CCR1999227I !
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COMMON COUNClL - CITY OF MUSKEGO
RESOLUTION #227-99
APPROVAL OF PAY FOR PERFORMANCE PROGRAM
FOR ALL NON-REPRESENTED EMPLOYEES OF THE
CITY OF MUSKEG0
WHEREAS, The City undertook a Wage and Compensation Study in 1996 to equitably
compensate its employees and provide incentives for work excellence, and
WHEREAS, The City adopted a new open range pay plan in July of 1998 for non-represented
employees with the understanding of performance to be the measure in which to move through
the range, and
WHEREAS, The Council does hereby approve the attached plan with evaluations for the first
year to be completed by May 15. 2000 with reviews thereafter comnlencing by January I and
being completed by March 1, and
WHEREAS, The pay adjustments are being made retroactive to the first of the year, and
WHEREAS, The Council will set. on an annual basis. the salary schedule increase being based
aAer having reviewed the internal increases of other bargaining units. the Midwest and Milwaukee
area CPI. and the employee cost trend for all salaries in the State of Wisconsin.
NOW, THEREFORE, BE IT RESOLVED That the Common Council of the City of Muskego
does hereby approve the attached pay for performance plan with a salary schedule increase Of 3%
for 2000 with all adjustments retroactive to January 1, 2000.
DATEDTHIS 141" DAY OF DECEMBER . 1999
CITY OF MUSKEGO/
This is to certify that this is a true and accurate copy of Resolution #227-99 which was adopted
by the Common Council of the City of Muskego.
12l99dld
ANNUAL MERIT PERCENTAGE INCRgSE
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PERFORMANCE MANAGEMENT AND EVALUATION
PROGRAM
A. Introduction
Recognizing that employee development and performance is integral to the effective management of
any organization, Commonwealth Personnel Management Services has designed the
PERFORMANCE MANAGEMENT AND EVALUATION PROGRAM described in this manual.
The program will provide the City of Muskego with information for its personnel administration
functions such as salary increases, promotions, individual training development and motivation,
employee selection and placement, and manpower and organization planning.
The PERFORMANCE MANAGEMENT AND EVALUATION PROGRAM is a key management
tool. It is impossible to make any decisions about your positions incumbents without measuring their
performance in some manner. A systematic evaluation program should improve communications
between the manager and the incumbent, maintain and improve a specified level of productivity, and
identify training needs and potential talent within the organization. Other important reasons for an
organization to install the CPMS PERFORMANCE MANAGEMENT AND EVALUATION
PROGRAM include:
a (1) to know how well the organization is managed; and
(2) to know how well its incumbents are performing their jobs.
Finitely establishing this information helps insure fair and equitable compensation rewards are linked
to individual and personal accomplishment.
The PERFORMANCE MANAGEMENT AND EVALUATION PROGRAM is a results oriented
process that is wholly based on each position's unique job content. Performance is measured by criteria
that help identify desired outcomes for each position.that help the manager or supervisor put the person
in the job that's right for them.
This manual is designed to assist managers in leaming how to apply and use the annual
PERFORMANCE MANAGEMENT AND EVALUATION PROGRAM.
PLEASE READ THIS MANUAL AND BRING IT WITH YOU TO EVERY TRAINING
SESSION.
CPMS City of Muskego. Wisconsin
B. Objectives
The PERFORMANCE MANAGEMENT AND EVALUATION System is designed to achieve the
following broad objectives for the City:
Provide an objective, fair and equitable performance evaluation for all employees.
Establish a clear understanding of results expected, measurement criteria, measurement
standards, goals and performance level expected for each position as defined by the
organization.
Provide accurate, objective and timely feedback to employees about performance on the job.
Permit employee participation in setting goals and in the review of their performance.
Create individual development plans to promote performance improvement.
Provide information to the organization to meet its present and future staffing, promotional
and training needs.
Provide objective data as a basis for fair and equitable determination of financial recognition for
employees.
CPMS City of Muskego, Wisconsin
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DEVELOPING KEY JOB EXPECTATIONS
A. Introduction
The most important element of the PERFORMANCE MANAGEMENT AND EVALUATION
PROGRAM is relating the key job expectations (end results) to the incumbent's performance. The
key job expectations describe the end results required from the job. The manager and incumbent
discuss the job content and identify job expectations. The job expectations are listed in order of
importance on the PERFORMANCE MANAGEMENT AND EVALUATION form.
B. Points to Remember
The key job expectations for each job are derived from the job content of that position and the
position's place in the organizational structure. The following points should be kept in mind:
job expectations are not a list of activities or duties, but instead are statements of what a
position is intended to accomplish;
job expectations generally do not change from year to year;
job expectations do not normally change based on who holds a particular job;
job expectations can be added, deleted or revised to reflect redesign of a job. When this
occurs, it will probably call for a revision in that position's PERFORMANCE
MANAGEMENT AND EVALUATION Form;
job expectations are the basis for a clear understanding of job responsibilities (end results)
between each individual and the organization;
job expectations must clearly relate to departmental or organizational goals; and
job expectations should be worded so they will almost automatically lead to thoughts of
MEASUREMENT. They do not contain measures themselves, but provide good clues as to
where measures might be found.
C. Writing job expectations
a CPMS
City of Muskego, Wisconsin
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To write a statement ofjob expectations, think of the various duties and activities of the job. These
duties and activities can be grouped into major position functions, each of which is designed to
accomplish a specific end result. Each job expectation statement should describe one major end
result. It should be clearly worded to emphasize action and allow performance to be measured
objectively.
Consider the job of a Manger of Information Management Services. The position performs a
variety of specific duties which can be grouped into a single function. Because each job
expectation must focus on the end results [goals the position will be expected to accomplish], you
must determine why the function is performed, and articulate what end result the organization
derives from the function.
The following example for the Manager of Information Management Services illustrates the
thinking process of grouping duties into a function with a specified end result.
EXAMPLE: Information Management Services Manager
Duties: - Maintain current knowledge of EDP technology.
- Evaluate newly available computer hardware equipment.
- Recommend system requirements.and equipment purchases.
- Schedule installation of new equipment & software.
- Review current and anticipated application and processing needs.
Sample statement: Keeps current with the field, evaluates newly available hardware and
software, recommends equipment requirements and purchases, schedules installations and
reviews current and future information management needs to assure departmental services
continually keep up with user expectations to supply fast and efficient information
management services.
Sample Exercise: Information Management Services Manager
Responsibilities: - Recruit programmers and analysts. - Train and develop subordinates. - Administer personnel policies within the department. - Conduct performance evaluations.
CPMS City of Muskego, Wisconsin
Covering what and &, write a sample job expectations statement for these tasks.
A Job Expectation Statement for this exercise could be stated as: "Selecf, develop, und mofivufe
guulifxd subordinafe Rersonnef to ensure the continued ability to perform the Department's
functions"
Based on the previous example, write a Job expectations statement for the next list
of duties for the Manger of Information Management Services. Remember, it
should describe the desired end results as well as the functions performed.
