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Home My Public Portal About020_020_HR Quarterly Report for 4 qtr 2014 > > > > > > > > Human Resources Quarterly Report October, November, and December 2014 MI to 11—Ar Vital - Orga n1Za tions . Human resource management - function of attracting, developing, and retaining enough They '4'.,, A It" qualified employees to perform the activities "This and necessary to accomplish organizational and mushy, but happy objectives. Three main objectives: people are better for business. They are 1 ) Providing qualified, well-trained more creative and productive, they build employees for the organization. environments where 2) Maximizing employee effectiveness in success is more likely, the organization. and you have a much better chance of keep- 3) Satisfying individual employee needs ing your best players." through monetary compensation, —Shelly Lazarus (b. J 917) Chairwoman an benefits, opportunities to advance, and Ogilvy & Mother or/d idc2 job satisfaction. 11 rar Uuu1afl USSOU!CO BespOnSibilitleS Figure 9.1 Human Resource Management Responsibilities Employee Recruitment and Selection Employee A Planning for Core Training and Staffing Needs Responsibilities Performance of Human Evaluation Resource Management Employee Separation and Benefi:: f Pertorillanc Dec _3_19 2°13 L. 4E1 un r%-rtr = g- IUSt '1"U "e3111 detail la.) iesutts ZI Without example • 4.1 rneetinguanLY II*at ett oputla v -con 1E 4— sess, nager term (") nia s Iii coachiri -L' ,S Llitictakingct Elielpsteripla!e reay 0 ruerf ce Fkto 1-1 goal ,- - realistic porm ID giving a .gce enougi 4 appropriate to -Ilk la is conversations 8 up tin bje errOhasizing 13.0 tiquit..ous co ambiguity In -year c) Lau honest - E ei:c= apipraisall+— 8. IE --L;A4- g cycle E-L-.64i • = tr;Ran mot)_ tiltriking 'L.12 r5 '&9 w neumuusort ,almost Cl) I— good Witir011t > 41I 1NAP 011iCOME E 'CZ 2 review iva%ua1I0 '5 performance The performance of each employee shall be reviewed annually during November through January, by the department head for the purpose of determining which employees shall receive merit increases or other changes. Personnel records, performance and length of service will be considered in making recommendations, with major emphasis on evaluation of services rendered be the employee. Based upon the employee's evaluation, the department head will make appropriate recommendations to the city manager for merit increases, promotions, demotions, transfers to other positions, training and education programs, and/or other appropriate personnel changes. f PSdO!m2IV3% uations There are 5 performance factors , 7 behavioral traits , and 5 supervisory factors that are important in the performance Iof the employee 's job . fperto!mt't' ivaN201 $ Performance Factors 1 . Knowledge , Skills , and Abilities 2 . Quality of Work 3 . Quantity of Work 4 . Work Habits 5 . Communication r fPSdO!m2V3luations Behavioral Traits 1 . Dependability 2 . Corporation 3 . Initiative I 4 . Adaptability 5 . Judgment 6 . Attendance 7 . Punctuality I � Pedet11011Ce 111311180011S Supervisory Factors 1 . Leadership 2 . Delegation 3 . Planning and Organizing I 4 . Administration 5. Personnel Management rm ions performance Eualuat Performance factors and behavioral traits must be utilized for all employees. The supervisor factors should be utilized only for employees with supervisory responsibilities. A rating of Unacceptable (1 ), Needs Improvement (2) or Superior (5) requires comments. The `overall performance" evaluation should reflect the employee's total performance, including the performance factors as related to the employee's responsibilities and duties as set forth in the job description , behavioral traits and supervisory factors, if applicable. f rn pgtorm2"c e Rating Scale 1 = UNACCEPTABLE Consistently fails to meet job requirements; performance clearly below minimum requirements. Immediate improvement required to maintain employment. 2 = NEEDS IMPROVEMENT Occasionally fails to meet job requirements; performance must improve to meet expectations of position. 3 =MEETS EXPECTATIONS Able to perform 100% of job duties satisfactorily. Normal guidance and supervision are required. I 4 =EXCEEDS EXPECTATIONS Frequently exceeds job requirements; all planned objectives were achieved above the established standards and accomplishments were made in unexpected areas as well. 5 =SUPERIOR Consistently exceeds job requirements; this is the highest level of i performance that can be attained. rm bat NUM" performance • Supervisors should schedule a meeting with the employee to discuss the results and employees should be given a copy of their performance evaluation. • Goals to be continued and/or completed in the coming year are set. • Completed performance evaluations, including all required signatures, should be submitted to the Human Resources by January 31st of each year. • Employees may submit a written response about the contents of the performance evaluation to their supervisor within thirty (30) calendar days of receiving their evaluation. Supervisors should also submit a copy of the employee's written response to the Human Resources to be maintained with the performance evaluation. • All completed evaluations are reviewed by the City Manager. IiIP r NEW HIRES FOR THE 1 U • Full Time Employees 1 Police Officer — Skylar Strickland 1 Police Reserve Officer — Walter Hattrich 2 DPW Laborers — Eross Riley Joron Gastin 1 Parks Laborer — Laonardo Merhan 1 Adm Assist Planning & Zoning — Lisa Schaaf I �Emp►09ee of the Quarter Nalene Conway — 4t" Quarter Utility & Solid Waste Billing Clerk - Finance _, 1 ) __ ___ ..._ L , 1 _ 7 I 4. A \Ilk let 1. " f Employee oi the Year CAI Todd Smith „„ IT Manager �I v i a , c , an gfth;it dr #4011.686: I Licsii Ni‘ f Employee fkppreciatbol' Dinner • al a r• 4 • 44 • ,, ASO Air Milt 11111117110• • r. U > > > > > > > > Copyright 2004 by Randy Glasbergwi. www_glas berg en.corn • • po ALP) GiASFREROEA "This is just a performance review. You can't plead insanity."