HomeMy WebLinkAbout6.n. Department Head Evaluation Process . CITY OF ROSEMOUNT
EXECUTIVE SUMMARY FOR ACTION
CITY COUNCIL MEETING DATE: MAY 16, 2000
AGENDA ITEM: Department Head Evaluation AGENDA SECTION:
Process Consent
PREPARED BY: Thomas D. Burt, City Administrator AGENDA NO. / , �
l0 '
ATTACHMENTS: Performance Review APPROVED BY:
Part of my performance standards was to identify the performance evaluation system currently
being used for department heads. This information was reviewed at the May 10, 2000
worksession and City Council directed staff to present the items for City Council adoption of the
process currently in place.
Employees are evaluated on their anniversary date (until they reach the top of their pay range)
and also at the end of the year. The evaluation at the end of the year is also a time the department
heads and I discuss their work plans for the upcoming year and discuss their individual
performance goals.
RECOMMENDED ACTION: MOTION TO ACKNOWLEDGE THE CURRENT
PERFORMANCE EVALUATION SYSTEM FOR DEPARTMENT HEADS.
COUNCIL ACTION:
` ,
_
- =�`;Sign Salary Sheet -_ _
s•;Complete Performance .
' .Reyiew _ --
-•`Return Salary Sheef& =_
:Review to Paula Graff `
- no later_than - _
. CITY OF ROSEMOUNT �
PERFOPI'VIANCE REVIEW ���
Employee Name
Job Title
Department
Date Hired for this Position
Date of Review
Reviewed by
This review is: Step 2
Step 3
Step 4
Step 5
Step 6
Annual
Probationary
PURPOSE
The purpose of conducting a performance review is to enhance the overall quality of service to
the community,improve productivity, and foster employee development. The performance
review is designed to:
. • Generate continuous, two-way communication between employee and
supervisor as a shared responsibility
� Review employee performance in relation to City and department goals and
expectations
• Recognize achievements,accomplishments and contributions of employees
• Identify azeas for employee training and development
• Provide a basis for planning future performance
The benefits to be gained also include improved communications,trust, and the efficient,
innovative delivery of services.
GUIDELINES
Performance management at Rosemount is a continuous communication process in which 1)expected
levels of performance are defined and communicated,2)performance is planned,maintained,and
improved,3)actual performance is compazed to expected levels,and 4)accomplishments are recognized. �'
The performance review may also be used in management decisions regarding assignments,cazeer
development,reassignment,or corrective action.
INSTRUCTIONS
1• Indicate your rating by placing an"X°on the rating which best descnbes performance on each
measure. Rate each dimension separately,being cazeful not to be influenced by your°overall"
judgment of the employee's performance while rating individual measures.
The descriptions that are provided should be used as gnidelines to help clarify the rating for
each performance measure. Although the box may only partially describe the employee's
performance,mark the one that fits most closeIy.
2• Use the azea for comments to further clarify performance and explain the rating. Comments aze
required for all"Requires Improvement"and°Outstanding"ratings. Comments may be written
for all performance measures,regazdless of the rating. •
3• Complete the front cover, sign and date the last page,and forward to the Human Resources
Coordinator.
PERFOR��IANCE LEVEL DEFINITIONS
These definitions are intended as guidelines to assist the supervisor in selecting a rating and maintaining
consistency.
Outstanding Employees in this category consistently and significantly exceed performance
expectation,think outside and ahead of their job description,anticipate and prevent
problems,and exemplify unusual initiative. Their quantity,quality,and timeliness of
work is clearly and consistently far above expectadons. Errors aze rare and of minor
consequence.
Egceeds Employees in this group consistently exceed performance expectations.
Eapectations Performance contributions are definitely above that expected of the good,competent,
"achieving"employee. Errors are infrequent and of minor consequence. This
individual's performance stands out from the norm of other employees in similar
posirions or in the same profession.
Achieves Employee fully achieves expectations and performance in this category.
Eapectations Contributes to the ongoing success of the organization. Employee is qualified,
competent and valued. Errors are within acceptable limits,in terms of both frequency
and consequence. NOTE: This rating may also be used for probationary(new,transfer
or promoted)employees,and for employees who have recenfly changed job assignments,
if they are malcing sarisfactory progress toward achieving proficient performance. This
shonld be noted in the comments area.
Requires Performance at this level is below expectations and should not be considered
Improvement acceptable. Although some aspects of performance may meet expectations,the
work in general is below the level expected of a proficient employee. A specific plan for
bringing performance to an acceptable level should be clearly outlined to the ernployee
in writing.
PERFORMANCE MEASURES
1. Job Knowledge. The understanding of concepts,procedures and tasks relevant to the job;the degree to
which job lalowledge contributes to outcomes and expectations.