EXERCISE 1: Information Management Services Manager
(A suggested answer for this exercise is on the next page.)
Responsibilities:
- Assess hardware needs for Information Management Services Dept. - Write hardware specifications - Send out invitations to bid - Obtain Equipment Bids - Select Equipment - Schedule Installation
CPMS City of Muskego, Wisconsin
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The Suggested Answer for the preceding Job Expectation Statement:
As this example illustrates, a job expectation implies action. Each job expectations should,
therefore, relate to an end result that must be accomplished. In the second example, the
Information Services Manager, "Assess departmental hardware needs, writes
hardware specifications, sends out invitations to bid, obtains equipment
bids, selects equipment, and schedules installation" This portion of the
statement describes what is done. In the second portion of the statement, the author
identifies the end result of this job expectation, to make it clear why these activities are
performed: "to ensure the department's computer hardware maintains an
on-going capability to meet short and long-term Znformation Management
Services needs".
Each of the City's jobs is answerable for certain actions and the consequences of those actions --
these are the position's job expectations.
For each position there are certain results which can be accomplished either by subordinate
positions or personally, but there are also certain results which can only be accomplished by
the person in the job in question.
The job expectations of a subordinate position may be included within a single aspect of a superior
position. In fact, it may be that a certain element, which is only considered as a general job
expectations for a superior, constitutes a number of specific job expectations for a subordinate. For
instance, the Operations Manager must have certain records to accomplish particular end results
for a City. In that position, record keeping will not be an end result at all, but there is frequently a
subordinate job, such as a Tenant Records Clerk, the major purpose of which is timely and
accurate maintenance of rental and occupancy records. The job expectations listed in a position
description state specific major end results expected for that position. Clearly stated and understood
job expectations are necessary for employees to work effectively toward the accomplishment of
desired organizational, departmental or unit goals.
D. The Formal Job expectations Statement -- In summary, an job expectations should be:
- A basic end result expected from the position under consideration;
- Clearly worded to emphasize action;
- Stated in such a way that allows performance to be measured objectively, in quantifiable
terms whenever possible.
CPMS City of Muskego, Wisconsin
JOB EXPECTATIONS should not be:
- Statements of day-to-day details, duties, or responsibilities;
- So broad and vague that their meaning is unclear;
- A combination of several major end results.
For most positions, between four to eight job expectations can be written.
Guidelines for Writing job expectations
A well formulated job expectation statement will:
- Start with an action verb;
- Be as specific as possible;
- Specify only what is done and why, not how or when.
- Relate directly to the incumbent's role in relation to the work unit, department or organization's
goals.
- Be readily understood by the incumbent.
E. Questions
Keeping in mind the guidelines for writing job expectations, the manager or supervisor should ask
the incumbent the following questions:
- Is each job expectations separate and distinct?
- Do the job expectations cover all the key areas in which results are expected on this job?
- Does the incumbent really exercise direct control over the end results?
- Do the job expectations suggest what measures of performance are appropriate?
F. Representative List of job expectations
CPMS City of Muskego, Wisconsin
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Job expectations must be accurate, job content related, and derived from position
documentation. Some examples of typical Information Management Services
Manger job expectations statements are listed below:
Assign and direct the performance of project tasks and/or staff to ensure the efficient and
effective completion of projects.
Design, develop & deliver software systems solutions to effectively diagnose and address
users' information management problems or needs.
Provide accurate and understandable documentation and reporting of program results to
assure systems and programming work performed is replicable and meets user needs.
Provide technical expertise to staff to assist them in the selectioddesign, installation &
maintenance of new systems or sohare that meet quality and productivity standards.
Establish effective working relationships with users, peers and subordinates to assure
maximum effectiveness of the Department's activities.
Manage and utilize human and material resources effectively to provide quality,
cost-effective computer support services.
Monitor and over-see sub-contractor performance on contracted products or services to
assure they meet timeliness, quality and effectiveness standards.
Establish equitable and fair contractor selection procedures to minimize exposure to legal
liability.
Develop and implement safe, cost-effective and efficient operating procedures, requirements
and standards to assure continuous day-to-day delivery of quality information management
services to the Department's users.
The following are firther examples of principal job expectations for a variety of
positions typically found in authorities:
- Assure effective delivery of public safety services to each development community to
ensure the security and policing needs of its residents are fully met.
- Compile and analyze budget request data, obtain additional justification and prepare final
budgetary proposal documents to assist each department in properly assessing its budgetary
needs and to constrain unwarranted expenditures of public funds.
CPMS City of Muskego, Wisconsin
Evaluate delivery of water distribution services against established clean water standards to
ensure all health requirements are consistently met in supplying public developments with
adequate quality water.
Audit utility payment records to ensure resident payments made and collection procedures
adhere to legal and procedural requirements.
Collect, assemble and evaluate recreation program planning data to accurately assess the
development's long-range recreation needs.
Prepare written legal opinions and briefs to assess legal implications and ramifications of
proposed DNR regulations on sewer collection services.
Establish andor revise finance office cash management criteria to ensure effected City
residents adhere to agreed upon late utility payment requirements.
Coordinate inter-governmental emergency communications for public safety assistance with
the disaster evacuation and security needs of each section of the City to make a safer living
place for residents and to comply with ESDA mandates.
Collect engineering data to assess the daily energy output/demand requirements of diesel VS.
gasoline powered emergency electric generation plants to devise more energy-efficient
means of meeting City Hall emergency electric power generation needs.
CPMS City of Muskego, Wisconsin
Write at least four job expectations for your own position. Review the list of
responsibilities you included in your own PDQ and then group these as we have done
for the Information Management Services Manager. Write an job expectations for each
major grouping of responsibilities in Column I of the form in Appendix C. Write job
expectations in order of importance from most to least important.
WHAT [Identify the activity] WHY [what result is promoted by doing it]
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CPMS City of Muskego, Wisconsin
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MEASURES
A. Introduction
Once the incumbent understands the position's job expectations, the next step is to specify the
measures. Each job expectation identified must be measured.
Ideally, these measures will be objective, quantifiable and observable. However, some job expectations
can be measured only subjectively. For these job expectations it is possible to develop measures by
which performance can be evaluated fairly. There are a number of important points to remember when
establishing measures.
B. Points to Remember
A measure must be written for each job expectation. The following points should be remembered when
writing each measure.
- Establish some indicators that are objective and observable. This increases the chance that the
judgment of the performance assessment will be the same even if evaluated by different
individuals.
- Write measures that are quantifiable or numerical whenever possible.
- Once a measure has been selected, it is important to make sure that the data for the measure is
available If it is not, consider carefully whether or not it would be operationally useful to
compile such data.
- For each job expectation there usually are several possible measures. However, the most
important measure should be the one used.
