Current through Register Vol. 49, No. 9, September, 2024
10500
Employee Performance
Evaluation
Under the rules for the Merit System of Personnel
Administration, an appraisal of an employee's performance is required as a
condition preliminary to:
1. Permanent
appointment of a probationary employee;
2. In-grade step or salary increase of a
permanent employee;
3.
Promotion.
4. Annual assessment of
competency of agency staff.
The employee performance evaluation is intended to do the
following:
1. To help supervisors
counsel on ways to strengthen job performance.
2. To indicate whether or not an employee is
performing satisfactorily.
3. To
identify employees with potential for assuming greater levels of
responsibilities.
4. To provide a
tool for discussing unsatisfactory performance with employees and written
documentation of specific deficiencies.
Every effort should be made to correct deficiencies and
additional non-scheduled reports may be desirable before recommendation for
demotion or dismissal are made.
10510
Evaluation Report
Schedule
Completed Evaluation Reports are due in the Personnel. Section
not later than the last day of the month assigned for completion. County
reports include County Directors, Casework Personnel--both Assistance Payments
and Services--and clerical personnel assigned to those counties.
|
AUGUST: |
Arkansas County Social Services Office through
Cleveland County Social Services Office |
|
SEPTEMBER: |
Columbia County Social Services Office through Franklin
County Social Services Office |
|
OCTOBER: |
Fulton County Social Services Office through Jefferson
County Social Services Office |
|
NOVEMBER: |
Johnson County Social Services Office through Miller
County Social Services Office |
|
DECEMBER: |
Mississippi County Social Services Office through Pike
County Social Services Office |
|
JANUARY: |
Poinsett County Social Services Office through Pulaski
County Social Services Office |
|
FEBRUARY: |
Randolph County Social Services Office through
Washington County Social Services Office |
|
MARCH: |
White County Social Services Office through Yell County
Social Services Office |
|
APRIL: |
Programs Division - State Office
(Includes all staff assigned in support of Division
and
Section allocations, State Office) |
|
MAY: |
Food Services Division
(Includes all staff assigned, both State Office and
County Food Stamp Offices) |
|
JULY: |
Medical Division Executive Division Office on
Aging |
10520
Preparation for the Evaluation
1. Familiarize yourself with the contents of
the evaluation form. Analyze its general scope as well as the detailed
instructions.
2. Understand
thoroughly the duties and requirements of the particular position held by the
employee to be rated.
3. Use a
process of objective reasoning, eliminating personal prejudice, bias, or
favoritism. For example, don't allow your personal like or dislike of certain
mannerisms or aspects of personal appearance to blind you to the more important
measures of competency or effectiveness.
4. Don't assume that excellence in one factor
implies excellence in all factors. Observe and analyze the employee's
performance objectively in terms of each factor listed on the rating
form,
5. Base your judgment on
demonstrated performance - not on anticipated performance. The evaluation is to
be based on what has happened, not what might develop.
6. Evaluate on the experience of the entire
rating period. It is better not to consider only single accomplishments or
failures or the most recent performance. Neither should important single
instances of faulty or brilliant performance be ignored. They should be
considered in context with the total performance for the period.
7. Consider seniority apart from performance.
An employee with a short service record may not necessarily be less effective
than one with a longer term of employment. Seniority does not guarantee
excellence.
8. Consider the
requirements in terms of the level of the' position. A Clerk II may well be
meeting the requirements of her position more effectively than her immediate
supervisor does in his position in a higher classification.
10530
Evaluating the
Probationary Employee
The probationary, or working test period, is the final and most
important stage in the selection process of quality employees. By the end of
the probationary period, supervisors should have complete confidence that the
probationary employee being evaluated fully meets or exceeds agency performance
standards in every important factor if he is to be recommended for permanent
status.
It should be noted that probationary employees may be released
at any time during their first six months of service without appeal, if, in the
judgment of the appointing authority their dismissal is in the best interests
of the agency. Should the supervisor have a question in his mind as to the
general fitness of the probationary employee for the position, he should
seriously consider the consequences of burdening the agency with an employee
who may be a net liability rather than a net asset. He should also consider the
possibility that it would be a disservice to the employee to retain him in a
position for which he is poorly suited or altogether unsuited, thus directing
him away from seeking a more productive and rewarding type of
employment.
10540
Considerations to be Made in the Preparation of the
Rating
1. Choose a place where
you can work without interruption for a period of time, and where unauthorized
persons will not see the forms.
2.
The report should be typed or written in ballpoint (blue or black) and any
changes, corrections, or deletions on the report must be initialed by the
employee,
3. Be generous in rating
the best of the employee's qualities, but be severe in rating weaknesses. Don't
create over-confidence in an employee when improvements are really needed.
Trying to avoid an unpleasant situation or risk of losing the employee's
friendship by over-rating him is unfair, both to him and to the agency.
