Performance Appraisal Guidelines San Joaquin County

SALARIED EMPLOYEE APPRAISAL GUIDELINES

Managers and supervisors who prepare performance evaluations should develop reports that are reasonable, consistent, valid and objective.

The performance evaluation is developed on job related factors only. Job related factors include but are not limited to the following:

• Class specification and/or informal job description.

• Job standards, procedures and regulations.

• Established goals, objectives and expectations.

• Knowledge and abilities to perform the job.

• Job relationships required for successful performance, i.e., supervisors, coworkers, county employees and the public.

• Training received during the performance evaluation period and the application of the training in relation to job performance.

What the employee does on the job:

• Quality of work, including the nature and consequences of errors made during the evaluation period.

• Production rate, if applicable.

• Commendations awarded relative to employee performance.

• Complaints received relative to employee performance.

• Use of job skills and efforts to enhance skills.

• Ability to work with others.

• Attendance, use of sick leave, punctuality.

Questions to consider when preparing to write the performance report:

• Did the employee meet or exceed quantity and quality standards?

• Does the employee have the skills to perform the job? If so, are the skills used effectively?

• Has the employee increased skill level and established value to the organization?

• If corrective action was instituted due to errors and/or complaints that damaged the efficiency of organizational operations, was it effective?

• Has the employee demonstrated job related efficiency through special efforts and capabilities?

• Does the employee follow organizational rules and standards of the county and the department?

• Does the employee utilize supervisory guidance?

Final Comments:

• Establish objectivity in written performance evaluations by avoiding vague subjective terminology. Use specific job related terms and clearly define intent of comments. For example, instead of saying an employee does a good job, specify what is “good.” Rather than saying attendance is poor, specify the number of days absent, sick leave used, patterns of use, and the effect the absences have had on job performance.

• Avoid the use of personal “traits” such as integrity, loyalty, honesty, initiative, etc. Measure employee performance against the job specifications. For example, rather than stating the employee demonstrates initiative, state the employee starts new work without being reminded; improves job skills through training or courses, or; learns other job tasks in the office to enhance agency effectiveness.