C. Types of Measures - Five general types of measurements can be identified which range from
objective to subjective:
OBJECTIVE:
1. Direct Counts - This provides the most objective type of measure.
Examples - Number of contracts processed
-Number of dollars saved - Number of billing errors
CPMS City of Muskego, Wisconsin
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It may be easier to count exceptions, or activities that should but do not happen. The major problem
with direct counts is in determining relevance. Many times, raw data is relevant only when placed in
appropriate context. For example, having processed ten contracts may or may not be a valid criteria.
To be meaningful that figure must be compared to related norms, or the number, size, scope or
complexity of the contracts.
2. Ratios
These are among the most common types of measures and are fairly objective. Ratios are based on
precise quantified data and so require almost no subjective judgment. Essentially, the ratio is a
comparison of the actual performance achieved to the number of times or opportunities that the
employee has to perform. Loss ratios and debvequity ratios are common to accounting. Individual
managers and incumbents may develop ratios which are pertinent to their operations. For example, a
Finance Director might establish an ''arrears collected to customer calls" ratio for Utilities Billing
Clerk.
EXAMPLES: - Percentage of units rejected - Percent variance from budget - Employee turnover rate - Percent downtime at installation of a new PC network
3. Date of Completion - Dates of completion are often used for implementing new programs,
equipment, services and for establishing milestones on major projects.
EXAMPLES: - Jul. 7, 1995 complete installation of new PC network. - Oct. 30, 1995 complete Windows training for all network users,
4. Judgment Scale - This is a rating scale which helps quantify a judgment. For example, on a
scale of one to five, how would you rate the supervisor's job expectation to motivate staff
members? A scale is a way to quantify more subjective judgments. It allows you to grade
performance between extremes -- to see not blacks or whites, but the various shades of grey.
EXAMPLE: Effectiveness of Supervisory Development Training
Measure: Department Head assessment of improvement in employee morale,
JUDGEMENT SCALE: Effectiveness of Supervisory Development Training -
1 2 3 4 5
CPMS City of Muskego, Wisconsin
. General Description - The most subjective measure is the general description. When people
describe something, they are providing information that places dimensions on the thing described. For
example, the statement "the training was effective" distinguishes this training from that which is
ineffective. When a person makes the statement "The training war eflecfive," they are rendering a
judgment and making a comparison. In many instances, a subjective measurement is entirely valid and
may be the only appropriate measure of performance. Subjective measures can be made less so by
combining several measures or by using several evaluators (the multiple judgments effect). The former
is generally more practical.
EXAMPLE: Frank effectively utilizes tact and diplomacy to establish good working
relationships with bargaining unit members.
The above is a subjective performance measure for a Maintenance Supervisor. However, this
measure can be placed in combination with the following statements to clarify the dimensions of
the measure and reduce the degree of subjectivity.
Quantity of formal grievances received and handled at the first step of the grievance process.
Quality of participation with HR Office in team problem solving regarding contract administration
issues.
D. Guidelines for Writing Measures
The measurement criteria may specify any or all of the following, depending upon the expected results:
- A target date for completion.
- Specific resources that must be used.
- Target budget to be adhered to.
- A process that must be used.
- Maximum rate of errors to be tolerated.
- Amount of work to be completed within a specific time frame.
E. Questions - Before measures are written, the following questions should be asked:
- Are the measures clear?
- Have the most objective measures been used?
- If subjective measures have been used, are there a sufficient number of them?
- Do the measure adequately reflect the end results desired for each job expectation?
CPMS City of Muskego, Wisconsin
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F. Representative List of Measures
Several possible measures are listed below. It is up to the manager and the incumbent to decide which of
these, if any, are most appropriate.
- Ratio of number of new hires to number of applicants interviewed.
- Average recruitment cost per vacancy filled.
- Percent of new hires successfully completing probationary period.
- First-year turnover of new hires.
- Line managers' rating of recruitment service.
- Number of innovations or new services developed.
- Descriptions of the quality of innovations or new services developed.
- Unit productivity compared to productivity in other departments in the organization, or to an
organization average.
- Number of proposals implemented per number of proposals made; cost savings resulting from
implementation.
- The organization's experience in an area (i.e., accident, frequency, EEOC data, Worker's
Compensation rates) compared to national averages.
- The negotiated price obtained for a major equipment purchase - compared to industry (local
government) norms.
- Number of major project deadlines met.
- Percent of errors in financial reports.
CPMS City of Muskego, Wisconsin
Pay- 1.1
EXERCISE 3:
Write a measure for three of the accountabilities that you listed for your own job in
Column I under Measure(s) on the PERFORMANCE
MANAGEMENT AND EVALUATION Form in
Appendix C.
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;JUDG"T SCALE , I !
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1
12 DEFINE EACH JOB EXPECTATION'S MEASURE
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3
IV
PLANNING INDIVIDUAL GOALS
A. Introduction - Once job expectations have been defined and appropriate measures selected, the
managerhpervisor and incumbent should proceed to the Individual Planning Goals section of the
PERFORMANCE MANAGEMENT AND EVALUATION Form. "Goals" are the actual results
the incumbent is expected to achieve. Goals must be set at the Competent level.
Goal setting is a positive approach to PERFORMANCE MANAGEMENT AND EVALUATION.
It provides a basis for employee performance counseling in developing plans for improvement and
future growth. When incumbents participate in goal setting, they accept responsibility for the results.
An example is:
CPMS City of Muskego, Wisconsin
1. EXAMPLE: Director of Finance
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No GOAL JOB EXPECTATIONS
1. Provide City policy makers with
accurate & timely financial data to
95% of all reports are
reporting obligations.
timely manner. assure the City fulfills its financial
prepared in an accurate and
MEASURE@):
Percent of reports prepared in a timely and
accurate manner.
-%
MIDYEAR REVIEW
Comment:
Goals should be established at the competent level, which is the standard of
performance expected from experienced and well qualified individuals who perform
the work of the position, fully filling all job expectations but exceeding none.
B. Guidelines for Writing Goals
When writing goals, it is important to remember the following guidelines.
Performance goals:
- Must be job related.
- Must be achievable within stated time frame.
- Must be specific.
CPMS City of Muskego, Wisconsin
Must be measurable.
Should indicate standard of measurement at a competent level.
Should be written with measurement standards for each goal.
Must be clearly stated.
Must be clearly communicated to the employee.
Setting Measurements Standards
At the time goals are established the Measurement Standard should be identified and written on
the Evaluation Form. A measurement standard for the Finance Director's goals (from the preceding
statement of goals) might be:
MEASUREMENT
STANDARD
RATING
99% 5 - Distinguished
97% 4 - Commendable
95%
2 - Adequate 93%
3 - Competent
90% 1 - Unacceptable
D. Performance Scale
The performance scale has five possible evaluation levels. When writing goals, the performance
scale should be kept in mind:
5 - Distinguished: Performance CONSISTENTLY exceeds that expected of experienced and
qualified individuals in this position. Performance is consistently exceptional; the individual
consistently exceeds all job expectations;
City of Muskego, Wisconsin
4- Commendable: Performance exceeds that expected of many experienced and qualified
individuals in this position. Performance consistently exceeds most or many of the job’s
expectations.
