Manager/Supervisor Resources

Guides:

• Perform Dashboard Overview
• How to Add a 360 to an Evaluation
• How to Complete an Evaluation in Perform
• How to Approve Evaluations in Perform
• How to Meet with the Employee and Finalize the Evaluation
• How to Create and Manage Journal Entries
• How to Manage Goals

Videos:

• Perform Dashboard Video Guide
• How to Add/Edit Previous Evaluation Goals Video Guide
• Supervisor Rating Video Guide
• Journal Entries Video Guide

The timeline below is automatically set on the County standard evaluation. We recommend you review these dates and generate Google calendar reminders if necessary.

• 45 days before evaluation is due, the evaluation is automatically generated and the supervisor will be notified via email.
  • Log in to NEOGOV
  • Add or edit current goals to begin the evaluation process
  • Start the evaluation
    • 360 evaluations should be launched, if applicable, with a due date the supervisor sets when initiating the 360’s.
• 20 days before the evaluation due date, the employee's self review is due.
• 15 days before the evaluation due date, the supervisor's ratings on the evaluation are due.
• 4 days before the evaluation due date, the employee's second level supervisor's review, approval, and signature of the evaluation is due.
  • If evaluation has a “Below Expectations” rating, it will automatically be routed to the HR Generalist for review before it can be presented to the employee.
• 2 days before the evaluation is due, the supervisor will meet with the employee to discuss the review. If the supervisor would like the employee to review the evaluation prior to this meeting, the evaluation must be approved and signed prior to this meeting.
• 1 day before the evaluation is due, the supervisor will approve and sign the evaluation.  
• 0 days before the evaluation is due, the employee will sign off on the evaluation.

Year-Round Performance Management (Supervisors)

• Meet with your employees one-on-one regularly (may need to consider a higher frequency with new employees, and lower frequency with seasoned employees).
• Utilize the Journal function in NEOGOV throughout the year, and encourage your employees to do the same. These can be added directly into the evaluation with one click.

• Plan your time accordingly using HR’s recommended timeline listed above.
• Schedule enough time for the meeting and presenting the evaluation. Don't rush.
• You will receive a notice 45 days before your employee’s evaluation is due.  If you would like to have additional notice, please request a list of when all your employees' performance evaluations are due from your department's payroll rep or HR Generalist.
• Decide if you will provide a copy of the evaluation to the employee before delivery. Keep in mind your individual employees and how they may respond.
• You must use the County Performance Evaluation Form unless you have a department specific form previously approved by HR.
• Encourage  your employee to complete a self-evaluation.
• Consider collecting 360 feedback from peers and coworkers. Contact your HR Generalist for options.
• Merits are processed automatically by payroll on a bi-weekly basis.  Ensure you are leaving enough time to prepare the evaluation and notify your generalist if the employee does not qualify for a merit increase based on performance.

BELOW EXPECTATIONS:
Demonstrates expected performance inconsistently. Performance failed to meet expectations in one or more essential areas of responsibility. Achieves some, but not all priority goals. Knowledge, skills, and/or abilities have not been demonstrated at appropriate levels. A performance improvement plan (PIP) may be considered as a way to monitor performance improvement. Please contact and work with your HR Generalist on the PIP.

MEETS EXPECTATIONS:
Consistently demonstrates effective performance. Consistently meets and occasionally exceeds goals and expectations. Performance is reflective of a fully qualified and experienced individual in this position. Viewed as someone who gets the job done and effectively prioritizes work. Contributes to the overall objectives of the department and/or organization.

EXCEEDS EXPECTATIONS:
Contributions have tremendous and consistent positive impact and value to the department and to the organization. May be unique, often one-time achievements that measurably  improve progress toward organizational goals. Easily recognized as a top performer compared to peers. Viewed as an excellent resource for providing training, guidance, and support to others. Demonstrates high level capabilities and proactively takes on higher levels of responsibility. Consistently demonstrates high levels of effort, effectiveness, and judgment with limited or no supervision. Achieves valuable accomplishments in several critical areas of the job.

Set SMART goals with your employees during their performance evaluation.

• SPECIFIC
  Define the goal as much as possible with no unclear language. Who is involved? What do I want to accomplish? When will it be done? Why am I doing this? What requirements do I have?
• MEASURABLE
  Can you track the progress and measure the outcome? How much? How many? How will I know when my goal is accomplished?
• ACHIEVABLE
  Is the goal reasonable enough to be accomplished? How so? Make sure the goal is not out of reach, or below standard performance.
• RELEVANT
  Is the goal worthwhile and will it meet your needs? Is each goal consistent with the other goals you have established, and fit with your immediate and long-term plans?
• TIMELY
  Your objective should include a time limit. (Complete this step by month/day/year.) It will establish a sense of urgency and prompt you to have better time management.

• Feedback provided in the evaluation should only be reflective of performance during the date range associated with the current evaluation.
• Be specific with your examples - provide facts, not opinions.
• Describe the impact and possible consequences (operations, customer, coworkers, etc.) of the behavior or action - positive or negative.
• Be clear and objective.  Define expectations and include specific timeframes. 
• Direct, honest, straightforward communication is best. Sidestepping the truth doesn’t allow the employee the opportunity to improve and can make supervision more difficult.
• All feedback provided in the evaluation should be previously discussed with the employee.
• Make sure your comments match your ratings.
• If the overall rating is below expectations, the evaluation will automatically be routed to your HR Generalist to review before it can be sent to the employee.

• If delivering in the office, meet in a quiet, confidential location.  Another option is going to lunch or coffee.
• Consider writing a personalized thank you note to the employee.
• Start the conversation by acknowledging the employee’s contributions over the evaluation timeline. 
• Empathize, don’t sympathize.  If you would like to discuss delivering a difficult evaluation, contact your HR Generalist.
• Take time to celebrate.    
• Allow time for the employee to process the feedback and to ask questions.
• Be prepared to continue the conversation at another time if needed
• If you have not already done so, sign the evaluation in NEOGOV. The system will release the evaluation to the employee to electronically sign.  Once it’s finalized, provide a copy to your payroll rep to enter into UKG.