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HomeMy WebLinkAbout2019-02-20 Council Packet - Work Session AGENDA CITY COUNCIL WORK SESSION FEBRUARY 20, 2019 – 5:00 P.M. KENAI CITY COUNCIL CHAMBERS 210 FIDALGO AVE., KENAI, AK 99611 http://www.kenai.city A. Call to Order B. Introduction (Mayor Gabriel) C. Overview of Employee Evaluation Process (Human Resource Director) D. Council Discussion E. Public Comment (limited to 3 minute per individual; 20 minutes aggregate) F. Adjournment All meetings are open to the public and participation is encouraged. Agendas and supporting documents are posted on the City’s website at www.kenai.city . For additional information, please contact the City Clerk’s Office at 907-283-8231. evaluating p rformance Workplace Tools for Leaders FEBRUARY 2019 Why measure performance? • Why formal measurements are helpful to an organization: • A tool to assess overall performance, identify needs, reward significant contributions, set goals for the coming year • Why leaders might be opposed to writing/conducting them: • Take a long time, uncomfortable giving direct feedback, don 't want to be the bad guy, "know" employees don't like feedback • Why employees might be opposed to receiving them: • Perceived to be bi ased, no input, arbitrary, no control, uncomfortable receiving feedback, bosses don't really know what they do, can feel like a parent-child interaction Evaluating Performance I Kenai City Council Overview Office of Human Re sources I February 2019 Form 1-questionnaire format Our evaluation questionnaire is comprised of five sections and uses a five-option rating scale in each section. Each section allows for optional comments following the scoring section. We will spend our time today reviewing the new performance evaluation process that will be used in reviewing the Clerk, City Manager and City Attorney. Evaluating Performance I Kenai City Council Overview Office of Human Resources I February 2019 --Clli' o( KENAI EVALUATION QUESTIONNAIRE -Fo1111 l Counci l Member Feedback Namt1 Po:ition1 _______ _ PtnodofEv.alwnon: c aJe ndaryrar ?QtB Datt Complettd: ______ _ Council Mt mbtr (N:uno)' 0210 of Ofti<• (btgan)' ------ ~ D1rt<11ons' .•torlc th< rupons< tl:at om rtfl<rts )Wr yc:or.a/ obstr\'Chon with r<garr! ID nxh of ti:< {ollOW1rJ.g. /l.'ou-: l • Doc A'o: Jttcct ~c:imont. 1 • Mttts Som~ Dcputcnor..s. J • Mut: Dcptctat:or..s. -I • .V.tm or.d btt~ E::rptttatoor..:. 5 • ~ bptttat1or.:. and .V/A •So opmron/no t obsm·ft!. Room for add1nor.:al comn-.mu it pt'O\'fdtd (optlor.ol). O.lo'trs Rttults: D<morutrota tM dnvt ID do tliJr.flS brtur. Sho"'s r.rDrlJl lmtiatn·<ar.d ..,. .. /ks the ~'Olk0• 5mgoalsfor 1<:/ and ta:m and addr<ssc obm:dts IO tkln'tTrts'.JTI>. Owns the out<amt. Prtp:art: rartfully for Counctl mttnng: 10 20 3 0 •0 s O NAO Pro\idt: ampl f' infomunon to trublt Counnl to nukt 10 2 0 3 0 .o s o NAO dtdsicru ts rupon!t\"r to concern: of Council Membtr:: 10 20 3 0 .o s o NA O Adva~s tht Coundl on nttd for nt'\,. and/or ~\~td politits andproctduru l 0 2 0 3 0 • 0 s 0 !\AO Annnp•t., prob It ms and Is tlrt<tl\'t tn pttytntt>'t a<ttons 1 0 20 30 40 s O ruO Otv t lops and lmpltmtn~ pl.ms to mttt dtpatnmnt ob)tcaws and orpruzes a ... ailabJr rtsoun:"tt to arhff'\>t those ob)f<tl\ .. , 1 0 20 3 0 40 s o NA O TJkH tht lrunanvt to tst:ablish n~w progr.uM: Ol' pro«dutts (unpro•·• proctssts) Mthout prompting irom t!us body 10 20 3 0 40 s o NA O Commont: rtprding D<fnyrs Rrsults (opnoRJ!), Form 2-performance evaluation Using feedback collected on the questi onnaires , the Mayor will work to compile the final Performance Evaluation document for each employee . While each individual section allows for a three-point scale, the overall score allows for a five-point scale. On a pre-determined date, Council will meet with the employees individually in executive session to review their evaluation . Evaluating Performance I Kenai City Council Overview Office of Human Resources I February 2019 Performance Ev alua t ion ,_..,_,_. ---- Review Period: January l-December 31, 2018 !I OllMf>-lts: 0.