3- Competent: Performance is at the level of that expected of most experienced and qualified
individuals in this position. “COMPETENT” IS THE TERM APPLIED TO THE BASIC
OF THE POSITION”. This class of employee consistently fulfills all job expectations and
regularly exceeds some.
JOB STANDARD -- SOLID PERFORMANCE THAT MEETS THE REQUIREMENTS
2- Adequate: Performance is similar to that expected of experienced and qualified individuals
in the position with some significant exceptions. (Time schedules may be missed, expected
results not achieved, etc.)
1- Unacceptable: Overall performance is significantly poorer than that expected of any
experienced or qualified individuals in this position. This performance is unacceptable for
anyone except a new employee who is just learning the job.
E. Questions
The manager or supervisor and the incumbent should ask themselves the following questions
when they have decided on a goal for each job expectation:
- Are the goals measurable?
- Are the goals understandable and achievable?
- Are the goals set at the Competent level of performance?
- Have Measurement Standards been identified and recorded?
F. Representative List of Goals
The manager and the incumbent should mutually understand and agree on the goals set for each job
expectation. Examples of goals for different positions are listed below.
- Complete systems software design within 10% of initial cost/man hour estimate.
- Reduce staff turnover by 10%.
- Reduce EEO complaints by 10% with design and implementation of a new recruitment and
placement system.
CPMS City of Muskego. Wisconsin
- Improve employee safetylwork related injury incidence ratio, compared to total hours of
operation, by 15%.
- Reduce water system service delivery costs by 5% while maintaining established service
levels.
- Reduce uncollected utility billings (per billing period) by 10%.
G. EXERCISE 4: Write a goal and set the Measurement Standard for each job expectation, that
you have written for the sample position of Personnel Director. on the evaluation form in Appendix C.
PERFORMANCE
GOAL
MEASUREMENT
STANDARD
0 CPMS
City of Muskego, Wisconsin
Pa? \S
V
ASSIGNMENT OF WEIGHTS
A. Introduction
always equal 100%. The weighting factor concept reflects the relative importance of each job expectation - to one another
Each position's job expectations must be assigned a percentage weighting factor. The total of all job expectation factors will
and to the job. The weighting factor is NOT an indication oftime spent by the incumbent in these areas, but the importance
of the job expectations in relation to each other.
EXAMPLE: Director of Finance
No GOAL JOB EXPECTATIONS
I.
timely financial data IO asure a// Cifyjirca/
Provide City policy makers with accurate &
reporting obligationr are regularly met.
95% of all reports are prepared
manner.
in an accurate and timely
' MEASURE(S):
Percent of reports prepared in a timely and accurate
manner.
%
WEIGHTS: I MIDYEAR REVIEW II
B. Rules to Remember - To assign weighting factors to job expectations or specific duties, the following
rules should normally be followed:
1. No single job expectation should be weighted more than 25% in most cases.
- If an job expectations or specific duty is more than 25%, it often indicates that more than one
job expectations has been incorporated into the statement.
2. No single job expectations should be weighted less than 10%.
- If an job expectations or specific duty is less than 10%. it may indicate that it is a part of
another job expectation.
3. Avoid fractions of a percent. - It is impossible to determine such small differences,
4. The total ofall job expectations percentages must equal 100%.
0 CPMS &y J.0
City of Muskego, Wisconsin
0 C. EXERCISE 5:
On the evaluation form weight all job expectations that you have completed for your
own position.
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CPMS City of Muskego, Wisconsin
VI
MIDYEAR REVIEW
A. Introduction
The midyear review is the time to evaluate the incumbent's progress towards
achieving the stated goals. If a goal is not being met, the rater should ask why. The
rater should be prepared with a plan or suggestions to help the incumbent attain the
goal within a set time frame.
B. Points to Remember
The midyear review:
- Provides adequate time for performance improvement.
- Permits revision and addition of goals during the year as necessary.
- Identifies problems and allows time to develop alternative plans to assist the 0 incumbent in reaching stated goals.
- Provides feedback to incumbent on progress of reaching goals.
CPMS City of Muskego, Wisconsin
RATING THE INCUMBENT
A. Introduction
Before the annual PERFORMANCE MANAGEMENT AND EVALUATION session, the manager
or supervisor must rate the incumbent fairly and accurately. It is important when evaluating to write
a supporting statement or suggestion(s) for improvement in each rated job expectation in the annual
evaluation rating box.
B. Points to Remember
When rating an incumbent you must remember these important points:
- Rate Performance on the Present Job - The manager should rate the incumbent on hisher
performance during the current evaluation period.
- Rate Each Goal Independently - Do not let a rating on one goal affect the rating on other goals.
- Consider Performance for the entire rating period - It is easy for a manager or supervisor to be
influenced by one or two instances of unusual performance or by the incumbent's most recent 0 performance. An evaluation should reflect the incumbent's performance throughout the entire
rating period.
C. Preparing Rating Comments
is important that you provide a rating comment to justify why you gave a particular rating score to
each individual job expectation. The ideal rating comment should:
- Start out on a positive note [Think of something good to say about what the
employee has accomplished in that area of work];
- Honestly summarize an overview of the performance record for the whole year;
- Give a defensible reason for giving the rating score that has been selected; and
- End with implications for future performance.
CPMS City of Muskego, Wisconsin
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@ D. Annual Performance Evaluation Score - The following steps are used to obtain an
Annual Performance Evaluation Score:
1. Compare actual performance with individual planning goals.
2. Determine which level of achievement this year's performance represents (Distinguished,
Superior, Competent, Adequate or Provisional).
3. Rate employee's performance in each goal by circling the appropriate number (on page 4 of the
form).
4. Calculate the SCORE for each job expectation (1 through 7 - if there are seven) by multiplying
the weight (A) times the rating (B).
5. Add the "scores" of each job expectation to obtain the Annual Evaluation Score.
6. Match the Annual Evaluation Score to the overall evaluation criteria point values to obtain the
performance level.
E. Resolving Serious Disagreements
While, complete disagreement between rater and employee is possible, within a jointly-developed 0 evaluation program, which uses regular feedback sessions, is fairly unlikely. However, whenever
you encounter serious disagreement, you should apply the following:
. Ask the employee to explain their personal appraisal of their own performance using specific
examples;
Allow them to express themselves without interruption, except to ask for clarification;
Re-phrase your own perception of what the employee has said, trying to see things
from the employee's point of view;
Finally, as the rater, make a decision, explain your reasons and don't be afraid to admit
that you may have been mistaken or had a mis-perception about the issue in question, [is
perfectly OK to say so and change the appraisal].
