Position Descriptions

Performance Evaluations

1July 2009

Lynne’s goals for this session:

Staff understand importance of the position description and feel accountable for helping to update it accurately

Staff are comfortable with the performance appraisal process and feel responsible for providing feedback for the annual meeting

Staff understand the expectations of their jobs through these documents.

July 2009 2

More specific learning goals: Position Description

Understanding: Significance

Connection

Attention: Details

Accuracy

Performance Evaluation

Philosophy

Budget implication

Pleasant experience

July 2009 3

AKA Job Description

July 2009 4

Catawba County defines the Position Description as:

“… an official document describing the duties and responsibilities of a position.”

Why do we need position descriptions?

Communication

Employer expectations

Job duties

Responsibilities

Equipment used

Qualifications needed

Relationships with other positions

Hiring process

July 2009 5

In Catawba County Government, how is it used? 1/3 classification study

Position classified correctly? Position compensated fairly? 5 things can happen as a result of this study:

1. Correct as Classified – grade and title are appropriate2. Upgrade – position is moved to a higher grade as a result of the pay

study3. Reclassification – title is changed and the position is moved to a

higher grade normally based on significant changes in duties and responsibilities.

4. Title Change – only the title is changed to more appropriately reflect the duties of the position

5. Downgrade – position is moved to a lower grade based on pay study and/or changes in duties and responsibilities. Title may also be changed.

July 2009 6

Look at a sample.

Why might it be important to be detailed and accurate in describing your duties?

What should you do if one of your duties changes?

How often should you look at your job description?

Reality check: How often DO you look at your job description?

How many of you could pull out a copy of your job description right now if someone asked you to?

In the past, many of us just looked at this document every 3 years. Let’s do this every year at your annual evaluation.

July 2009 7

AKA…Oh no…it’s that time again!

July 2009 8

Catawba County philosophy of the evaluation system:

“… a means of communication about issues concerning an employee’s performance.”

“Employees should be given every opportunity to succeed.”

Why do we need an evaluation system? Catawba County lists the goals of the system:

Uniform & equitable basis for appraising performance.

Clarifies responsibility of a supervisor to make sure that performance goals are met.

Provide guidelines that are fairly & consistently applied to everyone.

Identify training & development needs.

Provide direction to below-standard performers.

July 2009 9

July 2009 10

The county uses a “weighted system.”All employees in the same classification are evaluated on the same “Performance Factors” with the same “weight.”

Librarian: Performance Factor Weight

Adherence to Policies .10

Attendance .10

Coaching

Communication .15

Customer Service

Initiative .10

Job Knowledge, Skills and Abilities .20

Judgment .10

Leadership

Quality of Work

Productivity

Safety .05

Working Relationships .20

July 2009 11

Each of us has personal outcomes that guide what we should be doing

during the year.

Why or why not?

July 2009 12

Reality check: The Budget Implication When pay increases are tied to performance evaluations,

Catawba County has budgeted enough dollars for 70% of workforce to “exceed.”

What does “exceeds” mean? Exceeds expectations criteria for quality, quantity and timeliness;

requires the employee to consistently achieve results beyond that which is expected for the position.

Expedites work activities. Does not procrastinate or cause obstacles/delays to work output or others.

Plans work in advance, anticipates problems and takes appropriate actions. Thinks beyond duties of the job. Envisions the results and anticipates impact of projects/assignments when completed.

Consistently receives favorable, valid comments from peers and outside contacts.

Sought out by others for their guidance and expertise. Seeks additional activities voluntarily to expand job knowledge and

scope. Consistently demonstrates a genuine willingness to do more than is required. Exceeds standards for attendance.

July 2009 13

What does “meets” mean? Meets all expected criteria for quality, quantity, and

timeliness of work assignments.

Does a complete and competent job. Performance is what is expected of a qualified and experienced person in the assigned position.

Accurately expedites work activities for normal flow of work output for self and/or others. Demonstrates talent and skills to handle new assignments within scope of position. Rarely receives valid negative comments or complaints about work performance from outside contacts.

Meets standards for attendance. Rarely late to work. Requires only occasional supervisory direction or guidance.

July 2009 14

So how can you help to make the evaluation a more pleasant process?

Has your supervisor ever asked you to provide a report in preparation for your evaluation?

July 2009 15

July 2009 16

Help your supervisor remember the value that you have brought to the organization during the year.

Look at your job description and update it.

Prepare a report for your supervisor:

Show what you have done during the year and gives examples of anything that you did that might place you in an “exceeds” category.

Include copies of special things that you have done such as booklists or brochures, or special projects that you might have worked on.

Provide copies of complements you have received from your customers and your coworkers.

Highlight special achievements or awards that you might have received.

Tell about any workflow or process improvements you might have created that saved the county time or money.

Include anything else that you think should be considered.

July 2009 17

Some questions: How can supervisors fairly manage this process when

we only have a finite number of dollars to reward staff?

Do you see a connection between the position description and the performance evaluation documents?

Might you do anything differently in the future with your position description? In preparation for your performance evaluation?

Is there anything else that supervisors can do to help you with these documents and processes?

July 2009 18

July 2009 19