-:.C:UrN-O>OO~br""t·-'"""9"",;atitftohdwotkslM wcl.t.SftsgoolspHJand/wm:a-~-..... --Ownstll<wta>mc. -.--ri~1 -~ D I -'jj- 2J 8 uiiktsV~ ~onrc9'11'npnot'lf'f:'O~grJMMf'dlO/tn:tmalcnd~K':trnol C'Um)nW'tS cf~ Oh'cf~ni.::.c"':d:.o:.O:,Cou:nd. ""°"J.."'H ...ott :tw:n rHINtts""1hW M0""9f' costs ono ~t: tlftcrnffy -. No•-obpoct>tions I -0(.qlo<utionl I C..CH<fs bp9nab0ns D JJ c.ommunc:.-~ °""""="' _.,""''"""''"""'9<1J«:N<'1 ondft!9"9«' odl•n in ~ OC>nllW .. 0:-. /tnpontb _,, __ .,_to,,,,,....... Sdlo!S Of>tia<UP:S /ffdbOCi. .., .. _ So<cc~--llsOrlu:o.-n:ond. -.--0-1 -~ D I &-~ D Evaluat·ng performance ..._ What was expected? ..._ Accomplishment of expected performance generally "meets expectations." ..._ Does a significant gap exist? .. Whether the gap is positive or negative , you may determine that the performance "does not meet expectations" or "exceeds expectations": Performance expectations Performance expectations Performance expectations - Actual Performance - Actual Performance + --------- Actual Performance -- -- --- Meets Expectations Does Not Meet Expectations Exceeds Expectations Keep in mind ... Watch out for recency and primacy: There is a natural tendency to overvalue recent events which tend to be primary in our minds versus the events that occurred early in the year. Stick to the facts: Refer to specifics whenever possible. Opinions, impressions and predictions should not be part of a formal evaluation of performance. Make sure your language matches the message: Ensure that The words you select to describe performance and behavior make sense with the evaluation rating. Information shared in the review should never be a surprise. Don't use the formal evaluation to share news for the first time. Evaluating Performance I Kenai City Council Overview Office of Human Resources I February 2019 Keep in mind ... Write your evaluations in the 'third person' voice. Use first names and subsequently refer to your employee as he/she or him/her: "Mary ensures the off;ce ;swell organ;zed. Th;s year, she ;mplemented a new process for track;ng travel expenses wh;ch helped ensure all expense reports were fUed timely." Be aware of words that may draw emotion. Often these are nouns labeling someone versus verbs which describe an action. "Mary ;s an average employee." vs. "Mary rout;nely meets the requ;rements of her role as a cla;ms processor." If possible, re-read the job description. The job description should list essential job duties and define what "meeting expectations" of the job would entail. Evaluating Performance I Kenai City Council Overview Office of Human Resources I February 2019 Exercise 1 Stick to the Facts Exercise 1: Stick t o t he Facts For the following statements, decide wh ether each describes an actual behavior or the superv isor's lrooress ion. qpinlon. or prediction: 1. M ick ey Is se nsitive t o t he needs of co -w orker s. 2. Ca ry has not shown int eres t in t he budge t process at all. 3. Sue does not ta ke her work se riously. 4. Te rry has demonst r at ed lea dership by developing a more efficient process fo r process ing in co ming invoices . 5. M ary is dedicated and loyal. 6. Mallory has an attitude. 7. When Jim id entified the ca use of our sta ffing cove r age iss ued, he instituted a r ot at ing sc.hedu le for t he st aff which Increase d cover age and reduce d overtim e. 8. Angie Is my 'go-t o' emp loyee . She has the pote nt ial t o go fa r In t his orga niza t ion. 9. Jose ph r outin ely decl ines to delegate any r es ponsibility. His department does not use per so nnel r esources efficient ly and as a r es ult, t hey often miss dea dlin es . 