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<br />69 <br />221698v1 <br /> <br />responsible for ensuring all of their employees receive a fair and objective evaluation. <br />Supervisors are responsible for scheduling and leading ongoing check-ins with their <br />subordinates. <br /> <br />D. Employee. Employees are responsible for preparing the self-evaluation portions <br />of the evaluation process and working with their supervisors to establish goals. <br /> <br />E. Management Assistant. The Management Assistant shall ensure personnel files <br />are kept up to date and performance evaluations are filed appropriately. The <br />Management Assistant shall assist the City Administrator in tracking completions of <br />annual and semiannual performance evaluations. <br /> <br />5. Process Step Descriptions and Tips. The following are excerpts from the U of M <br />Leadership and Talent Development Program. They expand on the description provided in <br />section three and are meant to be an aide to supervisor in ensuring a meaningful performance <br />appraisal process. <br /> <br />A. Goal Setting. Goals are the most important way to set expectations for an <br />employee. They should include both and key behaviors and expectations needed for <br />achieving the desired key results to accomplish goals throughout the rating period. Well- <br />designed goals guide an employee’s priorities and efforts and set the agenda for the year. <br />Setting meaningful goals is one of the most powerful ways that you can motivate <br />employees, focus their contributions, and help them improve their performance. Clear <br />and relevant goals are the foundation for effective coaching and feedback as well as for <br />performance evaluations. <br /> <br />B. Ongoing Check-ins. Check-ins are regular discussions that happen throughout <br />the year to check in on progress toward goals, stay aligned on current projects, discuss <br />what is going well and what could be better, and agree on next steps. Ongoing check-ins <br />promote progress toward goals by providing opportunities for feedback and support. <br />Having regular meaningful conversations is key to on-the-job learning which is the single <br />most important way people improve and grow at work. The ideal frequency of check-in <br />discussions depends upon the work, the person, and any department practices. For most <br />roles, ongoing check-in conversations around goals should happen at least quarterly, and <br />they can be as short as 15 minutes. The following are recommended are the steps for a <br />check in: <br /> <br />(1) Discuss Roles and Responsibilities for Check-Ins. Discuss <br />expectations for what you, the supervisor, and your direct report are each <br />responsible for. A good time to do this is at the beginning of the performance <br />cycle, once the annual goals are set and revisit as needed. If one or both of you are <br />not taking ownership for your role in check-ins, this is an important place to start <br />your next check-in conversation. <br /> <br />(2) Review and Update Goals. Ongoing check-ins by design are <br />centered on goals.