CPMS City of Muskego, Wisconsin
F. Planning For the Next Appraisal Period
Planning for the next period allows the supervisor and employee to identify new performance
goals for key job expectations that will become target goals during the next twelve months. At the
conclusion of the performance evaluation meeting or during a separately scheduled meeting, the
supervisor and employee should discuss performance goals and expectations and employee
development plans for the next review period. In the last section of the Performance Management &
Evaluation Report, you will find a section devoted to the employee's personal development plan. All
raters should complete this section and review it with the employee during the meeting. Depending
on the nature of the review, the supervisor and employee should discuss some or all of the following:
- Reassess the employee's job description and supplementary information specific to the
employee's position to ensure that the documents are current;
- Discuss and agree on any adjustments to the relevant job expectations, measures or planning
goals on which the employee will be rated [Assure that these factors are still job
centered];
- Discuss and agree on any adjustments to the measurement criteria for each job expectation;
- Identify any changes that need to be made to the "weightings" (i.e., the relative
importance of each job expectation in the employee's overall appraisal).
- identify any other individuals who may be able to provide secondary supervisory input for the
next rating period [this most often is needed if an employee will be on-loan to
another department or division for an extended period];
- Discuss issues or problems that are actually [or perceived to be] somewhat outside the
control of the employee and yet, may impact the employee's ability to fulfill any job expectation;
and
- Discuss issues or problems that can be solved or controlled by the employee.
CPMS City of Muskego, Wisconsin
G. Closing the Review Meeting
- Summarize the accomplishments of the meeting and ask the employee whether all of the areas
that they see as important have been discussed;
- Request that the employee sign the appraisal forms [remember, their signature does
not necessarily imply concurrence];
- Finally, if disagreements remain:
Summarize the areas of disagreement and, if appropriate, state respect for the
employee's concern;
Consider scheduling a later meeting for further discussion; and
Do not force agreement.
- Begin planning for the next performance period.
CPMS City of Muskego, Wisconsin
OVERALL PERFORMANCE EVALUATION SCORING
CRITERIA:
- Distinpuished 4.5 - 5.00
- Commendable 3.5 - 4.49
- Competent 2.5 - 3.49
- Adequate 1.5 - 2.49
- Unacceptable 1.0 - 1.49
In addition to determining the Annual Evaluation Score, the manager or supervisor - mnyll describe briefly the incumbent's actual performance of each job expectation in the
last column. This description provides a rationale or justification for giving the rating
in each job expectation. In this way the form provides a record of both the planned
goals and actual performance for reference during the annual performance evaluation
feedback session.
a CPMS RKjL dl
City of Muskego, Wisconsin
VI11
ANNUAL PERFORMANCE MANAGEMENT AND
EVALUATION FEEDBACK SESSION
A. Introduction
The Annual Evaluation Feedback Session is a three-part process. Examples of this session are
provided in Part I of the Training Manuals for this series. First, past performance is reviewed
(beginning with positive statements of the individual's good work andor contributions). Next, areas
for improvement are identified and improvement plans developed. Finally, expectations, weights,
measures and individual planning goals are set for the next year.
B. Reviewing Performance
Past performance is reviewed by discussing performance in each job expectation and the rationale for
the rating being given. In many evaluation systems, this discussion bogs down in a debate over what
the ratings should be. Arguments may develop over the validity of the criteria against which the
incumbent is being judged, the fairness of the standards used to determine a rating andor what the
incumbent's actual performance has been.
The CPMS PERFORMANCE MANAGEMENT AND EVALUATION SYSTEM is designed to
minimize these problems. Managers or supervisors and the incumbent have already agreed on what
criteria will be used to evaluate performance and what standards will be applied to specific levels of
achievement. Since both parties are working with the same information, the incumbents' assessment
of their own performance should be relatively similar to the evaluation done by the manager. While
proper use of this system should greatly reduce problems in discussing the evaluation, the subject is
still a difficult one for many people.
C. Determining Areas for Improvement and Improvement Plans
The manager (or supervisor) and incumbent now must determine the major areas for improvement.
They should review areas where the incumbent's performance is rated less than Competent, or areas
in which performance is rated Competent or better but the incumbent's strengths suggest that
improvement is possible. They should also focus on the areas which will yield the greatest payoff for
improved performance.
Once the areas for improvement are selected, the rater and the incumbent must decide how much
improvement can reasonably be expected. For example, the target may be COMPETENT
performance on a job expectation previously rated in the ADEQUATE category. If performance was
previously rated COMPETENT, the new target may be DISTINGUISHED or COMMENDABLE
performance.
CPMS City of Muskego, Wisconsin
Qay- a73
Next, an implementation plan must be developed. This plan specifies what the incumbent will do to
achieve the targeted performance. In this discussion, potential problems, as well as strategies for
solving them must be identified. The rater should specify the type of effort to be made in
implementing the plan during the next evaluation period. These need to be very specific remedial or
developmental assignments that are given to help improve the incumbents skills, abilities or
knowledges in a well defined area of work effort.
Finally, the plan should be described under "VI. Improvement Plan" , which is generally attached as a
separately typed sheet to the back of the PERFORMANCE MANAGEMENT AND
EVALUATION Form.
D. Determining Job Expectations, Weights, Measures
While the discussion of improvement plans may suggest some changes in criteria for next year's
PERFORMANCE MANAGEMENT AND EVALUATION Form, it is important that the rater and
the incumbent review all the job expectations, weights, measures and goals to be sure they are still
appropriate (and to be sure they still agree on their understanding of each). Perhaps one job
expectation has become more (or less) important or a measure less useful than expected. Or the
manager/supervisor or incumbent may decide that the Competent level for a particular goal was
unrealistically high (or low). All of these decisions would require revision on the new
PERFORMANCE MANAGEMENT AND EVALUATION Form.
Remember that the achievement level is set at the Competent level and only changes when it appears
to be an unrealistic estimate of the performance which can be expected of a qualified and experienced
individual in the position. It does not change simply because an incumbent finds it particularly easy
or difficult to attain.
When all criteria have been reviewed and necessary changes made, fill out the next year's
PERFORMANCE MANAGEMENT AND EVALUATION form.
E. Planning Goals - Goals may have to be changed when factors in the environment change. For
example, suppose the job expectations for a Inspector had, as one measure, the number of units
inspected per month. The goal defining Cornpetem performance specified a certain number of active
Section 8 units to be inspected monthly. If the nature of building inspection work shifted from multi-
family apartments to primarily residential, single family dwelling units, it might be appropriate to
reset the Competent level of performance to a qmterly inspection.
Goals may also change because environmental factors (about the job and its work environment) were
incorrectly assessed. This is most likely to happen if the manager or supervisor is new or has never
used this approach before. Goals may remain the same on the next year's PERFORMANCE
MANAGEMENT AND EVALUATION Form, but only if they are still appropriate. The manager or
supervisor and incumbent should review each goal to assure that it is appropriate for the job
expectations, and changes are not necessary.
CPMS City of Muskego, Wisconsin
PQ~$- a9
DEFINITIONS
Achievement - A measure of an employee's level of proficiency in a specific task or function.
Criteria - Standard against which measures are compared.
Evaluation - Assessment of the degree of attainment of an established goal in relation to a set
standard.
Feedback - Information received by the employee from the manager about actual performance.
