EVALUATING PERFORMANCE

1. EVALUATING PERFORMANCE

2. Why Conduct Performance Evaluations? • An effective performance evaluation process will help the employee develop professionally and to be a valuable asset to the organization. Where all their contributions and actions benefit the organization and the people we serve.

3. When Does Performance Get Evaluated? • Performance evaluations are usually completed on an annual basis, more often for probationary employees. • Each and everyone of us evaluates and is evaluated everyday…we just don’t talk about it.

4. The Supervisor’s Responsibility Is To: Establish clear and concise expectations. Provide positive and negative re-enforcement. (don’t let things fester) Create opportunities to discuss performance on a regularly basis, using a consistent format. Document performance. Behave in a manner that displays the traits they want to see in their employees.

5. Establish Clear and Concise Expectations. • Employees must know the following: • The type of attitude expected during specific circumstances (on scene, at station, during conflicts). • The type of individual motivation expected. • Expectations on training (individual or company). • The roles you and the employee will have in the employees professional growth. • How performance feedback will be expected (on-the-spot, scheduled meetings, annual evaluation)

6. Provides Positive and Negative Re-enforcement • When an employee does something well or without prompting, let them know you noticed. • When an employee does something poorly, or requires regular prompting, remind them of your expectations. • Praise publicly criticize privately. • Address borderline behavior early.

7. Create opportunities to discuss performance on a regularly basis using a consistent format • Discuss performance….good and bad. • Have one-on-one meetings regularly. • Should be informal and quick • Use a written outline. • Share the outline with your employees, the process should be transparent…no surprises. • Use the outline for note taking.

8. MONTHLY COACHING WORKSHEET-FF • This document is to be used by Captains and Lieutenants to coach Firefighters • Month:_______________ • Employee Name:_____________________ • Performance on Scene ______________________________________________ • Individual motivation ________________________________________________ • Communications ___________________________________________________ • Paperwork/reports/documentation ______________________________________ • Attendance record _________________________________________________ • Participation in training ______________________________________________ • Attitude ___________________________________________________________ • Working with others _________________________________________________ • Professional development ____________________________________________ • Professional goals __________________________________________________ • Status of assigned projects ___________________________________________ Additional notes: Employee Signature:_____________________ Date:________________ Supervisor Signature:____________________ Date:________________

9. Performance on Scene- How does the employee operate tools and/or equipment? Do they operate EMS equipment appropriately? How do they handle EMS incidents? Do they make proper decisions under pressure? Are there any issues with communications during stressful times? Does the employee seem to have physical limitations? Do they conform to safety standards? Individual motivation-Does the employee demonstrate eagerness to perform? Do they begin tasks, including facilities and equipment maintenance on their own without being told? Do they seek opportunities to learn? Do they take on additional assignments on their own or accept them readily? Communications- Does the employee routinely share information with others that is clear and concise? Does the employee operate communications equipment appropriately? Do they speak on the telephone or radio clearly? Paperwork/reports/documentation- Does the employee routinely submit paperwork on time? Is their paperwork completed properly? Is their written documentation constructed completely and with sufficient detail? Attendance record-discuss how their attendance record was for the month. Discuss if there appears to be any excessive use of unscheduled leave or any punctuality issues. Reinforce good attendance behavior.

10. Participation in training- Does the employee seek training on their own? Are they showing a positive attitude towards training? Do they take an active role with planning and conducting training sessions? Attitude- Does the employee demonstrate a good attitude towards; department policies, work assignments, training, fellow employees and citizens? Does the employee accept criticism appropriately? Working with others- Does the employee do what they can to get along with others? Do they look for opportunities to help fellow workers? Do they show respect to everyone? Is the employee sensitive to differences in others? Professional development- Does the employee strive to improve their abilities and/or knowledge. Do they participate in educational opportunities to prepare them for advancement to a higher position? Professional goals- What professional (department/profession related) goals has the employee identified and how are they working to obtain them? Status of assigned projects- What projects have been assigned to the employee? Have their assignments been completed on time, or making sufficient progress? Does the employee submit accurate and detailed reports?

11. DOCUMENT PERFORMANCE! • Employees must know they are accountable for their actions….good and bad! • It is the Supervisor’s responsibility to document the employee’s job performance. • Employees should see this as an opportunity, rather than as punitive. • Employees can assist the supervisor with documenting performance. • Performance is more accurately captured for the annual evaluation.

12. To behave in a manner that displays the traits they want to see in their employees • To demand professionalism; one must be professional. • To demand honesty; one must be honest. • To receive respect one must give respect.

13. Common Problems • Officer’s opinion differs from his/her superior’s. • Evaluation does not have enough documentation to justify rating. • Known performance issues were glossed over or omitted. • This puts the officer in a very difficult position. Documenting performance throughout the year, and providing consistent leadership can eliminate this problem.

14. Justification • “Paul is very good on calls” • What does this justify? • “Paul requires very little supervision on calls, he anticipates what should be done and communicates actions he plans to take. On a structure fire, Paul was given the assignment of pulling an attack line and prepare to make entry. He performed his assignment and realized he would have to wait before entry can be made. After receiving approval from me he began assembling an equipment staging area.”

15. Common Problems • Officer won’t give an outstanding evaluation. • Officer just doesn’t think anyone deserves an outstanding evaluation. • Officer thinks it’s too hard to justify. • This happens when the officer waits till evaluation period to consider an employees performance. This officer will also minimize the impact of negative performance.

16. Common Problems • Employee does not agree with the performance rating. • This problem is usually avoided when there is regular performance related interaction. The worst thing an officer can do is ignore problem behavior until it’s time for the evaluation.