HomeMy WebLinkAboutKIN 87 083 Est. New Proced/Form
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THE CORPORATION OF THE TOWN OF KINCARDINE
BY-LAW 1987-83
BEING A BY-LAW TO
ESTABLISH A NEW
EVALUATIONS IN
KINCARDINE
AMEND BY-LAW NO. 4265 IN
PROCEDURE AND FORMS FOR
THE CORPORATION OF THE
ORDER TO
EMPLOYEE
TOWN OF
WHEREAS the Council for The Corporation of the Town
enacted By-law No. 4265 on the 6th day of
establishing personnel policies for the municipal
the Town of Kincardine;
of Kincardine
AugUSt, 1981
employees in
AND WHEREAS the Council for The Corporation of the Town of
Kincardine deems it expedient to amend the procedure and forms
for municipal employee evaluations;
NOW THEREFORE the Council for The corporation of the Town of
Kincardine ENACTS as follows:
1. That Section 5 of Schedule "A" of By-law 4265 enacted on the
6th day of August, 1981 be hereby repealed and replaced with
the fOllowing:
5. ANNUAL EMPLOYEE EVALUATION
An evaluation of each permanent employee's job
performance will be completed every year in accordance
with the forms and procedures outlined in Schedules
"CO, "D" and "E" of this by-law.
2. The forms attached to this by-law will become Schedules "C",
"D" and "En of By-law 4265.
3. The entire evaluation process will be delayed by one month
in 1987 only.
4. By-law 4477 passed on the 7th day of October, 1982 be and
the same is hereby repealed.
5. This by-law shall come into full force and effect upon the
date of its final passage.
READ a FIRST and SECOND time this 15th day of October, 1987.
~~~
Mayor
READ a THIRD time and FINALLY PASSED this 5th day of November,
1987.
~ ~ YY. ¥.
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-
SCHEDULE C
The Corporation of the Town of Kincardine
Performance Evaluation
Management - Supervisory
PRIVATE AND CONFIDENTIAL WHEN COMPLETED
ANNUAL PERFORMANCE EVALUATION
The Town of Kincardine has initiated a revised
employee evaluation procedure and forms. This pr0-
cedure is designed to evaluate employees in order to
assist both the employee and the supervisor in pin-
pointing strengths and weaknesses and to help em-
ployees in their professional development and to do
a better job in their position.
Evaluators are instructed to take their time and
prepare a well-thought-out and honest evaluation of
each employee. Do not take the easy way out and
rank all employees the same. Treat this as an oppor-
tunity to sit down with each employee and have a
heart-to-heart talk with them about their perfor-
mance. This procedure should be a positive tool and
develop both better employees and better supervis-
ors.
Evaluators who have questions on the form or
proce~ures should d~scuss them y¡ith. th~ ~lerk-
admimstrator. Questlons concermng mdiVIduals
should follow normal reporting lines of authority
and responsibility. i
GENERAL INSTRUCTIONS
1. The evaluation is to be completed by October
15th of each year. New employees hired after
January 1 st of the same year shall be exempt from
this process.
n. The evaluation shall be completed by each em-
ployee's immediate supervisor or, if no supervisor,
the supervising committee.
m. Upon completion of the evaluation form, the
evaluator(s) must provide a copy to the employee,
and discuss, in private, the evaluation with the em-
ployee. The form must be signed by both the evalu-
ator and the employee. It should be noted that the
signature of the employee indicates that the form has
been dicussed with himlher, and does not necessari-
ly indicate that the employee agrees with it. If the
employee does not agree with the rating or the eval-
uation, an appeal procedure may be followed pursu-
ant to the procedure outlined in paragraph 13 of
Schedule "A" of By-law No. 4265.
IV. The proposed rating shall be forwarded by
October 31st to the Finance Committee, c/o the
clerk-administrator, in sealed envelopes marked
"PRN A TE AND CONFIDENTIAL". The original
shall be filed in the clerk-administrator's office, and
a copy will be used by the Finance Committee for
establishing a possible merit increase.
V. The Finance Committee may return to an eval-
uator, all the evaluations submitted if, in the opin-
ion of the Committee the evaluations as a whole
were improperly or poorly completed. The evalua-
tor will then be required to re-evaluate all employ-
ees in accordance with the correct procedure, or
justify to the Committee's satisfaction the original
evaluations. Any evaluations returned unsigned
will also be returned.
VI. This evaluation will determine the employee's
merit increase as follows:
Unsatisfactory - no increase, and a require-
ment for another review in three months
Satisfactory - no increase
Good - one-quarter step increase on the grid
(1/2%)
Very Good - one-half step increase on the
grid (1%)
Exceptional - one-step increase in the grid
(2%). It is anticipated that only one or
two, if any, employees could obtain this
in any given year.