Requires Achieves Exceeds
Improvement Expectations Expectations Outstanding
Given the tmployee's level Knowledgeable of all Has knowledge beyond Exceptional comprehension of job
of experience progress is facets of the job; usual scope of job and functions;mognizes need for fimctional
unsarisfactory;often has performs routine work responsibilities;performs changes based on chaaging conditions;
difficulty or is unable to without frequent out of the ordinary tasks excellent sla�ls;actively learning new
follow ins�uctions;requires instruction and follow- with minimal ins�uctions; techniques;maintains highest quality
frequent follow-up;detracts up;work seldom needs work is accurate,thorough standards.
from full productivity of correction. and done praperly the first
work unit. time.
Comments:
2. Dependability. Reliability and dependability in canying out the commitments and obligations of the
position, including working under pressure, attendance,promptness, and availability for call-back as needed.
Requires Achieves Exceeds
Improvement Expectarions Expectations Outstandin;
Requires excessive Work output meets job Turns out a high volume of Can be relied upon under any
monitoring to produce standards;handles normal work;performs well under circumstance,including commitment to
standard quantity;not workload;consistently pressure;always on time; tasks that take a large amount of time;
always reliable; reliable;attendance prompt in keeping goes far beyond consistent reliab�ity;has
frequently absent or record satisfactory; appointments;ready to excellent attendance record.
tardy;hinders work unit. arrives at work on time; work at prescnbed times;
observes break and lunch seldom absent or tardy.
schedulesin accordance
with dept policies and
standards.
Comments:
3. Motivation.-Initiative, drive and energy to get things done; ability and willingness to take action,where
appropriate, without being told.
Requires Achieves Exceeds
Improvement Expectations Expectarions Outstanding
Lacks drive;frequently Shows initiative to Demoas�ates initiative to High degree of mitiative;
requires supervision or perform routine work assure aon-routine and a'self-starte�who
direction;resists new activities with minimal out of the ordinary tasks geaerates wodc and takes
assignments. supervision aze completcd; on addirional
progressive;presents new responsibi7ities;mitiates
ideas;aacpts new new methods of
methods and procedures. procedures.
Comments:
4. Planning & Time Management. The ability to anricipate needs, forecast conditions, set goals,schedule �
work,meet deadlines, and measure results. •
Requires Achieves Exceeds
Improvement Expectations Expectations pu��g �
Dces not prepare or plan Consistenfly meets Often completes work prior Looked to by others for plannmg
ahead;does not meet imposed deadlines;plans to deadlines;strives to guidance;routinely exceeds deadlmes;
deadlines;wastes time and organizes workload; improve upon existing anticipates problems and performs
and works slowly;does end result usually meets methods;future oriented; accordingly;consistently wo�idng to get
just enough to get by. established well prepared;fleauble and the most out of time and resources;
goals/objective;good use able to adjust priorities;time handles extra work easily.
of time and resources. and resources used to a high
degree of effechveness.
Comments:
5. Creativity/Innovation. The ability to generate new ideas; examine, investigate,and research that which is
unknown or uncleaz.
Requires Achieves Exceeds
Improvement Expectations Expectations putstanding
Dces not take an interest Recognizes the need for Consistently reviews current Talent for creativeness is widely
in seeking improvements creative thinking or work methods and functions recognized;individual is sought by
in job functions or is solutions;offers in seazch of improvement; others when fresh ideas and solutions
unwilling to try new suggestions for conceives ideas which are are needed;willingness and abi7ity to
ideas. improvement pracdcal and frequently take appropriate risks and be successful.
used.
Comments:
6. Decision Making/Problem Solving. The ability to think through a problem,evaIuate relevant facts,and
reach sound conclusions.
Requires Achieves Exceeds
Improvement Expectations Expecta.tions Outstanding
Falls short in evaluating Uses appropriate decision Exhibits above average ability Looked to by others for guidance in
facts and solving making process for to resolve problems and make resolving problems and maldng
problems;does not make assigned duties;exhibits decisions;considers decisions;makes sound decisions
soand conclusions; good judgment and alternatives and their impact through excellent judgmen�aa�cipates
judgment has caused common sense to attain before making a decision. problems and offers solutions.
problems;avoids maldng required work standards;
decisions;needs to be understands routine •
closeiy supervi.sed. problems.
Comments:
• 7. Customer Service. The ability to assess and appropriately respond to internal and external custome=needs.
Requires Achieves Exceeds
Improvement Ezpectations Expectations putstanding
Has been rude toward Communicates in a Eaceeds standards of hetpful Sets t�e cxample of high quality
others;requires excessive professional and and supportive service;seeks service for others to follow;perfoims
help and direction; courteous manner with mfo�ation not readily exceptionally under pressure;
frequently not as helpful customers and staff,in a�-a7able in order to provide develops new ways to effectively
and supportive as desired. person and on the phone; beuer service. assist c�stomers.
approachable.
Comments:
8. Teamwork. The ability to interact with others and understand role in accomplishing group's goals; shares
ideas and information; supports decisions made by others; sensitive to needs of other people.