4. Usethe spaces for comments.
Thoughtful comments give the more complete picture of the employee's
performance. Note that specific written explanations are required for each
element checked other than standard. Do not hesitate to use attachments if you
find there is insufficient space for your comments.
5. Consider unusual circumstances such as
employees you have observed for less than six weeks, employees who have done
poorly as a result of temporary ill health or other unavoidable conditions. In
all unusual circumstances, evaluate the actual work performance, but comment
fully to indicate reasons..
6. The
major factors shown on the Performance Evaluation Report are divided into
elements. The rater should rate only the elements.
7. The Summary Evaluation is the entire
report condensed into seven factors rated at one of four performance levels.
Your summary evaluation should logically reflect performance levels indicated
by your checks in the Employee's Evaluation Report.
10550
Factor
Definitions
IDEPENDABILITY - The
capacity of the employee to meet the demands that the Agency is imposing on
him. The ahility of the Agency to rely upon the employee and the employee to
rely upon the Agency.
IIQUALITY -
The degree of excellence with which the work is done, its accuracy, neatness,
and completeness. Quality is dependent upon three divisions: organization, job
knowledge, and application by the employee of job knowledge and use of
organization.
Ill INITIATIVE - That
ability to conceive ideas and begin action on implementing work with minimum
supervision.
IV ADAPTABILITY - The
ability of the employee to adjust to changing circumstances; modification of
behaviour to conform to Agency requirements,
V DISCRETION - The self-control and judgment
of the individual where it pertains to Agency interest,
VI ATTITUDE - How the employee works with and
personally affects other employees. How he accepts and responds to authority
and how he represents his Agency in his public contact.
VII COMMUNICATION - Ability to manipulate
language symbols arid to formulate and express thought.
Raters should not assume that all of the factors are of equal
importance. Since the Agency is primarily concerned with job performance of the
employee, the factor of "quality" is given the greatest weight. Two other
factors --dependability and adaptability -- are considered next in importance
for Agency purposes and should be considered as having more weight than the
remaining factors.
10560
Criteria for
Rating
A four-point scale is provided for rating employee
performance:
1. Above Standard: This
denotes performance which meets or more than meets maximum requirements for the
area of work under consideration. Only after an unusual excellence in
performance has been clearly demonstrated will this rating be given,
2. Standard: The standard rating is used to
signify that an employee is clearly meeting at least minimum requirements for
the area of work under consideration. This level of performance is accepted as
completely satisfactory.
3. Below
Standard: This term indicates a level of performance for an area of work which
is just under minimum expectations. There has been continued improvement which
gives basis for anticipating achievement of standard performance before his
next evaluation is due.
4.
Unsatisfactory: Such performance for an area of work Is clearly below minimum
expectations. There is a lack of obvious movement toward standard and, in
general, insufficient grounds for anticipating acceptable performance within
the foreseeable future.
10570
The Evaluation
Interview
1. Determine what you
want to accomplish in the interview and plan your discussion accordingly. You
should have as your main objectives an improvement in the employee's
performance and potential for contribution to the work of the agency.
2. Plan to meet in private. If this is the
employee's first evaluation interview, anticipate curiosity, tension, or
anxiety, and be prepared to minimize these.
3. Emphasize that you consider the interview
highly important.
4. Help the
employee feel that the interview is a constructive, cooperative one, by placing
primary interest upon his development and growth.
5. Be open-minded to the opinions and facts
presented by the employee. Be willing to learn about him. Don't dominate or
cross-examine. Avoid argument. Remember that the employee must do most of the
talking at some point of the interview.
a. In
bringing his opinions and feelings to the surface and to your
attention;
b. In gaining a better
understanding of himself;
c. In
identifying his own areas of needed or potential Improvement and in making
plans for their accomplishment.
6. Pick the right day, time and place. Don't
conduct the interview too soon after a disciplinary action or reprimand. Pick a
time when you are in a good mood and when you have reason to believe the
employee feels likewise.
7. Talk
about the employee's strengths first, covering each point in some detail. This
helps start the interview off on the right foot. Remember that the aim Is to
encourage or sustain high quality performance, not to "bawl out" the
employee,
8. While building upon
the employee's strengths, do not fail to discuss his weaknesses or failures and
how he can prevent or curtail them in the future. Here introduce your
suggestions for a specific improvement, program.
9. You should close when you have made clear
whatever points you Intend to cover; when the employee has had a chance to
review his problems and release any emotional tensions that may exist; when
plans of action have been cooperatively developed; and when you and the
employee are at a natural stopping point. Always reassure the employee of your
interest in his progress, and indicate willingness to take up the discussion
again at any time.
10. Complete the
Evaluation Report Summary, secure the employee's signature,
date and sign the report. Forward the Evaluation Report and
Summary through your immediate supervisor (person who evaluates your
performance). See Forms Manual Page 69