RATING CRITERIA
1. Exceptional - performance is extraordinary
and goes far above expectations for the job. Con-
sistently demonstrates creative approach to the job
and proposes innovative ideas. The employee will
have exhibited at least one outstanding or unusual
accomplishment.
2. Very Good - performance is beyond ù,1~ re-
quirements for Good perfonnance for the posItIon.
3. Good - perfonnance consistently meets full
job requirements. Has acquired full knowledge, ex-
perience, and training. Work is done, employee re-
quires little supervision, and is dependable.
I EMPLOYEE
Supervisory .. Management Performance Evaluation
4. Satisfactory - meets minimum job standards
and needs some improvement. Lacks full job
knowledge, experience or training.
5. Unsatisfactory - performance consistently.
falls below minimum requirements for the position.
Requires constant instruction and motivation to
complete even the most rudimentary aspects of the
position. Job should not be retained without im-
provement.
EVALUATOR'S COMMENTS AN{)
SUGGESTIONS FOR DEVELOPMENT
It is critical that this area be completed. You
must, in your own words, sum up the individual's
strengths, weaknesses. and steps to be taken to im-
prove upon these weak areas as wen as outlining
potential for increased responsibility and job pro-
mooon. .
EMPLOYEE'S COMMENTS
In this area, the employee is encouraged to com-
ment on the evaluation, as well as outline his/her
expectations for the position. The employee
should be given an opportunity to complete this area
after the evaluation has been discussed with the
employee.
I
Unsatisfactory Satisfactory I Good Very Good ·1 Exceptional I
QUALITY OF WORK - extent to which work produced meets requirements of accuracy, thoroughness,
nea!nass.
o 0 points o 4 points o 5 points o 6 points o 8 points
Unacceptable - work Work meets minimum Work satisfillS Often performs tasks Extraordinary
done incompletely or job requirements. requirements. better than the accuracy and
in a carelass manner. standard required. thoroughness.
Makes mistakes often.
COMMENTS
QUANTITY OF WORK - output and volume of acceptable work produced, meeting objectives and deadlines.
1lmeØress.
o 0 points o 4 points o 5 points o 6 points o 8 points
Insufficient quantity of Meets minimum Completes assign- OI1en successfully com- Extraordinary
work. Makes excuses standards of ments in reasonable pletes work asssignments speed and
to justify lack of performance. length of time. ahead of schedule. Re- volume of
production. quests add~ional work. _.~-".
COMMENTS
JOB KNOWLEDGE - knowledge of techniqUé$, equipment. methods. Understanding of the job to be
pelformed based on eåJcation and/or exøerience. o 6 points
o 0 points o 4 points 0 5 points 0 8 points
Job knowledge is Job knowledge usually Generally understands stan- Above-average Excellent knowledge
IIm~ed to certain areas. adequate to complete dard procedur..¡practices, knowladge and in- in all aspects of the
Insufficient to handle minimum of job Instructions and details need- depth understanding job.
mOst tasks. standards. ad to complete assignments. in most areas.
COMM-e-NTS
JOB PERFORMANCE - use of time, plans work schedules,effective organization of work.
o 0 points o 4 points o 5 points o 6 points o 8 points
Takes action only when Meets minimum Steady reg~lar Performance is Extraordinary
instructed. Must be standards of results. beyond normal performance.
prodded to keep performance. requirements.
workina.
COMMENTS
page 2
TOWN OF KINCARDINE
ANNUAL PERFORMANCE APPRAISAL SUMMARY
PFH\(ÂŒE:,,;ÄWQ' ,CONFIDENTIAL WHEN CC)'rvlPÈETED:
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SUPERVISORY - MANAGEMENT
lE~PIOY~~ ..
,. Depar.ment
Classification
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Present Salarý Or Wage
Frese,t Level in Grid
Pr::¡pcsed Levellr. Grit
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Prepareo By
Title
.~:~~::;;:;$:~;:;,;;:::<:~,;::. :·i> .;:~.;~::;~ :;:. .. :~: :::.;. '; ::-:,.: :~;,.:: ::,'::::: ~. :"': :::::*:x:,::'~'t~:$,.~:;::::··: ::::;~. .::ç; ,. -;- .:: -. .': ~:.:. <:': ": ,":., :'X: :.::.::~: -': ~:; ; :::~:<::;;::, :,": ,: ":: :':: ,".'::' '," '.' -'.
