Performance Appraisal Process. Performance appraisal reports shall be written on forms provided by the District and shall be signed by the person making the appraisal. The worker shall sign the report as evidence of his/her knowledge of its contents. A copy of the report shall be maintained in the official personnel file of the unit worker.
Performance Appraisal Process. By the fifth class day after classes reconvene in the Spring Semester, using the university’s faculty activities system, each faculty member will submit to their Department Chairperson or School Director a final report of their accomplishments during the previous calendar year. This report will be accompanied by the faculty member’s proposed goals and objectives for the calendar year (see (3) above). A faculty member who wishes to be considered for the rating of Exceptional Annual Performance is expected to attach full and appropriate documentation of their accomplishments listed in the report. Other faculty are not expected to attach documentation to their accomplishment reports, except for their advisement survey and student rating reports. However, faculty members are required to submit reasonable documentation and/or other information regarding their accomplishment reports when requested to do so by their Chairperson or Director. A tenured faculty member of the rank of University Professor, Professor, or Associate Professor who has received a rating of Meritorious or Exceptional Annual Performance for the previous year, in agreement with his/her Chair- person/Director, may forego the accomplishment report and will receive an adjectival rating of Meritorious Annual Performance. This option may not be used in any two consecutive years. Faculty members who are within 24 months of their approved retirement date may also forego the accomplish- ment report and will receive an adjectival rating of Meritorious Annual Performance.
Performance Appraisal Process. The employee and supervisor will meet to review the employee’s past performance. The Union and management shall meet to establish a detailed procedure for preparation of an employee’s performance evaluation. If an employee is dissatisfied with his or her final appraisal, there will be a review process with a neutral party involved, as follows: Any member dissatisfied with his or her appraisal may ask for it to be reviewed. The review will be conducted by a review team composed of a member of the Union and a member of management. The Union member will be appointed by the AFSCME President or designee. The member of management will be appointed by the Chief People Officer, or designee. If both members of the review team agree that the appraisal needs adjusted, the team will so advise the Chief People Officer, or designee and the appraisal will be adjusted subject to the final approval of the Chief People Officer. If both team members do not agree that the appraisal needs adjusted, the dissatisfied employee may request review of his or her appraisal by the Chief People Officer. No appeal of the review may be made beyond the Chief People Officer. Appraisals are not subject to the provisions of Article 21.
Performance Appraisal Process. At the time of hire, each employee receives the following information and documents: - City mission statement - Division and department mission statement - Job description - Department/division work rules, policies and procedures - List of department/division performance expectations not covered by the above documents - Performance appraisal form and intent statement These materials are discussed with the employee and the employee signs off that s/he has received the documents and understands the information. The employee receives a copy of the sign off sheet and a copy is forwarded to Human Resources for the employee’s personnel file.
Performance Appraisal Process. A. Performance appraisal is a continuous process of observation and evaluation. It shall reveal how well the actual performance meets the evaluation standards, which aspects of performance need improvement, and which aspects deserve special recognition. A dialogue will take place between the employee and the supervisor at the beginning of the appraisal period for the purpose of achieving a mutual understanding of what is expected of the employee and how the employee’s performance will be evaluated. This discussion will identify the performance appraisal factors appropriate for evaluating the employee’s performance. Changes during the appraisal period in the performance appraisal factors to be applied to the employee’s performance must be made known promptly to the employee. These factors may include any of the following, or others as appropriate, so long as they relate to the duties as assigned and described in the employee’s position description. • Quality of work • Judgment • Quantity of work • Resourcefulness • Promptness in completing work • Initiative • Understanding of job techniques • Adaptability • Understanding of Library of Congress programs • Dependability • Skill in dealing with the public and with staff members of this and other agencies • Cooperativeness • Conduct • Ability to plan projects • Industry • Ability to carry out assignments • Decisiveness • Creativity and imagination applied to job • Leadership • Ability to get along with others • Effectiveness of oral expression • Effectiveness of written expression
B. Progress Review Informal discussions between the supervisor and the employee are part of supervision and should be frequent enough to assure mutual understanding of changing job responsibilities, performance appraisal factors, and any problem the staff member encounters in his/her work. The supervisor is responsible for conducting at least one progress review usually midway during the appraisal period. Additional progress reviews may be held at the discretion of the supervisor or at the employee’s request. At either the employee’s or the supervisor’s election, the employee will provide a list of accomplishments to date for the supervisor’s use in conducting a progress review. If it becomes apparent that there is a performance problem (meaning that performance, if it does not improve, may be rated less than Fully Successful) the supervisor must schedule a progress review immediately to communicate his/her concern to the affected emp...
Performance Appraisal Process. 12.1 All employees will have their performance managed under the Performance Appraisal Process in place in their employing council’s contractual policies and procedures. Managers must ensure that the process is followed in accordance with the relevant council’s agreed process and timescales.
12.2 Key objectives will be set which support the aims of the team, the service and the organisational priorities. Individual training and development needs will be identified through the process. The non-employing organisation may need to provide information as necessary to ensure that the combined objectives are set appropriately.
