09-12-2022 Council Packet - Laserfiche WebLink

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70 221698v1 (3) Evaluate Current Progress And Provide Comments To Support Performance And Development. Discuss and evaluate progress toward goals; this does not need to be a formal assessment. Provide feedback about the goals based on your observations, feedback from others, and the updates that the employee has shared. (4) Determine Next Steps. Determine What do they need to support them in this work (additional information, resources, skills, training, opportunities to practice, etc.)? Discuss Agree on next steps for the work, for the person’s development, and for your future check-ins: • What are the person’s next steps and when will these next steps be taken? • What are your next steps as their supervisor and when will you take them? This can be a simple conversation or a more detailed, formal process. Consider what makes the most sense for the work, for the individual, and what practices and expectations exist within your organization. Document Take a note of this information as reference for future check-ins, especially since it will help inform the formal evaluation at the end of the year: updated goals, summary of progress and next steps. C. Performance Evaluation. Performance evaluation includes measuring effectiveness in meeting expectations for achieving results as well as how those results are achieved (i.e., behaviors). Effective performance evaluation does not happen only at the end of a year but through ongoing check-ins throughout the year. Formal evaluation is the final step in the performance management process and includes writing and delivering a performance evaluation. Ideally, a formal evaluation is a summary of what has already been discussed throughout the year. Steps: (1) Get the Employee input on their results and impact. Have employees summarize their key results and accomplishments for the year. These descriptions should include: a) the situations they faced, b) the actions they took, c) the results they achieved, and d) the impact of those results. Avoid asking employees to self-rate. Instead, focus employee input on accomplishments and impact. This increases communication and understanding, decreases disconnects between the manager’s view and the employee’s view, and increases employee ownership and acceptance of the process. Accomplishments and impact can be included in part of the review, and can be helpful in making pay or promotion decisions. (2) Get Input From Others. Ask for input from an employee’s peers, direct reports, and important partners in other departments or units. This type of