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CRITERIA
1. Qualit of Work
2. Quantit of Work
3. Job Knowled e
4. Job Performance
5. Initiative/Motivation
6. De endabilit
7. Plannin lOr anizin i
8. Supervisory Techniques
. Del ation and Follow-U
9. Supervisory Techniques
. Motivation of Staff
10. Staff Davelo ment
11. Communications Skills
12. Job Attitude
13. Ada tabilit
14. Inter ersonal Skills
1 5. Appearance
RATING POINTS
TOTAL POINTS
(max. 100)
Exceptional
Very Good
Good
Satisfactory
Unsatisfactory
87-100 points
68 - 86 points
54 . 67 points
46 . 53 points
o - 45 points
...2
EVALUATOR'S COMMENTS AND SUGGESTIONS FOR IMPROVEMENT
'.. .q..
-,-
.
.
EMPLOYEE'S COMMENTS AND DEVELOPMENT INTERESTS
_
.
-,-
. .
i; ,
Prepared/Appraised by: .
.
Signature: Date:
This appraisal has
been discussed: Date:
(Signature of i;mployee)
Note: Signaturè of employee does not necessarily signify
concurrance with appraisal.
IUnsatiSfactory I Satisfactory ~
Good
I Very Good I Exceptional I
INmATIVE/MOTIVATION - self-starting ability to proceed with work without being told. Recognizes and acts On
new opportunlies, Slrives to learn latest developments.
o 0 points o 4 points o 6 points o 8 points 0 10 points
Needs constant Completes jobs Accepts respon- Ambitious - takes respon- Seil·staner. Challenged
supervision and w~h minimum sibility for getting sibility for work beyond by new and difficu~ as-
instruction. supervision. the job done. regular duties. Makes sug- signments. Originates
gestions to improve work. Ideas and methods.
OOMMEN1S
DEPENDABILITY - extent to which employee can be counted on to carry out instructions, be on the Job, and
fulfill responsibflities. Meets sehedules and deadlines,reports back to superviser.
o 0 points o 4 points o 5 points o 6 points o 8 points
Unreliabie. Usually reliable. Consistently reliable. Superior to normal Recognizes needs an<
Does regular as well job demands. assumes r&sponsibil-
as special assignments ity beyond job level.
promptiy.
COMMENTS
PLANNING I ORGANIZING I UTILIZING RESOURCES - to meet objectives and CouncJVBoard requirements.
Ability to form programs and establish priorities.
o 0 points o 4 points o 5 points o 6 points o 8 points
Minimal planning without Adequate in utilizing Plans and organizes Plans and organizes Planning and Organizing
considering objectives, resources, planning, as required to meet in deteil. Considers exceptionally complete.
priorities, and resources organizing work and work group objectives objectives, prior~ies Objectives clearly iden-
available. Poor organiz- setting priorities. and priorities. and interrelations tilied. Spots potentiai
ational techniques. between tasks required. problems. Considers
Cost- conscious. cost minimization.
COMMENTS
i
SUPERVISORY TECHNIQUES - DELEGATION AND FOLLOW-UP - delegation and follow-up of work.
o 0 points o 4 points o 5 points o 6 points o 8 pOints
Does I~tle to define Minimum delegation Delegates work to meet Continually aware of Effectively delegates
goals or procedures. of work and follow-up. current requirements. work progress. work and achieves high
Does not follow-up. providing necessary Makes good use of performance. Consist-
guidance and follow-up. subordinates' abilities. ently follows-up on all
work assignments.
SUPERVISORY TECHNIQUES - MOTIVATION OF STAFF
o 0 points o 4 points o 5 points o 6 points o 8 points
Does not encourage Minimum staff Encourages staff to Em phasizes the Consistently motivates
taft participation. Work panicipation. achieve effective resu~s in need for high staff to achieve high work
abits set poor example an efficient manner. quality and performance. Stimulates
for others, resuiting Work habits set a good quantity of work. others in the development
in poor morale. example for others. and implementation of ideas
COMMENTS
page 3
Good
I Very Good I Exceptional I
~Unsatlsfactory I Satisfactory I
STAFF DEVELOPMENT - to meet presént and future neéds. I
0 o points o 4 points o 5polnts o 6 points o 8 points
lacks knowledge, Possesses adequate Recognizes present Anticipates short term Develops staff for
ability and foresight to on-the-job training needs and trains ataff training needs and long term needs and
provide Ihe required lachniques. 10 meet current require- effectively develops considers Individual
Iraining of staff. mentsin work group staff. Provides guid- career goal
activities. ance to other work development
, groups as appropriate
COMMENTS
,
COMMUNICATIONS SKilLS· oral and written - writing and conveying concise, organized and cJear informatior
o 0 points 0 1 point o 2 points o 3 points o 4 points
Not clear. Often Seldom encounters Cleerand concise. Concise and clearly Excellent presentation
incomplete, Inaccurate difficu~y in expressing Uses proper language understood. Maintains Always accurate and
and not easily under- ideas clearly and and terminology. logic and clarity, even on well organized In
stood. concisely. complex assignments content.
and issuas.
