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HomeMy WebLinkAboutKIN 87 083 Est. New Proced/Form . . 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 That Section 5 of Schedule "A" of By-law 4265 enacted on the 6th day of August, 1981 be hereby repealed and replaced with the fOllowing: 5.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 By-law 4477 passed on the 7th day of October, 1982 be and the same is hereby repealed. 5.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. ¥. . er . - 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: .. , SUPERVISORY - MANAGEMENT lE~PIOY~~ .. ,. Depar.ment Classification ·..1···..')'''''····,·:··:·,·· .; ... .... -, '",',' -...-.-....-.-.-.......,.....--.....-... .1 Date ..................,.. "-,.'" .' ....".. - ;ç::;\:y:~;;:::'.:;;;;.'. . :.:;,-::::..;..-:- ::V::'::::':';~:': .'-'-;"'::':";'.- ",,-,..,' ..:.-.... . ",-',"'-- . .... ..... -, .'. ···i'-'·'····· I l :,:::..-:.,'.:",::,." '-"':",' "--.',".,. :.: -:.,,:::.;'::,,:~' ..-....:.~<::..: . _.:- -:'-, :~,' ';':"'-::>:;;::;;;',:,':.;":-:';:""', . " . ,:::.:--:,.::>.::"..;..:::: " .::~... ... -...... c··c.·,,·,·.·;·.·..--· .,', . . ','. :-...;.-:'~:.:::. . ., Present Salarý Or Wage Frese,t Level in Grid Pr::¡pcsed Levellr. Grit ,,"'. ~W' I (t--:"vear'; t , I I .. . Prepareo By Title .~:~~::;;:;$:~;:;,;;:::<:~,;::. :·i> .;:~.;~::;~ :;:. .. :~: :::.;. '; ::-:,.: :~;,.:: ::,'::::: ~. :"': :::::*:x:,::'~'t~:$,.~:;::::··: ::::;~. .::ç; ,. -;- .:: -. .': ~:.:. <:': ": ,":., :'X: :.::.::~: -': ~:; ; :::~:<::;;::, :,": ,: ":: :':: ,".'::' '," '.' -'. ..:..,.:.:.-.:,.:"....,.:-'.::.,-,.,,:.......,..:..:.-........ ,..."",--.. .... 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 ::>::.>'::'~X>:::: :::_,::,::;::>,;v::: :;::. ,:,·,:','::·X:·,,::,:·'·:·" :;:-,-,-,:::;:,:;,;;:,,"::¡:;::,;:,:;:-:-",.; :.:....".:...:..;::.':,.......;,.:<:.:.":'::,,,.:,:.:_,::,:x>:,,;>;::::,,·;···;·--····· "'n'_'- . I .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 , ..~ ~ , ~t.. .:..~?Wt ;-.:..~,....;.:.:...."....." . ':"_:":::::_::.-'"::':::'"'::":":'::.:""';::-'; ':.':',:.:.':::,.,::-;".:-::::,-,'.--.-. ..'"......-..... ','--.- .'........-...,.. -'.,',"-",-,'-". 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