Employee Performance Evaluation System.docx

1、Employee Performance Evaluation SystemEmployee Performance Evaluation SystemSupervisor HandbookPersonnel CabinetFebruary 2011Equal Employment Opportunity StatementThe Commonwealth of Kentucky does not discriminate on the basis of race, color, religion, sex, national origin, sexual orientation or gen

2、der identity, ancestry, age, disability, or veteran status. Reasonable accommodations are provided upon request.Personnel CabinetDivision of Employee ManagementPerformance Management ProgramState Office Building501 High StreetFrankfort, Kentucky 40601http:/personnel.ky.gov/persadmin/hradministrators

3、/hradmin.htmStan.Rileyky.gov or DawnL.Redmonky.gov 502-564-6811 502-564-7386Table of ContentsIntroduction.1Section I: General Information How the System Was Developed.2 Why Do Performance Evaluations?.3 System Objectives 3 Benefits of the Evaluation System 4 Basic Phases of Performance Management 4S

4、ection II: Kentucky Revised Statutes and Administrative Regulations KRS 18A.110, Sections1(i) and 7(j) 5 KRS 18A.095, Section 15 5 101 KAR 2:180 6Section III: Overview of the Evaluation Process Eligible Employees 12 Employee Leave As Relates To Performance Ratings.12 General Provisions of the System

5、 13 Required Meetings in the Evaluation Process 14 Step-By-Step Activities Calendar 17 How To Complete the Performance Evaluation Form 21 Performance Planning - Job Duties/Expectations 29 SMART Performance Expectations 31 Sample Performance Expectations 31 Sample Performance Expectations (Attendance

6、 & Punctuality) 32 Sample Position Description (Pd) 33 Sample Employee Evaluation Form 34 Reconsideration Process/Personnel Board Appeal 38 Reconsideration Process Flowchart 39 Reconsideration Process Employee Example 40Section IV: Tips and Tools for the Evaluator Questions Most Employees Want Answe

7、red 41 How to Conduct A Performance Evaluation Session 41 ABCs Of Conducting Effective Performance Evaluations 42 Effective Counseling Tips 43 Tips to Effective Planning, Coaching and Evaluating 43 Employee Notification / Input Form 46 Performance Appraisal Checklist for Supervisors 47 Interim Revie

8、w Meeting Tips 49 Sample Corrective Action Plan 51 Sample Performance Incident Log 52 Common Rating Errors and Solutions 53 Quiz Identifying Rating Errors 55Section V: Awarding Leave Earned From Performance Evaluation56 Questions and Answers .56Appendix Agency Liaison Responsibilities.60 Glossary.61

9、IntroductionThis handbook contains information intended to educate state government evaluators (supervisors) about the employee performance evaluation system. The current system within Kentucky State Government is a performance management process that includes planning, coaching, feedback, documenta

10、tion, and performance evaluation. This process, when correctly followed, is a valuable resource for evaluators to set job performance priorities, direct performance towards measurable goals and expectations and reward employees for performance above expectations. The system strongly emphasizes perfo

11、rmance planning and improved communication about job expectations at the start of the performance year. It also requires coaching and feedback by the evaluator at two required meetings during the performance year. The meetings are documented on the evaluation form and comments about performance are

12、included. Next line supervisors review performance planning and annual evaluations of all employees under the evaluator (first-line supervisor) to ensure the process is completed in a fair and equitable manner. Employees can appeal evaluations on which they disagree.Evaluators must constantly monito

13、r their efforts in using the performance evaluation system. In this way, the system may serve the purposes for which it was designed. Additionally, employees must be given the opportunity to understand the evaluation system and to become involved in the overall process. They must be allowed to corre

14、ct performance deficiencies before they become a part of the permanent record. Evaluators must share with employees their feedback regarding employee performance and evidence concerning performance problems. Feedback and coaching must take place at interim reviews, throughout the performance year an

15、d whenever a problem is identified, not just during the annual evaluation. Employees tend to resent the evaluators failure to provide coaching and feedback prior to the annual evaluation. They see such practices as unfair. As a result, every evaluator must plan for performance and provide ongoing co