COMMENTS
-,'
JOB ATTITUDE - Amount of cooperativeness, Imerest and enthusiasm shown in work. Avoids personal influ-
ences, willingly accepts acldl\ional responslbiflty, accepts personal counselling and guidance,
adjU51s personal time to satisfy' needs olproject.
0 o points 0 1 point o 2 points o 3 polms o 4 points
Attitude very poor. Altitude needs some Favorable attitude. Willingly contributes Highly enthusiastic,
improvement. extra effort end persevering, constantly
energy. seeks additional work.
Consciencious.
COMMENTS
ADAPTABILITY - ability to perform variety of assignments Within scope of job duties and meet changed
and/or urusual sttuations.
0 o points 0 1 point o 2 points o 3 points o 4 points
Resists change. UsuaRy adjusts to Consistently adjusts to Very adaptable Quick to adjust to
change. changes or new or unus- to change. changed conditions.
u¡¡ situations enough to
perform work satisfactorily.
COMMENTS
,
INTERPERSONAL SKILLS - maintaining positive working relationships with peers, supervisors, and the
pubßc, assistirg others to accomplish work group objectives.
o 0 points 0 1 point o 2 points o 3 points o 4 points
, Uncooperative w1th Displays minimum Cooperative with peers, Works well with others. An excellent team
others. Has an adverse courtesies and ' slIpervisor(s) and the An asset in futher- worker. Highly respect
effect on work group. cooperation. public. Accepts construc- ing cooperation with ed by all. Contributes
Frequently challenges ,tive Qr~icism. Interacts others. to group relationships
supervisor's authority. WiBiI with groups and and effactiveness.
Rude to the public. individuals.
COMMENTS ,
, ' '
APPEARANCE - PerSQnal hygiene, neatness,and appropriate standard of dress.
0 o pOints I o 1 point I o 2 points I o 3 points I o 4 points
COMMENTS
page 4
SCHEDULE D
The Corporation of the Town of Kincardine
Performance Evaluation
Clerical- Secretarial
PRIVATE AND CONFIDENTIAL WHEN COMP:_ETED
ANNUAL PERFORMANCE EVALUATION
The Town of Kincardine has initiated a revised
employee evaluation procedure and forms. This pro-
cedure is designed to evaluate employees in order to
assist both the employee and the supervisor in pin-
pointing strengths and weaknesses and to help em-
ployees in their professional development and to do
a better job in their position.
Evaluators are instructed to take their time and
prepare a well-thought-out and honest evaluation of
each employee. Do not take the easy way out and
rank all employees the same. TIeat this as an oppor-
tunity to sit down with each employee and have a
heart-to-heart talk with them about their perfor-
mance. This procedure should be a positive tool and
develop both better employees and better supervis-
ors.
Evaluators who have questions on the form or
procedures should discuss them with the clerk-
~rlm;n;strator. Questions concerning individuals
should follow normal reporting lines of authority
and Iesponsibility. ,"
GENERAL INSTRUCTIONS
1 The evaluation is to be completed by October
15th of each year. New employees hired after
January 1st of the same year shall be exempt from
this process.
n. The evaluation shall be completed by each em-
ployee's immediate supervisor or, if no supervisor,
the supervising committee.
m. Upon completion of the evaluation form, the
evaluator(s) must provide a copy to the employee,
and discuss, in private, the evaluation with the em-
ployee. The form must be signed by both the evalu-
ator and the employee. It should be noted that the
signature of the employee indicates that the form has
been dicussed with him/her, and does not necessari-
ly indicate that the employee agrees with it. If the
employee does not agree with the rating or the eval-
uation, an appeal procedure may be followed pursu-
ant to the procedure outlined in paragraph 13 of
Schedule "A" of By-law No. 4265.
IV. The proposed rating shall be forwarded by
October 31st to the Finance Committee, c/o the
clerk-administrator, in sealed envelopes marked
"PRN ATE AND CONFIDENTIAL". The original
shall be filed in the clerk-administrator's office, and
a copy will be used by the Finance Committee for
establishing a possible merit increase.
V. The Finance Committee may return to an eval-
uator, all the evaluations submitted if, in the opin-
ion of the Committee the evaluations as a whole
were improperly or poorly completed. The evalua-
tor will then be required to Ie-evaluate all employ-
ees in accordance with the correct procedure, or
justify to the Committee's satisfaction the original
evaluations. Any evaluations returned unsigned
will also be returned.
VI. This evaluation-will determine the employee's
merit increase as follows:
Unsatisfactory - no increase, and a require-
ment for another review in three months
Satisfactory - no increase
Good - one-quarter step increase on the grid
0/2%)
Very Good - one-half step increase on the
grid (1 %)
Exceptional - one-step increase in the grid
(2%). It is anticipated that only one or
two, if any, employees could obtain this
in any given year.