Requires Achieves Exceeds
Improvement Expectations Expectations Outstanding
Negative influence on Able to work as a team- Actively supports the goals of Consistently active in working with and
work unit;puts self inember;supports goals the team;demonstrates a for others towazd accomplishing team
interest above those of of the team;works to azllingness to cooperate with goals;gets along with others;positive
group;uncooperative; maintain respectful and others in work unit and influence on work unit;anticipates
tends to azgue or is positive working employees in other information and needs and shares
impatient more than relationships;shares depar�ents;tactful;offers mfom�ation in a timely manner.
others in the work group; adequate informarion; cons�uctive criticisms;shares
disrupts morale with petty considers suggestions mfo�ation in a timely
complaints or offensive from others. manner.
outbursts.
Comments:
9. Communications. The ability to gain mutual understandi.ng and to influence others verbally,in writing and
through effective listening.
Requires Achieves Exceeds
Improvement Expectations F.�cpectations Outstanding
Communications aze Communications aze Ideas,opinions and Demanstrates exceptional ab�ity to
poorly organized,vague, generally clear,concise mstructions aze clearly and communicate ideas,opinions and
or incomplete,causing and well-organized; concisely communicated;has ms�ucaons to others;accomplished in
misunderstandings or listens to others. above average oral and preparmg or understanding written
mistakes;written,oral w�tten communication sldlls; doc�ents;sldllful in ma}dng oral
aad/or listening skills alcrt and sensitive listener. pre.sentations to groups;consistenfly
need improvement. alert and sensitive listener.
Comments:
10.Safety/Work Rules. Adhering to and enforcing organization policies,procedures,rules and standazds; �
observing safety rules. -
Requires Achieves Exceeds
Improvement Expectations Expectations pu��
g
Ignores or has problems Usually carries out Cit�s Consistenfly adheres to and Sets the example for adhering to and
adhering to City policies, established policies, enforces Ciry policy,
procedures,rules and procedures,rules and procedures,rules and �O�g P°licies,procedures,rules
standards;violates safety standards;observes safety standards;observes safe �d���'���llent safety
n�les or has to be t3' record;always alert to unsafe situations
rules;is careful. rules;pomts out hazards to for self and others;looks for
cautioned about co-workers;suggests or
Perfarming unsafe acts; �PPo�ties to improve safety
makes improvement as conditions.
often complains about appropriate.
work rules.
Comments;
SUPERVISOR PERFORMANCE MEASURES
1. Leadership. The ability to positively influence individual or team com.mitment to achieving goals; ability
to provide a plan for the future.
Requires Achieves Exceeds
Improvement Expectarions Expectations Outstandin
g
Ineffective leader; Handles leadership Displays excellent ability to Exceptional leader;high rappart with
accepts leadership responsibilities well;has lead and motivate others others;]mown as one of the City's best
responsbility reluctanfly; ability to get things done towazd a common goal; leaders;has strong vision of depd
blames others when staff through others;holds generates enthusiasm;is division's role in fulfiliing City goals
doesnQt perfarm up to self-accountable for end accountable for actions of today and in the future.
expected levels. resuIt staff and self;has vision.
Comments:
2. Fiscal Management The ability to budget and anticipate financial needs; meet cost objectives;respond to
budget problems.
Requires Achieves Exceeds
Improvement Expectations Expectations pu���
g
Unable to aclueve budget Usually stays within Consistenfly stays within Always meets or exceeds cost objectives;
targets;consistenfly budget and uses available budget and effectively uses uses resources effectively;monitors
ove�pends or fails to resources;submits budget available resources;often budget and proactively manages
follow through on budget on time or within an exceeds cost objectives; overspending or impendmg shortfalls;
plan;budget requests aze acceptable time frame; �proves mformation understands relatianship between
unrealistic;seldom meets makes reasonable budget gathering in order to budget different budget azeas;plans for future
cost objectives; reqnest�;nsually meets more accurately. needs.
ineffective in using cost objectives.
available resources.
Comments;
. 3. Supervising Employees. The ability to plan and coordinate the work of others to assure quality of work
. unit seivices;may include hiring practices,establishing standards,delegating,monitori.ng,coaching for
' employee development,encouraging creativity and�ppmpriate risk taking.
Requires Achieves . � Exceeds .
Improvement Expectations _ `= - E�pectations p���g
Does not delegate work Establishes rea]istic H'ighly effective in Facceptional ab�ity m supervismg people;
responsb�ities to standards and time ma�n8 Personnel; �sP�Ys��Y��p1oYeeds and
subordinates;mamtains fiames;delegates�work to provides specific and timely has exceIlent judgment m managmg
total control of work appropriate personnel; � {e�back to impruve personnel;cballenges employees to use
responsbility;�rusts only provides feedback to performance;coaches �{�po��,
themselves;ineffective employees;encourages emQloyas m new areas and
coach;criticizes employee encomages development of
employee suggestions or involvement/suggestions new sk�lls.
requcsts, where appropriate. -
Comments:
SUPERVISOR'S OVERALL CONIlViENTS:
EMPLOYEE'S CONIlVIENTS:
,
GOALS AND OBJEC'TIVES(Optionan:
Snpervisor's Signature: Date:
Employee's Signature: Date:
Employee Comments•