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J OAKLAND COUNTY CHILDREN'SVILLAGE

Attendance Use Guidelines

Attendance Use GuidelinesFor Children's Village

SICK DAYS USED I TIMES LATE FOR WORK(Rated Separately)

In Six Months Rating In One Year

0-1 Outstanding 0-4

2 Above Average 5-6

3 Average 7-8

4 Below Average 9-10

5 Poor 11 & Above

Corrective action plans must be attached to any evaluation with a ratingof below average or poor.

) OAKLAND COUNTY CHILDREN'SVILLAGE

Performance AppraisalsDefinitions and Guidelines

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CCOftMTIOO WITH FELLOA EMPLOYEES

CONSIDER THE DEGREE TO WHICH THIS EMPLOYEE COOPERATES WITH ANDHELPS CO-WORKERS IN PERFORMANCE OF THE JOB. EVALUATE THEACCEPTANCE OF THIS EMPLOYEE BY CO-WORKERS AND HIS OR HERTENDENCY TO ASSUME A LEADERSHIP ROLE IN THE WORK GROUP. ALSOCONSIDER HIS OR HER ABILITY TO MAINTAIN HARMONIOUS WORKINGRELATIONSHIPS WITH FELLOW EMPLOYEES.

GUIDELIrJ

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OUTSTANDINGWorks especially well with all co-workers, and is completelyaccepted. Very adept at working in a team situation. Tends to bea leader regardless of formal position, and is consulted often byfellow employees regarding work problems. Shows considerationfor feelings of co-workers. ..

ABOVE AVERAGET.[orkswell with fellow employees. Offers positive suggestionsand pitches in to assist others without being asked. Well likedand accepted by co-workers, but not usually or necessarilyperceived as a leader.

AVERAGEUsually gets along well with most co-workers. Is willing to helpothers, but usually must be asked. Is not perceived as a leader.

BELOW AVERAGETends to work better alone rather than as part of a team. May beeither somewhat withdrawn or too aggressive. Will not assistco-workers unless specifically asked to or directed to do so bysupervision. Probably not accepted or liked by some fellowemployees.

POOR--Fails to cooperate with or assist fellow employees. May heuncooperative or antagonistic to the extent of disrupting the worksituation. Probably disliked by most co-workers.

RATIN

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UIDELIN

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QUALITY (f ¥.ORK

CONSIDER THE ACCURACY AND COMPLETENESS OF THIS EMPLOYEE'SWORK. EVALUATE THE EMPLOYEE'S UNDERSTANDING OF THE TASKSTO BE DONE AND THE STANDARDS BY WHICH COMPLETED WORK ISJUDGED. ALSO CONSIDER THE AMOUNT OF SUPERVISORY REVIEWREQUIRED TO ASSURE SATISFACTORY WORK QUALITY.

OUTSTANDINGExceptional quality of work output. Jobs are always done accuratelyand completely. Mistakes in judgment, comprehension or executionare rare. This employee typically double-checks and corrects hisor her own work; supervisory review is seldom needed. Work showsan understanding of the small points which make the differencebetween above average and outstanding quality.

ABOVE AVERAGERarely makes errors, even on unusual work assignments. Work requiresa minimum amount of review. Work will generally be technicallycorrect, but may lack a few small details which would make itoutstanding.

AVERAGEMost work assignments are done acceptably, with only occasionalerrors or need for extra review. Knowledge of some tasks or workassignments may be limited.

BELOW AVERAGEWork is often unsatisfactory or barely acceptable. Work may bedone carelessly, or show evidence of serious lack of knowledgeof tasks or job requirements. Because of the number of errorspresent, this employee requires more supervision than should benecessary.

POORQuality of work is unsatisfactory. This employee either does notknow or does not care whether work is of acceptable quality.Because of constant errors, close and continuous supervision isrequired. Correcting or repeating this employee's work is aburden on other employees.

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GUIDELINES

INITIATIVE

CONSIDER THIS EMPLOYEE'S WILLINGNESS TO SEEK IMPROVEMENT OF HISOR HER JOB SKILLS, AND TO DEVELOP AND SUGGEST MORE EFFECTIVEWORK METHODS. ALSO CONSIDER TENDENCY OF THIS EMPLOYEE TOANTICIPATE PROBLEMS ON THE JOB AND TAKE EFFECTIVE ACTION TOMINIMIZE THESE PROBLEMS. EVALUATE THE WILLINGNESS OF THISEMPLOYEE TO START OR CARRY OUT TASKS WITHIN THE SCOPE OF HISOR HER JOB IN THE ABSENCE OF SPECIFIC DIRECTIONS FROM SUPERVISION.