RATING CRITERIA
1. Exceptional - performance is extraordinary
and goes far above expectations for the job. Con-
sistently demonstrates creative approach to the job
and proposes innovatiy.e ideas. The employee will
have exhibited at least one outstanding or unusual
accomplishment
2. Very Good - performance is beyond the re-
quirements for Good performance for the position.
3. Good - performance consistently meets full
job requirements. Has acquired full knowledge, ex-
perience, and training. Work is done, employee re-
quires little supervision, and is dependable.
4. Satisfactory - meets minimum job standards
and needs some improvement. Lacks full job
knowledge, experience or training.
5. Unsatisfactory - performance consistently
falls below minimum requirements for the position.
Requires constant instrUction and motivation to
complete even the most rudimentary aspects of the
position. Job should not be retained without im-
provement.
EVALUATOR'S COMMENTS AND
SUGGESTIONS FOR DEVELOPMeNT
It is critical that this area be completed. You
must, in your own words, sum up the individual's
strengths, weaknesses, and steps to be taken to im-
prove upon these weak areas as well as outlining
potential for increased responsibility and job pro-
røtìon.
EMPLOYEE'S COMMENTS
In this area, the employee is encouraged to com-
ment on the evaluation, as well as outline his/her
expectations for the position. The employee
should be given an opportunity to complete this area
after the evaluation has been discussed with the
employee.
I EMPLOYEE I
Clerical . Secretarial Performance Evaluation
Unsatisfactory Satisfactory
Good
Very Good
Exceptional
QUALITY OF WORK - extent to which work produced meets requirements of accuracy, thoroughness,
neatness.
o 0 points o 6 points o 8 points o 10 points 0 12 points
Unaœeplabfe - work Work meets minimum Work satisnee Often performs tasks Extraordinary
done incompletely or job requirements. requirements. better than the accuracy and
In a careless manner. standard required. thoroughness.
Makes mistakes often.
COMMENTS
.
QUANTITY OF WORK - output and volume of acceptable work produced, meeting objectives and deadlines.
Tmeiiness.
o 0 points o 6 points o 8 points o 10 points o 12 points
Insufficient quant"y of Meets minimum Completes assign- Often successfully com- Extraordinary
work. Makes excuses standards of ments in reasonable pletes work asssignments speed and
to justify lack of performance. length of time. ahead of schedule. Re- volume of
production. . quests addijlonal work. output.
COMMENTS
. .
JOB KNOWLEDGE - knowledge of technfqtJes, equipment. methods. Understanding of the job to be
performed based on eciJcation and/or experience.
o 0 points o 6 points o 8 points o 10 points 0 12 points
Job knowledge is Job knowledge usually Generally understands stan- Above-average Exoellent knowledge
limtted to certain areas. adequate to complete dard clerioal proc:edures, knowledge and in- in all areas of the
Insufficient to handle minimum of job Instructions and details need- depth understanding job.
most tasks. standards. ed to complete assignments. in most areas.
COMMENTS
page 2
TOWN OF KINCARDINE
ANNUAL PERFORMANCE APPRAISAL SUMMARY
CLERICAL - SECRETARIAL
Preser:: Salary Or Wage
per
(hr¡year)
Employee
Department
Present Level In Gr;d
Proposec Leve 1:1 Grid
:....:.,;:...1 ::~:ared By
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.2.
CRITERIA
RATING POINTS
1 . Quality of Work (max. 12)
2. Quantity of Work (max. 12)
3. Job Knowledge i (max. 12)
4. Job Performance (max. 12)
5. Dependability (max.12)
6. Initiative/Motivation (max. 10)
7. Job Attitude (max. 10)
8. Adantabilitv (max.8)
9. Interpersonal Skills (max.8)
10. Annearance (max.4)
TOTAL POINTS (max. 100)
Exceptional
Very Good
Good
Satisfactory
Unsatisfactory
91-100 points
72 - 90 points
55 - 71 points
43 - 52 points
o - 42 points
...2
EVALUATOR'S COMMENTS AND SUGGESTIONS FOR IMPROVEMENT
,
EMPLOYEE'S COMMENTS AND DEVELOPMENT INTERESTS
I
Prepared/Appraised by:
Signature: Date:
This appraisal has
been discussed: Date:
(Signature of Employee)
Note: Signature of employee does not necessarily signify
concurrance with appraisal.
Good
I Very Good ~ Exceptional
I Unsatisfactory I Satisfactory I
JOB PERFORMANCE - use of time, plans work schedules, effective organization of work.
o 0 points o 6 points o 8 points o 10 points o 12 points
Takes action only when Meets minimum Steady regular Performance is Extraordinary
instructed. Must be standards of results. beyond normal performance.
prodded to keep performance. requirements.
working.
