EPR Guidelines - Kern County Library

Kern County Library
MEMORANDUM
Employee Performance Report (EPR) Guidelines
Probationary Employees:
Probationary employees are evaluated after their first three months of work and again
at the end of the Probationary Period, which is six months after the hiring date. If the
employee passes their probation, then the employee moves to a status of Permanent.
Permanent Employees:
Permanent employees are evaluated on an annual basis unless a Special Evaluation is
desired by the supervisor for exceptional performance for a special project and/or for
remediation.
Timeframe:
o Library administration sends the EPR to the supervisor along with the date it is
due. Library Administration also sends the packet of forms for annual
signatures.
o The employee is notified of the date the EPR is due to the supervisor and is
encouraged to submit an optional self-evaluation to the supervisor at least a
week prior to the EPR deadline date.
o The EPR deadline must be met. Signed EPR’s are sent to appropriate
supervisors along with forms that need to be signed annually and any personal
information forms that need to be updated.
Employee Performance Report (EPR)
Please refer to the document entitled “Performance Appraisal” prepared by the County
of Kern for assistance with this report.
The Employee Performance Report includes three main sections and has instructions
on the back of the form in addition to the guidelines that follow.
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Section A – Itemized Check List
 Refer to “Definition of Rating Standards” on pages 14-15 of the “Performance
Appraisal” document.
 Refer to “Definition of Traits” on pages 26-32 of the Performance Appraisal
document.
 Checklist 1 – 23 all permanent employees are rated in these areas. For #23
Customer Service, staff is rated in this category regardless of whether or not
they work directly with the public. Everyone serves customers.
 Checklist “Employees Who Supervise” – Only those employees who are
responsible for preparing and administering Employee Performance Reports
are rated in this section.
 Note that any categories marked “Outstanding,” “Improvement Needed”
and/or “Unsatisfactory” must be fully documented in the comments section.
 Areas marked “Improvement Needed” or “Unsatisfactory” should also have
corrective actions cited in the Goals section of the EPR.
Section B – Overall Performance
The overall performance rating must be relevant to the ratings given in Section A.
While the overall rating is not based on a count of check marks per category, it should
reflect the significance of the check marks and accompanying comments.
Section C - Comments
Use as many copies of the second sheet as are needed for the narrative comments.
Each page of narrative comments must be typed on the official form. All pages must be
numbered. On the blank lines provided on the first page, note the number of pages
that are attached. The signature box should appear on the last page of the narrative
comments and be signed by the employee and supervisor before they are submitted
the appropriate supervisor.
Write the narrative based on the following outline format:
I.
DUTIES:
Briefly explain the actual duties or responsibilities of the employee,
and the branch location and/or division. A comprehensive job description is not
needed.
II.
PERFORMANCE: Use this section to comment on the employee’s
work performance during this specific rating period.
This would include accomplishments as well as issues that continue to need attention.
Regular job duties expected of this classification should not be listed as
accomplishments. The following should be noted:
a.
An explanation of how the employee met or did not meet the goals listed
on the employee’s last evaluation must be included. Be specific. Contact
the Business Office if you need a copy of those goals.
b.
The narrative comments should correlate to the ratings given in Section
A.
c.
Performance highlights should be noted.
d.
Specific quantities and qualities of work should be delineated. Statistics
should be cited when appropriate, along with narrative comments as well.
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e.
f.
Any items marked in “Outstanding,” ” “Improvement Needed” or
“Unsatisfactory” must be specifically explained in the narrative.
Accurate and specific documentation must accompany noted performance
issues. A section called “Action Plan” may be added to specify what the
employee needs to do to bring the performance up to “Standard”.
Measurable achievements to bring specific areas of performance up to
“Standard” need to also be reflected in the goals.
III.
TRAINING AND STAFF DEVELOPMENT:
and membership in job-related organizations.
List all training sessions attended
IV.
GOALS:
Goals should be outside the regular duties expected of the
position. Goals can be used for special projects as well as to give the employee the
opportunity to show improvement in a specific area. Goals should be specific instead
of general and they should be measurable. Goals should be designed with each
person in mind to enhance the employee’s skills.
Goals for Branch Supervisors and professional librarians must include goals related to
collection development, staff/volunteer training, library programming/promotion as well
as community outreach.
Signatures
a.
The employee is requested to sign and date the first and last pages of the
EPR. However, the employee cannot be forced to sign. If the employee
refuses to sign the document, write “employee refused to sign” and the
date on each page.
b.
