Performance Management Program. The performance management program includes three (3) rating categories (exceeds, proficient, needs improvement) for performance appraisals.
Performance Management Program. (PMP)
Section 17.1 General Information
A. All employees shall have an annual formal performance evaluation.
B. The appraisal period is January 1 through December 31, and the final rating process is to be completed by March 30 of the following year. However, continuous performance assessment should occur throughout the year, including a mid‐year discussion between the employee and his supervisor, where the employee’s strengths and areas for improvement are discussed.
C. The evaluation process is to be based on the employee’s USM Job Classification and individual position description.
Performance Management Program. The parties agree that the Performance Management Appraisal Program for bargaining unit employees will be the IHM, Part 7, Chapter 7 established 9/ 26/ 06 as modified by the following provisions and applicable laws, rules and government-wide regulations. Changes to the IHM Part 7 Chapter 7 will require the fulfillment of bargaining obligations by the parties. The Employer agrees that no quotas will be established that prescribe limitations on Exceptional or Fully Successful ratings.
Performance Management Program. As a term of settlement of this Agreement and with the ongoing commitment to continuos improvement programs the parties bound by this Agreement are committed to and will support and participate in the following processes:
Performance Management Program. A Pay for Performance Program was implemented in the Operations and Maintenance Division of the Metropolitan Wastewater Department in FY97. It was refined and expanded department-wide and to divisions in the Water Department. The program is designed to benefit both employees and taxpayers/ratepayers by utilizing incentive pay:
1. To highlight desired behaviors and the level of performance required;
2. To xxxxxx creativity and reward high level of performance; and,
3. To encourage teamwork and cross-functional cooperation. The MWWD and Water Department have Bid-to Goal Labor/Management Partnership Memoranda of Understanding and Guideline for Pay for Performance eligibility, which are subject to meet and confer This program may be expanded at the City’s discretion with appropriate meet and confer on issues that fall within the scope of representation.
Performance Management Program. In line with Company Policy, all employees shall be involved in the Performance Management Program every six months. The Performance Management Program provides a way to maintain effective employee relations and communication channels within the organisation. The Company believes employees need to be satisfied with their position and need to be equipped to handle the changing requirements of their work. They should also be encouraged to develop themselves to be able to effectively meet the challenges of the future workplace and their individual goals. One of the best ways to achieve these results is by fair and honest feedback between management and employees. Employees require an indication of their progress to date and assistance with preparing for future needs. At the same time their views and experiences are of vital importance to the organisation. This is one of a number of ways of achieving the Company’s goals and objectives.
Performance Management Program. The performance management program includes two (2) rating categories (proficient and needs improvement) for performance appraisals.
Performance Management Program. Employees with one year of service shall receive performance pay as follows:
28.1 Organizational performance pay - The focus of the organizational performance pay is achievement of organization-wide goals as established by the City Council. On an annual basis, employees shall be awarded performance pay in the lump sum amount based on the grade achieved by the organization as follows: for a grade of 4.0, each employee will be awarded $100; for a grade of less than 4.0, the award will be pro-rated based on the actual percentage achieved (e.g., 3.8 grade is 95% of 4.0, so 95% of $100 = $95, 3.5 grade is 87.5% of 4.0, so 87.5% of $100 = $87.50, etc.)
28.2 Departmental performance pay - The focus of the departmental performance pay is achievement of department-wide goals and performance indicators as established and evaluated annually by a representative group of EMPLOYER, UNION and other Police Department employees. On an annual basis, employees shall be awarded performance pay in the lump sum amount based on the percentage of goals/indicators achieved by the department as follows: 100% achievement will be awarded 1.5% (one and one-half percent) of base pay; achievement less than 100% shall be pro-rated based on the actual percentage achieved (e.g., 97% achievement= 97% of 1.5% base pay; 92% achievement= 92% of 1.5% base pay, etc.) ·
28.3 Compensation for organizational and departmental performance pay will be paid in lump sums at the same time it is awarded to non-organized personnel. Adjustments in pay for overtime hours earned during the year to account for these performance payments will be paid after the payments are made.
Performance Management Program. The parties agree to the Performance Management Program evaluations attached (Appendix F) to the Agreement effective January, 1, 2023. This program shall not be used for disciplinary purposes.
Performance Management Program. (1) Within ninety (90) days, the Board shall develop, implement, and thereafter adhere to a formal performance appraisal process to be conducted at least annually that includes, at a minimum, consideration of the President/Chief Executive Officer's effectiveness in meeting his/her responsibilities in the following areas:
(a) Bank compliance with laws and regulations;
(b) Quality of the Bank's lending practices;
(c) Quality of the Bank's internal control environment;
(d) Progress in meeting Board-defined goals and objectives;
(e) Maintenance of a qualified and effective Bank staff; and
(f) Timely corrective action on Bank deficiencies identified by auditors or bank regulators.
(2) Within ninety (90) days, the Board shall also develop, implement, and thereafter adhere to a process to monitor the President/Chief Executive Officer's performance on an ongoing basis between formal annual reviews.
(3) Upon completion, a written description of the processes required by paragraphs (1) and (2) of this Article shall be forwarded to the Assistant Deputy Comptroller.
