HomeMy WebLinkAbout4-40 Performance Appraisal Policy
Cape Breton Regional Municipality
Human Resource Services
Policy
Category:
Workplace Standards
Number:
4-40
Date:
September 26,2002
Approved by Council: February 18,2003
Reviewed: March 21, 2005
Page:
1of4
Performance Appraisal
It is the policy of the Cape Breton Regional Municipality to ensure that formal and informal
performance appraisal processes are developed and implemented.
1.0 Specific Objectives
1.1 The objectives of this policy are to:
a. establish a process whereby the work performance of each employee in the
municipality can be informally evaluated on an ongoing basis
b. establish standards for quality and quantity of work
c. provide an annual formal review of each employee's work performance
d. encourage employees to continually consider their own work performance
and to set personal performance standards and goals
e. assist in identifying specific requirements for the training and development of
individual employees (or, if applicable, groups or categories of employees)
f. permanently record, on an objective basis, the work performance of each
employee
2.0 Responsibilities
2.1 The Council will:
a. review, amend and adopt changes to the Performance Appraisal Policy as
recommended by Chief Administrative Officer
Where there is any conflict between the policies adopted by the Cape Breton Regional Municipality
and the policies set forth in the appropriate Collective Agreement, or policies set forth in a statute of
the provincial or federal government, collective agreements or the provincial or federal statute shall
supersede such other policies.
PerfOrmance Appraisal
2.2 The Chief Administrative Officer (or designate) will:
a. oversee the implementation and maintenance of the Performance Evaluation Policy
throughout the municipality with the assistance of, and in consultation with,
department heads
b. monitor the effectiveness of the Performance Evaluation Policy where considered
appropriate
b. conduct informal and formal performance appraisals.
The informal approach should be an ongoing process whereby the Chief
Administrative Officer, staff person(s), or manager provides continuous feedback to
those individuals for whom they are directly responsible.
The formal approach should involve one or two reviews conducted at specific times
on an annual basis. The reviews will be formally documented by way of using the
Employee Performance Evaluation Form.
2.3 Department Heads will:
a. administer and co-ordinate performance evaluations within their respective
departments, where applicable, in consultation with the Chief Administrative Officer
b. perform informal and formal performance appraisals
c. recommend to the Chief Administrative Officer changes required in the
performance appraisal process
d. report annually to the Chief Administrative Officer on the departmental results of
the formal performance evaluations undertaken
2.4 Supervisors will:
a. administer and co-ordinate performance evaluations within their respective
departments, in consultation with their department head and, where appropriate, the
Chief Administrative Officer
b. perform both informal and formal performance appraisals
c. prior to the completion of the annual formal evaluation and discussion of this
evaluation with the employee, review the following aspects of the employee's record:
. relevant background
. education
. work history
. duties, responsibilities, standards and/or measures of performance pertaining to
the employee's position and/or applicable rules and regulations of the
municipality or department
. previous performance appraisal documents of the employee
. productivity and quality control records if these are retained
. samples or reports, project results, or other work products generated by the
employee
. opinions of other employees and supervisors who, in the course of their work,
had dealings with the employee during the assessment period
d. make every effort to be as objective as possible, basing the evaluation on standards
or performance and applicable rules.
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3.0 General Procedure
3.1 Upon the introduction of the Performance Evaluation Policy, or the implementation of a
revised policy:
a. employees will be made aware of the new procedures
b. managers and supervisors will be provided with an orientation session so that each
may become thoroughly familiar with the performance appraisal system adopted by
the municipality.
3.2 Probationary Period Performance Evaluation: Supervisors should meet with the employee
at least twice during the probationary period to review performance in the position. The
procedure for performance appraisal on probationary employees is found in Human
Resource Policy 2-50 Probationary Period.
3.3 Annual Formal Evaluation:
a. Completion of formal report: Annually during a predetermined period of time, the
employee's supervisor will formally record a rating of the quality of work performed,
general work habits, and attitude on the Employee Performance Evaluation Form,
b. The formal interview: The supervisor will discuss the employee's annual formal
performance appraisal report with the employee in order to reinforce an ongoing
mutual understanding between the employee and the supervisor in terms of:
. the duties, responsibilities, and requirements of the positions, and expected
performance level
. any weak areas in the employee's performance and means to address these areas
of concern
. positive aspects of the employee's performance and measures to maintain or
further enhance these positive features
. short-term work goals which the employee should attempt to achieve
. long-term career objectives of the employee
The formal evaluation form will be signed by the employee and supervisor following the interview
and discussion.
Following the formal interview between the employee and the supervisor, the completed form will
be forwarded to a reviewing officer (usually the department head or the chief Administrative
Officer). The reviewing officer shall examine the performance appraisal report against the standard
expected of the employee and add any remarks to the form.
3.4 Appeals: Employees who feel that their overall rating does not represent a true
evaluation of their performance over the review period should try to resolve these differences with
their supervisor.
If an informal agreement cannot be reached, the employees shall be given the opportunity to appeal,
in writing, to the Chief Administrative Officer (or some other designated official), within 15 days of
the interview.
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3.5 Department Head's Reports: The department heads shall report to the Chief
Administrative Officer at the end of each year on:
a. completion of the annual formal performance appraisal for each employee in their
respective departments
b. overall results of the performance appraisal process
c. the steps to be taken to improve the performance of departmental employees during
the upcoming year (e.g. recommended training and development activities or
changes in the quantity or allocation of work undertaken)
3.6 Effect on Salary: The municipality shall prepare a Compensation Policy, which should
be in part based on outstanding, satisfactory and unsatisfactory evaluation ratings of individual
employees.
3.7 Retention of the Performance Appraisal Records: Following completion (including
signatures), one copy of the evaluation shall be placed in the employee's personnel file and a copy
shall be given to the employee and to the supervisor completing the report.
3.8 Points to Remember During the Appraisal Process:
a. Criticisms or praise should be communicated to employees, and discussed, on an
ongoing basis.
b. The purpose of the evaluation process should be explained. Point out that the
review can make the employee a more valuable member of staff and provide greater
opportunities for job satisfaction, usefulness, and promotion.
c. Vague, indefensible, or undefinable criticisms of performance should be avoided.
d. Talk about positive performance first.
e. Remember that you are discussing an employee's performance; the objective is to
improve performance, not to condemn the individual.
f. Take into account that some failures of an employee may be the responsibility of the
supervisor.
3.9 Definitions of Rating used in Employee Performance Evaluation:
a. Satisfactory is that level of performance which is considered adequate to meet the
requirements of the job. Some day-t-day variation is to be expected and may range,
on occasion, from poor to very good. For the most part, however, satisfactory
performance would be neither below the required level, nor consistently superior to
the required standards.
b. Unsatisfactory is that level of performance which consistently falls below the
requirements of the job. It does not mean that every aspect of the individual's
performance is below adequate standards but that, in general, the employee does not
meet the minimum requirements.
c. An outstanding rating is reserve for the individual who consistently surpasses
standards of adequate performance. Individuals who consistently do a good job
should be rated satisfactory, not outstanding. An occasional instance of superior
performance is not sufficient justification for an outstanding rating. Outstanding
performance requires that the individual, more often than not, has exceeded the
supervisor's expectations for satisfactory performance.
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