Goal - Expected achievement of a circumscribed activity or set of activities within a specified time
period.
Incumbent - Individual occupying a specified position at a given time.
Job - Set of specific tasks, duties and responsibilities as assigned to a single position.
Job Content - Descriptive nature of specific tasks, duties and responsibilities assigned to
job.
a particular
Job expectation - A statement describing clusters ofjob duties over which the incumbent has direct 0 responsibility and control and which identifies an end result the position is expected to achieve.
Measure - Specific standards, indices and rating scales used to compare performance against set goals.
Midyear Review - A semi-annual communication to the employee by the rater on the employee's
progress toward obtaining previously agreed upon goals.
Overall Performance Evaluation Rating - Individual rating relative to what is expected of the
individual, considering all rating factors.
Performance - Demonstration of a skill or competence on the job.
Rating - A method of evaluating established goals against set standards to yield a quantifiable
judgment.
Standards - Measurements that specify different levels of achievement.
Weight - Relative importance of a specific job expectation to total job's content.
e CPMS Pay 30
City of Muskego, Wisconsin
MODIFYING JOB EXPECTATIONS, WEIGHTS, MEASURES, AND GOALS
Job Expectations and Weights
Since job expectations are statements of the end results a job is structured to accomplish, the job
expectations will rarely change. However, changes in priorities are more common. When priorities
change during the Evaluation period, these changes must be reflected by changing the weights assigned
to each job expectation.
New weights should be determined by discussion between manager and incumbent. Then, performance
to date must be evaluated using the old weights. To do this, an "Interim" Performance Evaluation Score
should be calculated using the procedure for obtaining the Annual Performance Evaluation Score. At
the end of the Evaluation period, another Interim Score will be calculated for the period during which
the new weights are applied. Then the final Annual Performance Evaluation Score can be obtained.
To calculate the Annual Performance Evaluation Score, multiply each Interim Score by the number of
months that score represents. Add the results, and divide by twelve.
EXAMPLE: If the Interim Scores are 3.0 for the first four months of the year and 4.0 for the last
eight months:
Interim Score Months
3.0 X 4 = 12.0
4.0 X 8 =+32.0
44.0
44.0112 = 3.66
3.66 is the new Annual Performance Evaluation Score.
Measures
Measures may change because new data becomes available, because data previously available is no longer
collected, or because experience with the system permits the rater and incumbent to identify and drop
inappropriate measures in favor of measures which are more sophisticated and/or more job related. Any
substitution or modification of measures must result in appropriate changes in planning goals.
When a measure is changed, an Interim Score may be calculated using the old measure. This must be done if
the measure being changed is the only measure for a particular job expectation, or if either the rater or
incumbent believes an Interim Score is necessary to fairly reflect the incumbent's performance to date.
Goals
Changes in planning goals occasionally may require computation of an Interim Score. The manager and
incumbent need to discuss what impact the change will have on the annual Evaluation and whether it is
sufficiently significant to warrant computing an Interim Score.
CPMS City of Muskego, Wisconsin
Pay 31
ACTION WORDS
Accumulate
Administer
Advise
Analyze
Appraise
Ascertain
Assign
Assure
Audit
Authorize
Budget
Calculate
Check
Collaborate
Collect
Compile
Complete
Conduct
Consolidate
Consult
Contract
Contribute
Control
Coordinate
Counsel
Delegate
Design
Determine
Develop
Dictate
Direct
Discuss
Distribute
Ensure
Establish
Evaluate
Examine
Execute
Expedite
Facilitate
Follow-up
Forecast
Formulate
Function
Furnish
Gather
Give
Implement
Improve
Inform
Initiative
Intervene
Interview
Investigate
Issue
Inventory
Maintain
Make
Manage
Motivate
Notify
Obtain
occupy
Operate
Participate
Plan
Present
Produce
Provide
Receive
Recommend
City of Muskego, Wisconsin
Record
Reject
Release
Report
Replenish
Represent
Review
Revise
Schedule
Secure
See
Serve
Service
Sign
Specify
Standardize
Store
Structure
Study
Submit
Supervise
Supply
Survey
Take
Talk
Terminate
Train
Transpose
Verify
Watch
Wrest
Work
Yield
ANNUAL MERIT PERCENTAGE INCREASE
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0 City of Muskego
PERFORMANCE MANAGEMENT & EVALUATION PLAN
Common Evaluation Factors
I. PROCEDURE FOR COMPLETING PERFORMANCE APPRAISAL:
A.
B.
C.
e D.
E.
F.
PREPARATION: Prepare for the evaluation process by collecting any documentation on the
employee and reviewing it prior to the formal evaluation.
The evaluator will review the list of job expectations applicable to the job classification and
discuss the list of job expectations with the employee. The evaluator will note any comments
concerning job specific examples on which the employee can expect to be evaluated. These are
then listed on the evaluation form under "Job Specific Examples".
The evaluator will judge the weights of each job expectation based on the degree of importance.
The individual weights of all job expectations must total 100%. These are also listed on the
evaluation form under "weights". The weights of each job expectation will be reviewed with the
employee.
*Steps B and C are to be done at the beginning of the evaluation period and with newly hired employees.
Monitor the employee's performance throughout the evaluation period. Use as many positive and
as few negative examples as possible.
A review should be conducted prior to the end of the evaluation if a job specific example or a job
expectation weight changes during the evaluation period.
Conduct annual evaluation and have it completed prior to merit review date.
RATING FACTOR 1: AttitudeRemperament
Rating: f(Nof Acceptable) fhru 5 (Distinguished)
Weight: YO
This factor observes the individual's overall work attitude in terms of customer orientation, follow-
through, maturity and loyalty. An individual with a satisfactory attitude should be positive regarding the
work and supportive of the City's and the department's efforts and objectives. This factor also examines
the individual's ability to remain calm and focused under pressure, to bring an even-handedness to the
administration of duties/responsibilities and to deal with the public and one's fellow workers in a courteous
manner.
Comments by evaluator
e TlNG FACTOR 2: CommitmentlAttendance
Rating: l(iVotAcceptable) thru 5 (Dktinglrished)
Weight: %
This factor examines the individual’s commitment to the City. Commitment is evaluated in terms of
dependability (the degree to which the individual can be counted on to perform quality work), leadership (the
extent to which the individual provides direction, guidance and instruction to others), judgment (the soundness of
analysis, deduction, interpretations and opinions), responsiveness (the degree to which the individual adjusts to
criticism and new directions) and/or decision making (the soundness of observations, assessments, and actions
taken in relation to problems encountered). Elements of commitment. measure the extent to which they are
critical to successful accomplishment of the position’s missions, goals, and/or objectives. This factor further
considers several dimensions of attendance including punctuality, tardiness and observance of work hours
appropriate to the position.
