In Human Resources

ADMINISTRATIVE MEMORANDUM COUNTY OF SAN MATEO SUBJECT: Denial of Merit Increase RESPONSIBLE DEPARTMENT: Personnel NUMBER: E-5 DATE: February 1, 1984 When a merit increase is denied because of below standard perform­ ance, a Performance Evaluation report is required every two pay periods until the performance is standard or the employee is terminated. Assuming standard performance is achieved, a merit increase should be granted effective the following pay period.Read More →

In FAQs

Performance evaluations, as well as other documentation such as supervisory notes or copies of products, can be used by either side in personnel actions. For example, performance evaluations can be used to provide evidence that the employee has not been performing for a while and what was specifically called to the employee’s attention. Likewise, performance evaluations can serve as evidence that the employee has been performing fine and the misconduct or poor performance is new.  It is important to make the evaluations ACCURATE. Conducting regular and effective performance evaluations has many benefits to the employee, the supervisor, and the organization. Performance evaluations provide a formalRead More →

In 6. Performance

For permanent employees, a performance evaluation may cover a period of less than one year. When a performance problem is identified, and counseling sessions fail to result in improvement, the supervisor should prepare a special performance evaluation.Read More →

In 6. Performance

Employee performance evaluations are to be completed annually for all permanent employees regardless of the length of service. For a probationary employee, performance evaluations are to be issued according to the timelines listed below based upon the probationary period: Probationary period Timeframe of Performance Evaluations 6 months Prior to end of the 3rd and 6th months 9 months Prior to the end of the 3rd, 6th, and 9th months 12 months Prior to the end of the 3rd, 6th, and 12th months 18 months Prior to the end of the 3rd, 6th, 12th, and 18th months  Read More →

In 6. Performance

Employees who receive a substandard rating must be placed on a Special Review cycle. Performance Reports must be completed every 30-60 days until the employee either receives a standard rating, or is demoted or dismissed. When an employee receives a substandard rating (i.e. Improvement Needed or Unsatisfactory), the performance objectives developed for the next review period cover only the next 30-60 day period. When an employee at salary step A, B, C, or D receives an annual performance evaluation rated below standard, his/her merit increase (step increase) should be denied. If the employee’s performance does reach a standard level, a merit increase should be granted effectiveRead More →

In 6. Performance

Following the ten working days review period (two weeks), the supervisor reviews the draft, considers the employee’s comments, and finalizes the report for signatures. The supervisor should consider the employee’s comments “in good faith,” meaning that although these comments do not necessarily need to be adopted wholesale into the finalized evaluation, there should be thoughtful consideration given to what the employee would like to see added, amended, and/or deleted from the draft evaluation. The final copy is signed and dated by the supervisor (rater) and manager (reviewer) before it is given to the employee. The employee may take a few days to review the finalRead More →

In 6. Performance

Approximately two weeks prior to the end of the rating period, the supervisor meets with the employee to discuss the employee’s performance during the rating period, identifying strengths and areas needing improvement, and discussing future objectives. This discussion includes input from both the supervisor and employee, and should summarize and be based on the regular feedback sessions described above. Supervisors will find the memos documenting feedback sessions to be invaluable in refreshing their memory regarding examples of positive and negative performance.Read More →

In 6. Performance

Supervisors and managers should meet with all of their employees on a regular basis throughout the rating period to give feedback on the employee’s performance relative to the written performance standards and objectives for the position. This feedback should include both recognition of good performance, and constructive suggestions on aspects of the employee’s performance needing improvement. In feedback sessions, supervisors should share samples of the employee’s work, quality review reports, customer comments, and any other examples of work performance with the employee. These sessions should be documented in the supervisory file. See Section 2: Documentation for more information regarding documentation. If need be, the supervisorRead More →

In Civil Service Rules

SECTION 1. PROVISION OF JOB PERFORMANCE EVALUATION SYSTEM: The Director shall establish a system for measuring, reporting, and recording the job performance of County employees. The objectives of this system will include, but not be limited to, assisting supervisors and their employees in measuring progress towards goals, employee development, and recording for possible future use information needed for personnel decisions affecting employees who are evaluated. This system shall apply to all probationary and permanent employees, as well as other employees designated by the Director. SECTION 2. UTILIZATION OF JOB PERFORMANCE EVALUATION: The Director shall determine the use and significance, if any, of job performance evaluationsRead 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 →