10. I f ee l t hat Br uce 's creat ivity rea ll y benefits t he de partm ent . 11. Jane's w ork is compl et e and timely. Her co-worker s ca n count on her t o meet her dea dlines . 12. Although I have given him sever al chances , Michae l has not t aken t he init iat ive t o improve hi s skill s at all . 13. M able goes out of her way t o be co urteo us and helpf ul to co-wor kers and her ext ern al contacts . Ofte n, I have rece ive d co mpli ments from membe rs of t he pub lic, comm ent ing on her w illingness t o help t hem solve iss ues to compl et ion. Ra ings, distribution, and expe Does Not Meet Deve loping/ Meets Some Does Not Meet Meets Some Expectations Expectations (DNM): (MS): Performance Performance does not meet meets some most expectations, expectations or employee is still very new in role * * * Meets Expectations Meets Expectations (M): Performance solidly meets expectations * * * ** * Meets and Exceeds Expectations: (M&E): Performance meets expectations and often exceeds expectation.a Exceeds Expectations: (E Majority of performance exceeds expectations Exercise 2 -match the message Provides Accurate Capable Average Honest Excels Flexible Thorough Receptive Monitors Struggles Highly Efficient Exceptional Outstanding Effective Poor Good Ensures Perfect Cooperative Attitude Fair Questioning Evaluating Performance I Kenai City Council Overview Office of Human Resources I February 2019 Timely Great Responsible Promotes Challenged Inconsistent Thoughtful Initiative Sincere Strong Noted Evenly Exercise 2 -match the message In a well-written evaluation, the vocabulary chosen by the author will support the rating awarded. The feedback shared in the performance evaluation will support and reinforce the overall feedback given throughout the year. Evaluating Performance I Kenai City Council Overview Office of Human Resources I February 2019 Preparing for the Employee discussion • Have specific examples and details ready to help the employee understand your assessment. • Remember that this is a new process. • Spend some time thinking about how you can best respond to constructive feedback. • Every employee has strengths and opportunities. Be candid and direct to ensure your employee understands your assessment of both. Evaluating Performance I Kenai City Council Overview Office of Human Resources I February 2019 Questions? Evaluating Performance I Kenai City Council Overview Office of Human Resources I February 2019 Performance Evaluation Employee Name:---------Position:----------- Review Period: January 1-December 31, 2018 1) Delivers Results: Demonstrates the drive to do things better. Shows strong initiative and walks the walk. Sets goals for self and/or team and addresses obstacles to deliver results. Owns the outcome. Does Not Me[jxpectations Meets0pectations Exceeds Ex 0ctations 2) Builds Value: Understands and gives priority to satisfying the needs of internal and external customers of the City of Kenai and the City Council. Prioritizes work that delivers value. Manage s costs and budget effectively. Does Not Meet Expectations D Meets Expectations D Exceeds Expectations D 3) Communicates Effectively: Demonstrates skill in communicating effectively and engages others in effective communication. Responds timely and with urgency to concerns. Solicits and accepts feedback at all levels. Speaks candidly and honestly. Listens to unders tand. Does Not Meet Expectations Meets Expectations Exceeds Expectations D D D City of Kenai Evaluation Template 2018 ~') ~ ... ~0 ~ CITY of KENAI EVALUATION QUESTIONNAIRE -Form 1 Council Member Feedback Name: Jane Doe Position: City Manager Period of Evaluation: Calendar year 2018 Council Member (Name): John Smith SECTION 1. Date Completed: February 20, 2019 Date of Office (began): November 1, 2018 Directions: Mark the response that best reflects your personal