The employee has a choice of boxes to check when he/she signs the
Performance Report. Checking the first box indicates that the employee
has reviewed the report. It does not necessarily mean that the employee
agrees with all the markings. Checking the second box is a request to
discuss the rating with the Director of Libraries.
c.
The supervisor must sign and date the first and last page of the report
and submit the EPR to the OSC at Headquarters.
d.
Forms that require annual signatures must accompany the EPR when it is
submitted to the supervisor. Personal information forms that need to be
updated must be done at this time and sent in the with EPR.
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EMPLOYEE PERFORMANCE REPORT
Definition of Rating Standards:
Outstanding is actual performance that is well beyond that required for the position. It
is exceptional, decidedly superior or extraordinary. Outstanding ratings may be
awarded to the most exceptional performers. An employee should exceed virtually a//
standards to deserve an Outstanding rating.
Above Standard represents specific behavior being performed above standard and,
most likely, better than most workers doing that task under your supervision. It does not
mean that the work is better than you are able to do, or better than all workers in your
organization are able to do. It simply means better than the standard for that job.
Standard is the performance expected of a fully competent employee. The
performance you observe is standard when, in your judgment, it is consistent with the
stated requirements for that job. This means that behavior is "acceptable" or “what is
expected." It is in no way related to what you believe the individual is capable of doing.
Because of screening processes and specialized training activities, it is assumed that
the majority of people your organization hires are capable of performing appropriately
and will perform appropriately. Many or most of your ratings will fall in this category.
Improvement Needed is the level of performance which is below standard and less
than that expected of a fully competent employee. This rating is for behavior you've
observed to be "inappropriate," "less than expected," "less than normal performance,"
and which must improve. This is the behavior you will target for your helpful coaching
efforts for planned change in a more positive direction.
Unsatisfactory is performance that is definitely inferior to the standards required for
the position. It is very inadequate and undesirable. At an unsatisfactory level, each
employee should be carefully supervised and coached to work towards improvement.
Disciplinary action may be warranted.
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DEFINITION OF TRAITS
ALL EMPLOYEES:
1. ATTENDANCE -Consistently follows regulations on being present as the job
requires; does not abuse sick leave or vacation allowances.
2. PUNCTUALITY – Arrives to work on time in the morning, after lunch and breaks.
3. PHYSICAL FITNESS – Maintains health in order to perform job functions
appropriately.
4. SAFETY PRACTICES - Uses judgment and care to avoid possible hazards in
the workplace.
5. PERSONAL NEATNESS - Grooms and dresses appropriately for the job
environment. Maintains appropriate standards of personal hygiene.
6. COMPLIANCE WITH RULES AND REGULATIONS - Knows and follows rules
and regulations without trying to manipulate or "push them to the limit."
7. COOPERATION - Works in harmony with others, even in high-pressure
situations.
8. ACCEPTANCE OF NEW IDEAS AND PROCEDURES - Adaptability; willing to
learn to use new technology - i.e. equipment, computers, readily I adjusts to
changes in procedure.
9. APPLICATION OF EFFORT - Take§ necessary and appropriate action on own
initiative; executes actions vigorously.
10. INTEREST IN JOB - Seeks/welcomes more important responsibilities; absorbs
job functions quickly and seeks understanding of all aspects of job.
11. ACCURACY OF WORK - Meticulous exactness and correctness of work.
12. QUALITY OF JUDGEMENT - Thinks logically and makes practical decisions
using all necessary and available information. Decisions "stand the test of time."
13. PUBLIC RELATIONS - Promotes favorable relationship with public using
considerate and professional conduct.
14. WRITTEN EXPRESSION - Prints/writes legibly when required; communicates
effectively on paper as required.
15. ORAL EXPRESSION - Uses polite, clear and understandable verbal language.
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16. EQUIPMENT OPERATION - Knowledgeably and safely operates equipment;
learns and uses correct procedures so as not to damage equipment under
normal operating conditions.
17. NEATNESS OF WORK - Work is orderly, precise in appearance or procedure;
not careless or messy; consistent.
18. PERFORMANCE WITH MINIMUM SUPERVISION - Dependable; gets things
done without having to be constantly supervised.
19. PROMPTNESS IN COMPLETING WORK - Does work without delay or
hesitation.
20. VOLUME OF WORK PRODUCED - Completes work assignments on schedule;
does not allow work to pile up or become backlogged; regular meetings on
production standards.
21. PERFORMANCE UNDER PRESSURE - Maintains calm attitude and clear
thinking under strenuous situations and deadlines.
