Fill and Sign the 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 theapplication 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 duringthe 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 skillsused effectively?Has the employee increased skill level and established value to theorganization?If corrective action was instituted due to errors and/or complaints thatdamaged the efficiency of organizational operations, was it effective?Has the employee demonstrated job related efficiency through special effortsand capabilities?Does the employee follow organizational rules and standards of the countyand the department?Does the employee utilize supervisory guidance? Final Comments: Establish objectivity in written performance evaluations by avoiding vaguesubjective 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 daysabsent, sick leave used, patterns of use, and the effect the absences havehad on job performance.Avoid the use of personal “traits” such as integrity, loyalty, honesty, initiative,etc. Measure employee performance against the job specifications. Forexample, rather than stating the employee demonstrates initiative, state theemployee starts new work without being reminded; improves job skillsthrough training or courses, or; learns other job tasks in the office to enhanceagency effectiveness.