COMMENTS
DEPENDABILITY - extent to which employee can be counted on to carry out instructions, be on the job. and
fulfill responsibilfties. Meets schedules and deadlines, feeds back information.
o 0 points o 6 points o 8 points o 10 points o 12 points
Unreliable. Usually reliable. Consistently reliable. Superior to normal Recognizes needs and
Does regular as well job demands. assumes responsibil·
as special assignments ~y beyond job level.
promptly.
COMMENTS
INITIATIVE/MOTIVATION - sen-starting ability to proceed wfth work wnhout being told. Recognizes and acts on
nSIN opportunfties, strives to leam latest developments.
o 0 points o 4 points o 6 points o 8 points o 10 points
Needs constant Completes jobs Accepts respon- Ambftious - takes respon- SeW-starter. Challlenged
supervision and wilh minimum sibility for getting sibility for work beyond by new and difficutt as-
instruction. supervision. the job done. regular duties. Makes sug- signments. Originate.
gestions to improve work. ideas and methods.
COMMENTS
JOB ATTITUDE - Amount of cooperativeness, interest and enthusiasm shown in work. Avoids personal infiu-
ences, willingly accepts addnional responsibility, accepts personal counselling and guidance,
adjusts personal time to satisfy needs of project.
o 0 points o 4 points o 6 points o 8 points o 10 poìnts
Attitude very poor. Attitude needs some Favorabie attftude. Willingly contributes Highiy enthusiastic,
improvement. extra effort and persevering, constantly
energy. seeks additional work.
Consciencious.
COMMENTS
ADAPTABiliTY - abilny to perform variety of assignments wnhin scope of job duties and meet changed
and/or unusual situations.
o 0 points o 2 points o 4 points o 6 points o 8 points
Resists change. Usually adjusts to Consistentiy adjusts to Very adaptable Quick to adjust to
change. changes or new or unus- to change. changed conditions.
ual situations enough to
perform work satisfactorily.
COMMENTS
page 3
Unsatisfactory Satisfactory
Good
Very Good
Exceptional
INTERPERSONAL SKILLS - maintaining positive wondng relationships with peers, supervisors, and the
public, assisting others to ao::orT'4'1ish work group objectives.
o 0 points o 2 points o 4 points o 6 points o 8 points
Unc:ooperlllive with Displays minimum Cooperative with peers, Works well with others. An excellent team
others. Has an adverse courtesies and supervisor(s) and the An asset in futher- worker. Highly respect
effed on work group. cooperation. public. Accepts construc- ing cooperation with ed by all. Contributes
Frequently challenges tive criticism. Interacts others. to group relationships
supervisor's alllho rity. well with groups and and effectiveness.
Rude to the public. individuals.
COMMENTS
APPEARANCE - Personal hygiene, neatness, and appropriate standard of dress.
o 0 points o 1 point o 2 points o 3 points o 4 points
COMMENTS
page 4
SCHEDULE E
The Corporation of the Town of Kincardine
Performance Evaluation
Inside/Outside Manual and Mechanical
PR!VATE AND CONFIDENTiAL WHEN COMPLETED
ANNUAL PERFORMANCE EVALUATION
The Town of Kincardine has initiated a revised
employee evaluation procedure and forms. This pr0-
cedure is designed to evaluate employees in order to
assist both the employee and the supervisor in pin-
pointing strengths and weaknesses and to help em-
ployees in their professional development and to do
a better job in their position.
Evaluators are instructed to take their time and
prepare a well-thought-out and honest evaluation of
each employee. Do not take the easy way out and
rank all employees the same. Treat this as an oppor-
tunity to sit down with each employee and have a
heart-to-heart talk with them about their perfor-
mance. This procedure should be a positive tool and
develop both better employees and better supervis-
ors.
Evaluators who have questions on the form or
procedures should discuss them with the clerk-
administrator. Questions concerning individuals
should follow normal reporting lines of authority
and responsibility. i
GENERAL INSTRUCTIONS
I. The evaluation is to be completed by October
15th of each year. New employees hired after
January 1st of the same year shall be exempt from
this process.
II. The evaluation shall be completed by each em-
ployee's immediate supervisor or, if no supervisor,
the supervising committee. .
m. Upon completion of the evaluation form, the
evaluator(s) must provide a copy to the employee,
and discuss, in private, the evaluation with the em-
ployee. The form must be signed by both the evalu-
ator and the employee. It should be noted that the
signature of the employee indicates that the form has ~
been dicussed with himlher, and does not necessari-
ly indicate that the employee agrees with it. If the
employee does not agree with the rating or the eval-
uation, an appeal procedure may be followed pursu-
ant to the procedure outlined in paragraph 13 of
Schedule "A" of By-law No. 4265.