22. PERFORMANCE IN NEW WORK SITUATIONS - Becomes adjusted and
quickly productive given new assignments.
23. CUSTOMER SERVICE – There are five dimensions under the general category
of customer Service which must be rated:
1. Greetings
2. Quality of Service
3. Helpfulness
4. Knowledge
5. Responsiveness
Each of the five dimensions (and some tips for rating) are discussed below:
Greetings:
This dimension is to rate employees on how they greet clients (customers) upon
meeting with them face-to-face or talking on the telephone and in
correspondence. Greetings can be made up of verbal and written expressions,
non-verbal communication or body language and voice intonation. Ideally,
greetings should be friendly, courteous, cheerful and professional.
Additionally, the rater should consider the following:
Does the employee have knowledge of whom their customer is: Clients, general
public, fellow employees, other Departments and organizations?
Is the employee familiar with the organization's mission statement and
objectives?
Does the employee's demeanor create a climate of mutual trust and confidence?
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Does the employee refrain from all-behavior that is rude, sarcastic or
disrespectful?
Quality of Service:
This dimension is to rate the extent to which an employee's service is effective in
addressing customer needs. The rater should consider the following:
Does the employee use language that their customer can understand?
Are customer’s questions answered honestly and thoroughly:
Is the customer made aware of what the employee needs from them to provide
effective service, i.e. receipts, keeping appointments, completed order form?
Does the employee deliver benefits, service, equipment and/or supplies timely?
Does the employee ensure the customer understands what service, benefits,
equipment and/or supplies is being delivered or terminated, the responsibilities
and all appeal rights?
Is the customer told of other resources and directed, if needed, appropriately?
Knowledge:
This dimension is for rating the extent to which the employee provides accurate,
up-to-date information. The rater should consider the following:
Does the employee understand the Department's programs, processes and
community resources?
Does the employee evoke the confidence of the customer:
Does the employee solve problems within the limits of their authority?
Helpfulness:
This dimension is for rating the employee's demonstrated willingness to ensure
effective, efficient and equitable service. The rater should consider the following:
Does the employee willingly share information on resources and Department
programs?
Does the employee provide personal attention along with a technical skill?
Responsiveness:
This dimension includes how efficiently as well as effectively we meet our
customer's needs. The rater should consider the following:
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Does the employee provide an effective response to all requests or explain
delays within the allotted time frame?
Are phone calls returned as soon as possible, but no later than one work day? I
s written information presented promptly?
Are appointments kept timely or the customer politely notified of reason and
approximate time of delay?
Are unanticipated but necessary requests handled with the same efficiency and
effectiveness?
Does the customer receive what they expect within the time frame outlined by
the employee?
Supervisors should regularly observe employees providing service, benefits,
equipment and supplies to their customers. Such observations, along with
patterns of complaints or compliments from customers provide a good basis for
rating the customer service dimensions.
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EMPLOYEES WHO SUPERVISE:
1. COORDINATING WORK WITH OTHERS - Plans ahead and keeps track of work
flow to facilitate production levels in all related departments or divisions; keeps
communication channels open with other supervisors.
2. ACCEPTANCE OF RESPONSIBILITY - Willing to undertake all assignments
given; does not blame co-workers or subordinates for tasks under his or her
supervision not being completed; accepts responsibility for everything his or her
unit does, or fails to do.
3. ESTABLISHMENT OF WORK STANDARDS - Clearly defines acceptable
performance levels for subordinates; monitors quality and quantity of production;
gives assignments in terms of results desired.
4. TRAINING AND LEADING STAFF - Guides, directs, coaches staff by providing
information and opportunities for growth and increased productivity; covers the
basics - what, how, and why - then lets employees do task.
5. PLANNING AND ASSIGNING WORK - Analyzes work load, sets completion
goals, distributes tasks evenly and according to competence of subordinates;
coordinates people, material, and equipment effectively for maximum production;
establishes priorities.
6. FAIRNESS AND IMPARTIALITY TO STAFF - Treats each staff member with an
equal amount of respect; gives all equal opportunity to participate and achieve
by assigning challenging tasks.
7. CONTROL OF STAFF - Treats each staff member like a mature, responsible
individual; has confidence in the abilities of staff members; gives workers
responsibility for getting the job done; shows interest in people and their welfare;
keeps adequate records on employee performance.
8. ADEQUACY OF INSTRUCTIONS - Explains what is to be done by presenting all
the facts about a situation to avoid assumptions; explains why things must be
done a certain way; checks for understanding.
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