16、aching and feedback throughout the performance year. Training on the state employee performance evaluation system has been designed to enhance understanding of the system, to emphasize the importance of using it as a management tool and to assist evaluators in developing the proper skills to use the

17、 system effectively.The Performance Management Program is charged with administering the statewide employee performance evaluation system. We are located in the Personnel Cabinets Division of Employee Management Branch. Please become familiar with the contents of this handbook and keep it readily ac

18、cessible. You may use it to answer questions and for assistance in completing performance evaluations. If you need additional assistance, you may contact your agency/cabinet employee performance evaluation system liaison or the Performance Management Program.Section 1 General InformationHow the Syst

19、em Was DevelopedIn February of 1997, the Personnel Cabinet and the Personnel Pilot Project Steering Committee worked together to determine the best employee performance evaluation practices for Kentucky State Government. The goal was to make recommendations to be considered in preparing legislation

20、regarding a new evaluation system during the 1998 General Assembly. A performance review committee was established consisting of representatives from state agencies. The committee was charged with studying pilot evaluation systems, evaluation systems from other states and employee input. Collectivel

21、y, the committee represented over 250 years of personnel experience. The study consisted of 56 committee meeting hours and an undetermined number of hours of independent study by each committee member. Performance evaluation pilot projects from five cabinets were closely reviewed and discussed with

22、agency pilot project coordinators. Additionally, eleven state systems were included in the study. Twenty percent of all active full-time and part-time employees were surveyed. Thirty-eight percent of the employees surveyed responded. The results of the survey reinforced the need to improve the evalu

23、ation system and identified areas needing improvement. As an overall result of the committees study, recommendations were developed and employee evaluation legislation was proposed during the 1998 General Assembly. Unfortunately, the legislation did not pass in the session.During the 2000 General As

24、sembly, the Personnel Cabinet, realizing the pressing need to improve the states evaluation system, again proposed legislation to repeal the old system and establish a new one that in statute maintained basic provisions and the flexibility to make needed improvements through administrative regulatio

25、n. The proposed legislation included most of the recommendations made by the Performance Review Committee of 1997.The General Assembly in the 2000 session enacted into law the current employee evaluation system. The Personnel Cabinet, utilizing input from state government agencies, formulated relate

26、d administrative regulations to cover the details of the system. Today the Employee Performance Evaluation System, being an act of the 2000 Kentucky General Assembly, is more than a personnel policy your agency may choose to use; it is the law. You may read the law as enacted under KRS 18A.110 Secti

27、ons 1 (i) and 7(j) and 101 KAR 2:180 Section II of this handbook.Why Do Performance Evaluations?Performance evaluation is a universally recognized management tool.Performance evaluation improves communication with employees by involving them in the evaluation process.Performance evaluation provides

28、a written record to support personnel decisions such as salary advancements, promotions and demotions.Performance evaluation provides a way to help achieve agency missions, goals and objectives.Performance evaluation helps employees know clearly what their job duties are and is expected from them.Pe

29、rformance evaluations let managers and supervisors see how productive their employees are in carrying out their job duties, and it is the law. (See KRS 18A.110 Sections 1(i) and 7(j). Also see 101 KAR 2:180.)System ObjectivesFairness and acceptability to employees.Improved communication between eval

30、uator (supervisor) and employee about job requirements, performance expectations and training needs.Mandatory coaching and feedback prior to the evaluation to inform the employee of work strengths and areas needing improvement.Consistent and uniform evaluation of individual employee performance base

31、d on job related factors.Improved productivity, enhanced quality, continuous improvement and employee development.Tangible rewards to employees who perform above job expectations.Required employee orientation to the evaluation system.Required evaluator (supervisor) training on the proper use of the evaluation system.To provide a permanent record of performance in the employees file that must be considered in determining salary advancements, promotions, demotions and disciplinary actions.Benefits of the Evaluation SystemFor the supervisor, this system will accomplish the following:focus on th