12.3 To ensure all staff are appraised according to their employing organisations’ procedures, all managers of combined teams, regardless of their own employment status, must ensure that they have good working knowledge of the appraisal procedures applicable for staff at all levels in both councils. Appropriate training will be available to those undertaking appraisals to enable them to effectively undertake the relevant appraisal processes for their team members.
12.4 Support should be accessed from the HR team in the organisation in which the individual is employed.
Performance Appraisal Process. 10 1. The performance of all Employees will be reviewed, both formally and 11 informally, by the administration and/or each Employee’s supervisor, on a regular basis. 12 In addition, all Employees will be subject to and receive an annual performance review 13 prior to their last scheduled day of work in each fiscal year encompassed by this 14 Agreement (the “Performance Evaluation”). 15
16 2. A copy of the Performance Evaluation will be made available to all Employees in 17 electronic form. A signed, written copy of the Performance Evaluation shall be provided 18 to the Employee upon request. 19
20 3. Any Employee who receives an “unsatisfactory” rating on his or her Performance 21 Evaluation may request a meeting with his or her supervisor and/or the Employer’s 22 Human Resources Director to discuss the basis for the rating and actions that the 23 Employee can take to bring his or her performance up to a satisfactory level. The 24 Employee may also request that an Association representative attend the meeting. All 25 information forming the basis for an unsatisfactory rating will be provided to the 26 Employee and, with the Employee’s consent, to the Association President. 27
28 4. An “unsatisfactory” rating on the Performance Evaluation shall not be subject to 29 the grievance procedures of this Agreement unless the Performance Evaluation 30 constitutes or subsequently becomes the basis for termination of the Employee’s 31 employment or other disciplinary action against the Employee by the Employer. An 32 “unsatisfactory” rating must be supported by what the rater observed or other
Performance Appraisal Process. 10.1 Staff will be performance managed in accordance with their employing Council’s contractual policies and procedures.
10.2 All of the staff across the Councils are subject to the annual appraisal process which should also include, at least, a mid-year review.
10.3 Key objectives will be set which support the aims of the team, the organisational priorities and the integrated arrangement. Individual training and development needs will be identified through the process. The Councils will provide appropriate training to supervisors to enable them to effectively undertake the relevant appraisal processes for their staff.
10.4 To ensure all staff are appraised according to their employing organisations’ procedures, all managers of integrated teams, regardless of their own employment status, must ensure that they have good working knowledge of the appraisal procedures applicable for staff at all levels in both of the Councils..
10.5 This means that the manager of the integrated service/team must clarify his/her responsibilities under their own Council’s appraisal scheme as well as those in the other Council. Support should be accessed through the local HR team do we mean local or employing.
Performance Appraisal Process. 17.5.1 Prior to the performance appraisal, the immediate supervisor and the member shall meet to review the performance appraisal form together.
17.5.2 Thereafter, the immediate supervisor and the member shall each complete their own version of a proposed performance appraisal.
17.5.3 Upon completion of their respective forms, the immediate supervisor and member shall meet to identify and discuss areas of superior performance, areas of needed improvement and any other aspect of either proposed performance appraisal which either party desires to discuss.
17.5.4 The immediate supervisor shall then prepare the official, written performance appraisal, which shall be reviewed and signed by both the immediate supervisor and the member.
Performance Appraisal Process. 23.2.1 A Performance Appraisal and Development process will be completed for each individual to ensure that the employee is achieving their required outputs and has access to incremental progression in accordance with this Agreement. To this end, the North Central CMA and its employees will:
a. actively participate in the development and implementation of a formal documented annual Performance Appraisal and Development Plan for each employee;
b. agree on and measure individual performance objectives; and
c. jointly address any requirements that come out of the appraisal process, for employee training and development activities.
d. develop a Work Plan which will be in place within 3 months of commencement and within one month of annual appraisal.
23.2.2 The performance objectives for an individual are directly linked to overall organisational KPI’s, (as listed in Appendix B), through the performance appraisal process, using a combination of Key Performance Areas, including a Work Plan, Desired Behaviours and Learning and Development activities.
23.2.3 All employees can expect continuous feedback about their performance throughout the appraisal cycle with their Team Leader or Manager.
23.2.4 A performance review is undertaken at the end of each cycle. Performance against the Key Performance Areas will be assessed at the time.
23.2.5 All employees who are employed on 1st November will be appraised. The appraisal document is to note the period of time that the employee has been employed and is to be marked as provisional if the employee has been employed for a period of less than 6 months or appraised within the 6 months leading up to the implementation of this clause.
23.2.6 Not withstanding the above, an employee who satisfies the 6 month criteria and who is rated ‘Effective’ or above, will in the first year of the assessment cycle, progress to the next level of their band.
23.2.7 All appraisals are to be completed by 30 November of each year. Employees whose appraisals are not completed by that time will automatically progress to the next level in the band.
23.2.8 Employees who have reached the end of their relevant band, whose performance appraisals are not completed on time will receive the maximum performance payment as described in clause 23.5.1b hereafter.
23.2.9 All payments which flow from the operation of the performance appraisal system will be back dated to the start of the appraisal cycle i.e.; 1
