

13. The Form: Year-End • The “Year-End” section of the form provides space for employee comments, supervisor’s comments, the average rating from sections A and B combined, and four signatures. • For everyone’s convenience, definitions are handily provided for each of the performance rating classifications (1-4).

14. Conversation Checkbox Two simple checkboxes are also included: • Conversation # 1 has occurred on [date]. This checkbox ensures that the supervisor and the employee have communicated the performance measures and major job responsibilities for the position. • Use the “Conversation # 1” form to document that this discussion occurred.

15. Development Plans Checkbox • The Development Plans checkbox ensures that the supervisor and employee have communicated about the kinds of training or activities that would help the employee grow professionally. • Use the “Employee Professional Development Plan” form to document that this discussion occurred.

16. Development Plans • Counsel with your employees to help them determine what development goals they have for the next year. Help your employees consider activities (training, seminars, etc.) to develop their skills even further — skills that would add value to the department.

17. Pitfalls to Avoid • Every review should be based on elements that can be measured or justified by documentation. • Make sure your supervisor or Appointing Authority agrees with your evaluations. Often, directors want to know in advance if their employees receive evaluation scores of either a 1 or a 4.

18. If your employee disagrees… • Civil Service Rules Section 3.3 “Performance Evaluation” provides the following grounds for appeal: • procedures for completing evaluation have not been properly followed • explanation was not given for below-standard ratings • the evaluation prevents the employee from receiving an increment OR the employee was rated as not meeting expectations on a section. • NOTE: “Section” is an entire section, not individual ratings within a section • The employee should first attach a separate statement to the evaluation form (and have the rebuttal signed by the rater, reviewer, and Appointing Authority). • Any appeal that needs further investigation goes first to the rater, then to the Appointing Authority.

19. Continuous Process • Proper performance evaluation is not an annual event; it is a continuous process you engage in throughout the year. • Watch the online video ifyou need a dramatic portrait of how NOT to model performance evaluations in your department.

20. Questions? • We’re ready to help if you have any questions about the new performance evaluation form or system.