In 2. Documentation

Documentation is used for: Positive Feedback and Acknowledgement Career Development Showing Patterns Probationary Determinations Performance Evaluations Disciplinary Actions Documentation should: Be a clear record of one-on-one discussions with employees regarding their performance/conduct. Be factual and objective. Be timely (close to the date of the event being documented.) Be dated and signed/initialed by the supervisor/manager. Be kept in the supervisory drop file set up for each employee, and consulted in the areas listed above. Documentation should not: Be personal or subjective judgments or opinions. Supervisory files are discoverable and can be subpoenaed. Be too informal or anecdotal (it may be used by others in conduct orRead More →

In 2. Documentation

Supervisory Notes – Alice Doe file Administrative Secretary III [“SPECIAL” BELOW STANDARD EVALUATION] 1/8/10 (Monday, 9 a.m.) – I met with Alice who laterally transferred into the division from another division in our department. She’s been with the County for three years and received overall competent evaluations each year. We went over the list of expectations and resource materials, and assessed her ability regarding scheduling trainings/conferences, developing training schedules, keeping accurate sign-in rosters, developing flyers, etc. I encouraged her to take notes during our meetings to be retained in the resource binder provided. We reviewed her schedule: 9:00 a.m. to 6:00 p.m., 12:30 p.m.-1:30 p.m.Read More →

In 2. Documentation

Supervisory Notes – Jon Jones Community Worker II (1040 hours probationary period) [PROBATIONARY EXTENSION DUE TO PERFORMANCE] 8/6/10 (Monday, 9 a.m.) – I met with Jon Jones who started his County employment today. We went over the list of written expectations provided which include department-specific expectations as well as generic expectations as a County employee. We then reviewed the resource materials including the reference manual and his training schedule. I encouraged him to take notes during our meetings and to keep them in the resource binder which includes additional reference materials. We reviewed his work schedule that we had already discussed (7:00 a.m. to 4:00Read More →

In 2. Documentation

Supervisory Notes – Jill Smith Administrative Assistant I (1040 hours probationary period) [PROBATIONARY REJECTION FOR ATTENDANCE] 9/10/10 (Monday, 9 a.m.) – I met with Jill Smith who started her County employment today. We went over the list of written expectations I provided which include department-specific expectations as well as generic expectations as a County employee. We then reviewed the resource materials including the reference manual and her training schedule for the next four weeks. I encouraged her to take notes during our meetings and to keep them in the resource binder that also includes desktop procedures and additional reference materials. We reviewed her work scheduleRead More →

In 2. Documentation

This section explains what the various files are, where they are maintained in the County, and what types of materials should be placed in each file. The Civil Service Personnel File is the official personnel record for each employee and is maintained in the Human Resources Department. This file contains copies of all personnel actions, Leave of Absence forms, performance evaluations, disciplinary letters, reprimands, and other records of an employee’s employment history. An employee must be provided with a copy of any document to be placed in this file. Department Personnel Files are maintained in most departments to provide immediate access to records. These filesRead More →

In 2. Documentation

Any record that is kept regarding an employee’s performance or conduct – whether they pertain to accomplishments or areas of concern. Documentation may consist of copies of actual work products, written statements by or about employees, and your notes of meetings with employees. See examples of documentation. The record you keep when investigating alleged misconduct is also considered documentation, but should be kept in a separate “investigation” file. See Section 8: Conducting Employee Investigations for more information regarding conducting investigations.Read More →

In 2. Documentation

You should document BOTH the positive and negative issues that come to your attention: If an employee has done a good job (e.g., worked on a special project, maintained an excellent error rate, was effective with a difficult customer), document these observations and share them with the employee. Positive documentation is a powerful incentive for people to continue to achieve a high level of performance. If an employee has exhibited poor work habits, has tardiness or attendance problems, isn’t meeting quality or quantity standards, is discourteous, or has other such performance or conduct problems, you should document your observations relative to these problems and promptly shareRead More →

In 2. Documentation

Many times, simply documenting and sharing problems with employees often helps to resolve them. You cannot expect improvement on an employee’s part if you do not share your concerns that a problem exists and discuss alternatives for their performance or conduct. If the problem persists and you must take corrective or disciplinary action, the documentation is necessary to serve as a record of your previous efforts to bring the problem to the employee’s attention and to assist him/her in resolving the problem. Documentation is an invaluable tool to help you more quickly and effectively prepare comprehensive and meaningful performance evaluations. It is much easier toRead More →

In 2. Documentation

With regards to documentation, managers need to ensure that each supervisor has established a file for each of his/her own direct reports that contains: A copy of the employee’s standards and objectives dated as to when they were shared with the employee. Procedures or plans for workload reviews, work in process reviews or customer surveys. Documented meetings with the employee where internal memoranda or department procedures were introduced and discussed. A schedule for periodic meetings with the employee to discuss performance and conduct issues. A supervisor may meet with an employee on a more frequent basis (e.g. weekly) while meeting with other employees in theRead More →

In 2. Documentation

You should document BOTH the positive and negative issues that come to your attention: If an employee has done a good job (e.g., worked on a special project, maintained an excellent error rate, was effective with a difficult customer), document these observations and share them with the employee. Positive documentation is a powerful incentive for people to continue to achieve a high level of performance. If an employee has exhibited poor work habits, has tardiness or attendance problems, isn’t meeting quality or quantity standards, is discourteous, or has other such performance or conduct problems, you should document your observations relative to these problems and promptly shareRead More →