Comments by evaluator:
RATING FACTOR 3: Job Knowledpe a Rating: l(NolAccepiab1e) ihru 5 (Distinguished)
Weight: %
This factor observes the individual’s overall interest in learning new things about their work, in applying
those things learned to doing the job, and in keeping current with innovative and non-standard trends or
concepts that apply generally to one’s field. An individual with a satisfactory level of job knowledge
should be positive regarding work necessary to maintain one’s knowledge. This factor also considers
openness, tolerance and the willingness to listen to and consider the validity of new perspectives
advocated by those practitioners who work on the cutting edge of learning in one’s field.
Comments by evaluator:
RATING FACTOR 4: Teamwork Rating: l(NotAcceptab1e) thru 5 (Distinguished)
Weight: %
This factor measures the individual’s cooperation, teamwork aud interactive communications, including the
ability to work well and communicate effectively with co-workers, management, subordinates and/or with the
public. Does the employee participate willingly in group efforts, is hdshe williug to lead the group effort when
called upon, and is he/she willing to be a worker in the group effort when that role is called for?
Comments by evaluator:
e RATING FACTOR 5 Courtesy
Rating: l(Not Acceptable) thru 5 (Distinguished)
This factor examines the individual’s ability to provide the highest level of service to the citizedcustomer,
regardless of the circumstances at the moment [i.e., in the face of disrespect and rudeness] and to routinely deal
with the public and one’s fellow workers in a courtaeoos, professional manner.
Comments by evaluator:
Weight: %
RATING FACTOR 6: Initiative
Rating: 1 thru 5
innovation, i.e., coming up with new ideas about how to improve services or operations and ideas on how to do the
job more efficiently or effectively], and with both personal and professional resourcefulness, as demonstrated by
the ability to come up with new ideas or approaches when facing problems not previously encountered.
Comments by evaluator:
e RATING FACTOR 7: Professionalism Rating: 1 thru 5
Weight: %
This factor deals with the appropriateness of attire in relationship to the work being performed (is an
appropriate professional image conveyed); the appropriateness of physical conditioning needed to most
effectively carry out job responsibilities; the individual’s ability to maintain and care for any standard
issue equipment (routinely used in performing the work); the organization of the employee’s work area
(neatness); and the extent to which they have prepared and organized for the work they are expected to
do.
Comments by evaluator;
RATING FACTOR 8: JudpmentOlecision Making
Rating: l(Noi Acceplable) lhru 5 (Distinguished)
Weight: Yo
This factor examines the soundness of observations, assessments and actions taken [in relation to the problems
encountered], the use of discretion, tactfulness and timing in executing/explaining decisions, and the willingness to
commit to action. w omments by evaluator:
0
RATING FACTOR 9: Attention to Detail
Rating: l(Not Acceptable) fhru 5 (Distinguished)
Weight: %
This factor observes the individual’s overall work habits in terms of the care that is used to enter into and
follow-up on assignments with thoroughness and attention to detail. An individual with a satisfactory
degree of attention to detail should check one’s own work and be supportive of the supervisor’s efforts to
provide unit quality control.
Comments by evaluator:
RATING FACTOR IO: Safetv Rating: 1 rhru 5
Weight: %
Tbis factor judges the individual’s concern with worker safety issues, and specillally examines the worker’s
safety record, safety awareness, compliance with various worker safety (O.S.H.A.) Rules, and the ability to
observe and report safety problems encountered or unusual safety conditions observed.
Comments by evaluator:
e Personal Goals and Objectives:
This section is designed to help the employee and supervisor iointlv agree on a series of goals for the coming
evaluation year. These may include training programs, work projects or special performance improvement
milestones [e.g., Become familiar and proficient in using WordF'erfect software to produce daily
correspondence, memos and reports].
SUMMARY OF TRAINING & DEVELOPMENT ACTMTIES
DURING THE CURRENT EVALUATION PERIOD 1
GOALS I COMMENT ON PROGRESS OR
ACElJJ3VEMENT OF GOAL:
[ll
EVALUATORS COMMENTS:
EMPLOYEE COMMENTS:
ANNUAL APPRAISAL SUMMARY i I.
8.
9.
10.
COMMON RATING FACTOR WEIGHT
%age
AttitudwTemperament
CommitmentlAttendance
Job Knowledge
Teamwork
Courtesy
Initiative
Professionalism
Judgment/Decision Making
Attention to Detail
Safety
TOTAL WEIGHT 100%
RATING
1 thru 5
X
X
X
X
X
X
X
X
X
X
x TOTAL
SCORE
11 SECTION I FACTORS I WEIGHT 1 RATING I WEIGHTED I I I SCORE I/ Section I I Work Related Criteria x 80%
I I I I
11 Sectionn I Common Rating Factor Criteria x 20%
I I I
I I I
TOTAL SCORE: = TOTAL 100%
Rater's Signature Employee's Signature
Date: 1 1 Date: /I
The .bow SignmJrc only indicate that Ihe employer has SCCn and
rmployee's signature on lhb document means hc or she is in agreement
uodcnlands this wsluatian rating. Them is no lolenl 10 imply that the
with the rating. The prercnce of such signnmre on this form io no way
hinderr Ihc employer's nbilily lo submit a rating apptll.
eiew Officer's Signature:
Date: If
EXECUTIVE SUMMARY
The City of Muskego Performance Management and Evaluation Plan
As part of its overall salary administration program, the City of Muskego implemented a job
content based performance management and evaluation program, which included training in the
on-going administration of a performance management and evaluation program.
This program was designed to let City employees know how they are an important member of
the team that contributes to this City government's success and overall effectiveness. This was
done by explaining to each employee:
What results are expected of him or her;
How he or she will be measured to decide if you have achieved those results; and
. That he or she will be evaluated - and paid - based upon those results
In adopting the new Performance Management and Evaluation Program, the City is providing
a structure for allowing each employee to perform to hisher maximum personal capabilities.
This is done by establishing personal goals, defining performance measures, and creating
systematic review procedures. This evaluation process actively involves both employee and
supervisor in jointly determining the goals and measures used in the evaluation. The most
important objective of this system is to provide useful information to help counsel employees in
the best ways to improve job performance. This process also determines what types of training
would most benefit each individual. The Performance Management and Evaluation Program is
designed to:
. Actively encourage employee participation in planning and reviewing individual
performance;
. Promote better understanding of how position goals fit in with the goals of the section,
division, department, and with the broader goals of the City;
Help determine how much financial reward an employee can receive for personal
accomplishments; and
Supply information to help the City meet its present and future training and stafting needs.
After both employee and supervisor receive training in the new process, the first step in
developing an employee's personal Performance Management and Evaluation program is an
initial meeting between the both parties to define key job expectations. In this session, the
employee and supervisor agree on ways to measure accomplishments in each expectation area,
and to set performance goals for the position. As a result of this discussion, the supervisor
OMS 1 The City of Muskego
c
prepared a written "agreement" using the Performance Management and Evaluation form.
To begm the process, both employee and rater agree on the key job expectations for the position
-that is, the main areas of focus within which the position is designed to concentrate. Position
expectations (or accountabilities) are more than a list of activities or duties. Instead, they are a
series of fairly broad statements of what the position is intended to accomplish. These
statements are a reflection of how the position is currently perceived by you and your supervisor.