IV. The proposed rating shall be forwarded by
October 31st to the Fmance Committee, c/o the
clerk-administrator, in sealed envelopes marked
"PRN A TE AND CONFIDENTIAL". The original
shall be filed in the clerk-administrator's office, and
a copy will be used by the Finance Committee for
establishing a possible merit increase.
V. The Finance Committee may return to an eval-
uator, all the evaluations submitted if, in the opin-
ion of the Committee the evaluations as a whole
were improperly or poorly completed. The evalua-
tor will then be required to re-evaluate all employ-
ees in accordance with the correct procedure, or
justify to the Co=ittee's såtisfaction the original
evaluations. Any evaluations returned unsigned
will also be returned.
VI. This evaluation will determine the employee's
merit increase as follows:
Unsatisfactory - no increase, and a require-
ment for another review in three months
Satisfactory - no increase
Good - one-quarter step increase on the grid
(112%)
Very Good - one-half step increase on the
grid (1 %)
Exceptional - one-step increase in the grid
(2%). It is anticipated that only one or
two, if any, employees could obtain this
in any given year.
RATING CRITERIA
1. Exceptional - performance is extraordinary
and goes far above expectations for the job. Con-
sistently demonstrates creative approach to the job
and proposes innovative ideas. The employee will
have exhibited at least one outstanding or unusual
accomplishment.
2. Very Good - performance is beyond the re-
quirements for Good perÍormance for the position.
3. Good - performance consistently meets full
job requirements. Has acquired full knowledge, ex-
perience, and training. Work is done, employee re-
quires little supervision, and is dependable.
4. Satisfactory - meets minimum job standards
and needs some improvement. Lacks full job
knowledge, experience or training.
5. Unsatisfactory - performance consistently
falls below lDÌ11;mnm requirements for the position.
Requires constant instruction and motivation to
complete even the most rudimentary aspects of the
position. Job should not be retained without im-
provement.
EVALUATOR'S COMMENTS AND
SUGGESTIONS FOR DEVELOPMENT
It is critical that this area be completed. You
must, in your own words, sum up the individual's
strengths, weaknesses, and steps to be taken to im-
prove upon these weak areas as well as outlining
potential for increased responsibility and job pro-
motion.
EMPLOYEE'S COMMENTS
In this area, the employee is encouraged to com-
ment on the evaluation, as well as outline his/her
expectations for the position. The employee
shoUld be given an opportUIIÍty to complete this area
after the evaluation has been discussed with the
employee.
t
I EMPLOYEE
Inside/Outside Manual and Mechanical
Performance Evaluation
lunsatlsfactoryl Satisfactory I
Good
I Very Good I Exceptional I
QUALITY OF WORK - extent to which work produced meets requirements of accuracy, thoroughness,
neatness.
o 0 points o 6 points o 8 points o 10 points 0 12 points
Unacceptable - work Work meets minimum Work satisfies Often performs tasks Extraordinary
done incompletely or job requirements. requirements. belter than the accuracy and
in a careless manner. standard required. thoroughness.
Makes mistakes often. . ..
COMMENTS
QUANTITY OF WORK - output and volume of acceptable work produced, meeting objectives and deadlines.
Timeliness.
o 0 points o 6 points o 8 points o 10 points o 12 points
Insufficient quantity of Meets minimum Completes asslgn- Often successfuliy com- Extraordinary
work. Makes excuses standards of ments in reasonable pletes work asssignments speed end
to justify lack of performance. length of time. ahead of scheduie. Re- volume of
production. quests additional work. output.
COMMENTS
JOB KNOWLEDGE - knowledge of techniques, equipment, methods. Understanding of the job to be
performed based on education and/or experience. o 10 points
o 0 points o 6 points o 8 points o 12 points
Job knowledge Is Job knowledge usualiy Generally understands Above-average Excelient knowledge
limited to certain areas. adequate to complete standard procedures, work knowledge and in- in all areas af the
Insufficient to handle minimum of job methods, instructions and depth understanding job.
most tasks. standards. details needed to complete in most areas.
assionments.
