HR Employment Best Practices Panel Discussion: Rules, Training, & Performance Evaluation

1. Welcome Please take time to introduce yourself and exchange business cards with others at your table…

2. A conversation with HR Employment Best PracticePart 2

3. Panelists: • Darwyn Anderson, Director Employment, Training & Equal Opportunity, City Personnel • Frank Emerson, Staffing Operations Consultant, City Personnel • Janice Flaagan, Sr. Personnel Specialist, DoIT • Glenda Graham-Walton, Executive Director, Civil Service Commission • Shannon Morrison, Records Management, City Personnel Maria Batayola-Facilitator

4. City Hr StaffingJanice Flaagan

5. Federal Laws State Laws City of Seattle Charter Seattle Municipal Code Personnel Rules Department Rules and Policies The rules and laws that bind usJanice Flaagan

6. Employment services

7. The purpose of the Citywide Personnel Services program is to establish Citywide Personnel Rules, provide human resources systems, information, services, and expert assistance to departments, policy makers, and employees. Citywide PersonnelDarwyn Anderson

8. Provides staffing services, employee development opportunities, and technical assistance to all City departments. Employment and Training

9. Collect and Hold Personnel Files for Terminated Employees– The Record includes the supervisor’s file, the confidential file and employment file… -Records are kept for six+ years -Employees can review files at least once per year -Employees may receive one free copy of file -Departments can review files for previous employees-IF employee is a top candidate for a position Records ManagementShannon Morrison

10. Incomplete Files Missing documents Erroneous non-work related items in file Files not transferred to Personnel or New Department Common Records ManagentIssues-challenges Remember-employees have the right to access these records…

11. Clear understanding of the job and expectations Effective orientation, education, and training Measureable and attainable goals and objectives Regular and on-going coaching and feedback Performance ManagementGlenda Graham-Walton Performance management is the process of creating a work environment or setting in which an employee is enabled to perform to the best of his/her abilities and includes:

12. SMC 4.04.180 Performance evaluation. A., The Personnel Director shall develop and monitor a City-wide performance evaluation system and shall work with departments to ensure compliance therewith. Such system shall include, but need not be limited to: • 1. An expectation that every City supervisor will provide a formal job-related performance evaluation to each of his or her subordinate employees at least annually; • 2. Provision for employee comment on the evaluation; • 3. Review of the evaluation by the rater's supervisor, and right of the employee to have the evaluation reviewed by a higher authority, up to and including the appointing authority. • B. The results of evaluations may be used to: 1. Improve communications with employees; 2. Help identify and recognize outstanding employee performance; 3. Help identify and correct inadequate employee performance; and 4. Help demonstrate cause for personnel actions. Performance Management and Employee DevelopmentGLENDA GRAHAM-WALTOM

13. 1.5.4 Job Expectations The setting and communication of job expectations is a goal of the performance evaluation system. All supervisors and employees should identify employees’ job expectations: • on at least an annual basis to set expectations for the coming year, • when the employee begins a new job, • when there are changes in job expectations, and • when an employee needs or requests clarification about his or her job expectations. Personnel Rule 1.5

14. The results of performance evaluations shall be used to: • Improve communications with employees, • Help identify and recognize outstanding employee performance, • Help identify and correct inadequate employee performance, and • Help demonstrate cause for personnel actions. Personnel Rule 1.5.5 Performance Evaluation

15. Supervisors should address deficiencies in an employee’s job performance immediately, rather than waiting for the formal performance evaluation… Personnel Rule1.5.6 Communicating Performance Deficiencies

16. Employees at “risk of layoff” and employees laid off for less than one year Opportunity for consideration for a position at a level equal to or less than the employee’s current position Employee must be qualified for the position Rosters of eligible employees are submitted to hiring departments Project HireFrank Emerson

17. Regular full and part time employees Employee must be nominated by department Employee must be at risk of losing his/her position Project Hire Eligibility

18. Open Discussion & Questions THIS NOT THIS

19. Dwight Dively-September Candidate Forum-October Upcoming Events

20. Documentation Do’s:Per Erin Overbey’s Presentation last month • Prepare documents promptly and date them • Be factual, specific, and detailed: provide examples • Pay attention to grammar, spelling and punctuation • Be mindful of tone and objectivity • Be consistent in your documentation: do the performance reviews reflect problems?

21. Documentation Do’s: • Prepare documents promptly and date them • Be factual, specific, and detailed: provide examples • Pay attention to grammar, spelling and punctuation • Be mindful of tone and objectivity • Be consistent in your documentation: do the performance reviews reflect problems?