Each position's job expectations clearly relate to section, division or departmental and City
accountabilities, goals, and objectives. The job description questionnaire that was completed by
employees in the Erst part of the study, along with the official class specification, provide the
essential information for deriving individual job expectations. Most positions have from four to
seven expectations. Because some of any position's expectations have a higher priority than
others, both the employee and their immediate supervisor have rated the importance of each.
This was done by first ranking the expectations in order of importance and then assigning
percentages which reflect their relative weights.
Next, both employee and supervisor have discussed and agreed on the measures used to
determine how well the employee has achieved the job's expectations. These measures are the
method used in judging individual performance. Where concrete or observable results are
produced, the measures are quantitative or numerical, however, some results cannot be given a
quantitative value and are measured subjectively. Subjective measures allow the manager or
supervisor to apply judgment to better interpret and understand how well an employee is
performing in each expectation area. Once job expectations have been defined and appropriate
measures selected, both employee and rater determine what individual performance goals will
be for the individual to strive for in the coming year. These goals specify the level of
achievement expected for each measure within each job expectation. Planning goals have been
set at the Compeient level of performance. This is the level of performance expected of any
experienced and qualified individual in the position.
Once the employee and hi/her rater have agreed on job expectations, measures and goals, they
meet every three months to discuss individual progress. The purpose of the quarterly review is
to recognize achievement, identify problems, and develop plans and developmental work
assignments to help the incumbent concentrate on improving performance in those areas where
it is most needed. Individual progress toward achieving each set of performance goals is noted
on the evaluation form.
Providing an employee with the performance counseling needed to help identify areas of
performance concentration is the main focus of this process. It is vital that both employee and
supervisor follow through with developmental assignments to assure the employee receives the
extra help needed to better deal with the work problems those assignments represent. While
confronting and overcoming personal performance weaknesses may not be the easiest of tasks,
2 The City of Muskego
the City is sure each employee wants to accept this challenge with a positive attitude.
At the end of the rating year, each supervisor reviews individual performance against job
expxtations, measures and goals as a preparation for the formal Performance Management and
Evaluation Session. He or she rates eaGh job expectation separately and assigns an overall
performance evaluation score based on the rating value and percentage weight of each job
expectation. Depending on how well performance compares with personal goals, the rater will
give each job expectation a rating from:
* 5 - DISTINGUISHED
* 4 - COMMENDABLE
* 3 -- COMPETENT
O 2 - ADEQUATE
8 1 - UNACCEPTABLE
Once each job expectation has been rated, the supervisor computes the overall Annual
Performance Evaluation Score. On the Performance Evaluation form, the supervisor adds
hidher comments, explaining the reasons for the overall evaluation. After the employee’s
performance has been rated and the rating has been reviewed by the Department Head, the
employee meets with the supervisor in a rating session. This session covers an overall review
of individual performance [in each area of job expectation], the supervisor’s rating of that
performance, and the reasoning behind each rating. This process concentrates on having each
individual completely understand why they have been rated at a certain level so they understand
what can be done to maintain or improve performance in the coming year. Mer discussing the
rating, both employee and supervisor meet to discuss and determine if any changes in job
expectations, measures or goals are needed for the coming year.
The Performance Management and Evaluation sessions also identify potential areas for
improvement. Both individuals reach an understanding regarding individual improvement needs
and objectives. The supervisor helps the employee plan how hdshe will achieve them, and
incorporate them into the new evaluation program for the coming year.
The City’s supervisors and managers have been trained in how to counsel their staff on
performance improvement issues. They have also been trained to assist individuals in addressing
personal performance improvement and career development concerns. They know that their job
must be done with the employee and that the City’s mission is canid out through each staff
member. As a result, they know that helping employees with performance concerns is one of
their most important ftmctions and responsibilities.
Increase Levels Linked to Performance - The City should administer its exempt employee
salary increases based on individual performance. Performance should be measured by an
CQNS 3 The City of Muskego
achievement andjob cotdent bmed performance management and evahaiion program. The
City's exempt employee pay program should link increases to the individual's evaluated
performance level. Such increases should reflect multiple pay increase gradations so that the
manager making a merit increase recommendation is not forced to recommend a level of increase
hdshe really cannot justify. To fulfill the requirements of the 1991 Civil Rights Act, the City's
evaluation system should abandon its current trait based approach [which is too open to
personality judgments] in favor of a system that measures accomplishment in areas of essential
work responsibilities.
The City's performance evaluation program now concentrates on evaluating work related end
results. The evaluation system focuses on individual performance improvement counseling and
on employeelrater development of a performance improvement action plan. The thrust of the
effort to improve performance evaluation is on improvement of the process, as well as on
management and personal self development values. These goals can be achieved through
objectively assessing performance strengths and weaknesses. A corresponding emphasis has
been placed on developing management's awareness of and willingness to understand the
priorities involved in evaluating performance and developing staff capabilities. Within this new
process, our managers recognize how significant a time commitment of their routine supervision
must be devoted to evaluating a subordinate's performance. Real emphasis has been placed on
counseling them on how to improve themselves and their work and on the regular routine of
coaching and counseling for long term performance enhancement.
In-range advancement has been tied to performance on a sliding scale of 1 YO to 5% based wholly
on measurable, accountability based performance indices. Typically, increases are given up to
the new range minimum after six months probation periods are completed. Generally, the City
can grant performance based increases annually after that. Each performance evaluation session
is designed to encourage employees to work to the maximum of hidher personal capabilities.
In this way, performance evaluation programs can evolve into a performance management
process. All executives and managers have received intensified training (UU& lading about
two dap) in their roles and responsibilities as raters. They have also been given training in how
to go about the process of making an effective performance evaluation. In addition, the City has
trained exempt employees in what to expect from their own evaluator during the performance
evaluation session. This training helped prepare them on how to most positively use the
constmctive criticism coming out of the evaluation process. Both types of training were uniquely
tailored to address the City of Muskego's performance assessment needs and was given on-site.
The Finance Director, or the HR Officer, should receive additional training in the job of
monitoring all rating officer's evaluations and in how to deal with the "hard/easy rater"
problem.
The City's new Performance Management and Evaluation system is designed to provide for fair
and objective measurement of individual performance. This process is focused on measuring
OMS 4 The City of Muskego
0 performance in terms of objective, identifiable work outputs or end results that directly relate to
the key areas in which each position is held accountable. It is also designed to help identify
promotable candidates to meet present and future staffing needs, to identify deparhnental and
individual training needs, and to focus employee and management interest on performance
improvement, personal career planning and self development issues.
In addition, the City's new evaluation system involves individual employees in defining the scope
and responsibilities%of hisher position and in the position goal setting process. Our intent is to
have each employee participate in all phases of the performance management and review
process. Finally, the system is designed to help motivate and retain those who are most vital to
our city's success, our employees. Only with good people can Food service be a
consistent realitv!
5 The City of Muskego