COMMENTS
page 2
TOWN OF KINCARDINE
ANNUAL PERFORMANCE APPRAISAL SUMMARY
PRIVATE 'AND CQNFiDENTIAL .WlitEN COAVIRt.ETED ¡
, '- ,-<'
l~SIQE/OUTSIQE MANUAL AND MECHANICAL
Employee
Department
Classification
:1 Date
Present Sala;y Or Wage
Presen~ Level In Grid
per
(nr!year)
Proposed Level Ir Gr;o
< " P'epa'od B,
. fl)' Title
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CRITERIA
RATING POINTS
1 . Quality of Work (max. 12)
2. Quantity of Work (max. 12)
3. Job Knowledge I (max. 12)
4. Job Performance (max. 12)
5. Dependability (max. 12)
6. Safety Practices (max. 12)
7. Initiative/Motivation (max. 10)
8. Job Attitude (max. 10\
9. Adaptability (max.4)
10. Interoersonal Skills (max. 4\
TOT AL POINTS (max. 100)
Exceptional
Very Good
Good
Satisfactory
Unsatisfactory
91-100 points
73 - 90 poi nts
56 - 72 points
46 - 55 points
o - 45 points
r·
l~,
.. . 2
EVALUATOR'S COMMENTS AND SUGGESTIONS FOR IMPROVEMENT
.
.
.
EMPLOYEE'S COMMENTS AND DEVELOPMENT INTERESTS
I
Prepared/Appraised by: .
Signature: Date:
This appraisal has
been discussed: . Date:
(Signature of Employee)
Note: Signature of employee does not necessarily signify
concurrance with appraisal.
Unsatisfactory Satisfactory
Good
Very Good
Exceptional
JOB PERFORMANCE - use of time, plans work schedules, effective organization of work.
o 0 points o 6 points o 8 points o 10 points o 12 points
Takes action only when Meets minimum Steady regular Performance is Extraordinary
instructed. Must be standards of resutts. beyond normal performance.
prodded 10 keep performance. requirements.
working.
COMMENTS
DEPENDABILITY - extent to which employee can be counted on to carry out inatruclions, be on the job, and
fulfill responsibilities. Meets schedules and deadlines, reports back to supervisor.
o 0 points o 6 points o 8 points o 10 points o 12 points
Unreliable. Usually reliable. Consistently reliable. Superior to normal Recognizes needs and
Does regular as well job demands. assumes responsibil-
as special assignments tty beyond job level.
promptly .
COMMENTS
SAFETY PRACTICES - knowledge of safety practices, regulations and application. Keeping the work area
dean.
o 0 points o 6 points o 8 points o 10 points o 12 points
Displays unsatifactory Seldom requires remind- Complies wtth safety Complies with safety Promotes and prac-
safety and/or house- ing of proper safety rules and procedures. rules and procedures tices good safety
keeping practices. standards and proce- Maintains clean, weil- and encourages others procedures. Elimin-
dures and/or house- organized work area. to do the same. ates safety hazards.
keeping practices. Maintains clean, well- Maintains clean, well·
organized work area. organized work area.
COMMENTS
INITIATIVElMOTIV ATION - self-atalting ability to proceed with work without being told. Recognizes and acts on
new opportunities, strives to leam latest developments.
o 0 points o 4 points o 6 points o 8 points o 10 points
Needs constant Completes jobs Accepts respon- Ambttious - takes respon- Self-starter. Challlenged
supervision and with minimum sibiltty for getting sibility for work beyond by new and difficult as-
instruction. supervision. the job done. regular duties. Makes sug- signments. Originates
gestions to improve work. ideas and methods.
COMMENTS
JOB ATTITUDE - Amount of cooperativeness, intereat and enthusiasm shown in work. Avoids personal influ-
ences, willingly accepts additional responsibility, accepts personal counselling and guidance,
adjusts personal time to satisfy needs of project.
o 0 points o 4 points o 6 points o 8 points o 10 points
Attitude very poor. Attitude needs some Favorable attttude. Willingly contributes Highly enthusiastic,
improvement. extra effort and persevering, constantly
energy. seeks additional work.
Consciencious.
COMMENTS
page 3
Unsatisfactory ~ Satisfactory I
Good
~ Very Good J Exceptional I
ADAPTABILliY - ability to perform variety of ¡u¡signments wìthin scope of job duties and meet changed
ancIIor urusual si!uatIons.
o 0 points o 1 point o 2 points o 3 points o 4 points
Resists change. Usually adjusts to Consistently adjusts to Very adaptable Quick to adjust to
change. changes or new or unus- to change. changed condhions.
uaJ shumions enough to
""rform work satisfactorily.
COMMENTS
INTERPERSONAL SKilLS - maintaining positive working relationships with peers, supervisors, and the
PJbIic, assisting others to accof11)lish work group objectives.
o 0 points o 1 point o 2 points o 3 points o 4 points
Uncooperative with Displays minimum Cooperative whh peers, Works well whh others. An excellent team
others. Has an adverse courtesies and supervisor(s} and the An asset in luther- worker. Highly respect
effect on work group. coope ration. public. Accepts construo- ing cooperation with ed by all. Contributes
Frequently challenges tive criticism. Interacts others. to group relationships
superviso~s authorhy. well w~h groups and and effectiveness.
Rude to the public. individuals.
COMMENTS
page 4