observation with regard to each of the following. Note: 1 = Does Not Meet Expectations, 2 = Meets Some Expectations, 3 = Meets Expectations, 4 =Meets and Exceeds Expectations, 5 =Exceeds Expectations, and N/A =No opinion/not observed. Room for additional comments is provided [optional). Delivers Results: Demonstrates the drive to do things better. Shows strong initiative and "walks the walk". Sets goals for self and team and addresses obstacles to deliver results. Owns the outcome. Prepares carefully for Council meetings 1 D 2 D 3 D 4 D 5 k1 NAO Provides ample information to enable Council to make 1 D 2 D 3 0 4 k1 5 0 NAO decisions Is responsive to concerns of Council Members 1 0 2 0 3 0 4 0 s k1 NAO Advises the Council on need for new and/or revised policies 1 0 2 D 3 k1 4 D 5 0 NAO and procedures Anticipates problems and is effective in preventive actions 1 0 2 0 3 0 4 k1 5 0 NAO Develops and implements plans to meet department objectives and organizes available resources to achieve those 1 0 2 0 3 0 4 0 s k1 NAO objectives Takes the initiative to establish new programs or procedures 1 0 2 0 3 0 4 k1 5 0 NAO (improve processes) without prompting from this body Comments regarding Delivers Results (optional): Optional space here is provided to elaborate if you wish on any rating above in "Delivers Results". Develops Team/Inspires Others: Actively participates in team and individual development. Supports the goals of the City of Kenai and the Council through a collaborative approach. Addresses issues promptly and thoughtfully. Delegates responsibility and authority to staff 1 D 2 D 3 D 4 0 s ~ NAO Is adept in personnel management 1 0 2 D 3 D 4 IZf 5 D NAO Conducts employee relations skillfully 1 o 2 o 3 o 4 o s m NAO Engages in activities to promote own professional growth and 1 D 2 D 3 D 4 IZf 5 D NAO development Comments regarding Develops Team/Inspires Others (optional): SECTION 2. Additional comments regarding overall performance during 2018: Use this section to offer any summarized comments about the employee's performance for the year. The author (Mayor Gabriel) will rely upon written comments from each Council member to give additional context to the ratings. Remember, these questionnaire tools will not be a part of the employee's final evaluation document. Signature of Evaluator: X __________________ _ Return or mail this form so that it is received by the Mayor on or before: DATE HERE. '-: Exercise 1: Stick to the Facts · For the following statements, decide whether each describes an actual behavior or the · 1 supervisor's impression, opinion, or prediction: ; . ·I:----- 1. Mickey is sensitivetothe needs of co-workers. 2. Cary has not shown interest in the budget process at all. 3. Sue does oot take her work seriously. 4. Terry has demonstrated leadership by developing a more efficient process for processing incoming invoices. 5. Mary is dedicatedand loyal. 6. Mallory has anattitude. 7. When Jim identified the ca use of our staffing coverage is sued, he instituted a rotating scheduretor the staff which increased coverage and reduced overtime. 8. Angie is my 'go-to' employee. She has the potential to go far in this organization. 9. Joseph routinefy declines to delegate any responsibility. His department does not use personnel resources efficiently and as a result, they often miss deadlines . 10. r feel that Bruce's creatMty really benefits the department. 11. Jane's work is complete and timely. Her co-workers can :eount on her to meet her deadlines. 12. Although I have given him several ·chances, Michael has not taken the initiatrve to improve his skills at all. 13. Mable goes out of her way to be courteous and helpful to co-workers and her external contacts. Often, I have received compliments from members of the public, commenting on her willingness to help them solve issues tocompletton .