OUTSTANDINGThis employee continuously works to improve overall job skillsand knowledge. Constantly aware of overall work problems andoffers constructive suggestions or programs to increase effective-ness in the work situation. Anticipates many of supervisor'sdirections, even in unusual situations, and is able to takeappropriate action.

ABOVE AVERAGEUsually works to improve his or her job skills and knowledgeoften beyond requirements of current assignment. Often developsworkable ideas for job changes or improvements. Generallyanticipates jobs to be done and effectively carries them out.

AVERAGEIs eager to learn the present job assignment completely.Occasionally has an idea for improving his or her work effective-ness, but does not go out of the way to alter established jobprocedures. Starts new work of a routine raturp withoutinstructions from supervision.

BELm.J AVERAGEThis employee does little to improve his or her job skills orknowledge. Does not make suggestions to improve work effective-ness, and is not receptive to changes in the regular work routine.Seldom starts a new task without explicit instructions.

POORMakes no effort to improve his or her job skills or knowledge,even if deficiencies exist. Ignores obvious problems whichaffect the work situation. Resists any change in the work routine.Unwilling to start or continue any task without excessivelydetailed instructions from supervision.

RATING

) GUIDELINES

AmND.ANCE MID FtNCfUALI1Y

CONSIDER THE FREQUENCY, PATTERN AND DURATION OF EXCUSED ORUNEXCUSED ABSENCES FROM WORK, AS WELLAS INCIDENTS INVOLVINGLATENESS, ABUSE OF LUNCH AND BREAK TIME RULES, OR EARLYQUITTING. ALSO CONSIDER THE INFLUENCE OF SUPERVISORY WARNINGSOR DISCIPLINARY ACTIONS ON UNSATISFACTORY BEHAVIOR OF THIS TYPE.

OUTSTANDING

Is almost never absent from work. May often come to work earlyand leave 1ate,orwork during lunch hour.

ABOVE AVERAGE

Is rarely tardy or absent from work. Makes every effort to bepunctual at all times. Puts in a full day's work every day.

AVERAGE

Is absent or tardy only on occasion. Very rarely would theabsence or tardiness be unexcused. May occasionally take a breakor lunch hour slightly in excess of that allowed by regulation.

BELOW AVERAGE

Is absent or tardy more often than seems reasonable. Excessiveabsences may be due to chronic illness or suspected abuse of sickleave. Excessive tardiness may be due to lack of concern forpunctuality or disrespect for regulations. This employee mayregularly overstay breaks and lunch hours or leave work earlywithout authorization.

POOR

This employee is either absent from work an excessive amount oftime, or an habitual late arriver or early quitter. Absences mayor may not be excusable but show a consistent pattern. Theemployee cannot be depended upon to either be on the job at all,be there on time, or engage in continually productive activitywhen present, thus causing a hardship on the department and fellowemployees. Employee may have failed to improve after warnings fromhis or her supervisor.

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OAKLAND COUNTY CHILDREN'SVILLAGE

ATTENDANCE AND PUNCTUALITYPOLICY

Policy: ATTENDANCE AND PUNCTUALITYCategory: PERSONNELPolicy Number: Page: 1 of 1

Leave papers must be appropriately filledout and submitted to supervisory or administrativepersonnel for all leave requests (annual leave, personal leave, sick leave, and leave withoutpay). All employees are responsible for knowingwhether or not they have adequate time intheir leave banks to cover the length and type ofleave (personal, annual, or sick leave)requested. All staff are responsible for knowing if requested leave has been approved by theManager or designee before taking the time off.Leavepapers for planned time offmust besubmitted at least two weeks in advance. Leavepapers for unplanned absences (due toillness or emergency) must be submitted immediately upon the employee's return to work.

All leave requests are processed and authorized in full accordance with the Oakland CountyMerit System Rules. Information and guidelines regarding leave requests are contained in theMerit System rulebook. Leaveof absence without pay is not allowable unless it meets criteriaestablished by the Merit System Rules.

All employees are expected to be present and prepared to begin their workday at the start oftheir shift. Youth Specialists are required to swipe-in no later than their scheduled time ofwork and be ready to work. Any employeewho chooses to swipe in or out on behalf ofanother employee has, by such action, engaged in conduct that will result in his/herseparation from county employment. Such conduct is fraudulent and is, therefore,prohibited. Overtime assignments require authorization by supervisory or administrativepersonnel. Refusal to work a mandatory overtime assignment will result in separation fromCounty employment. Part-time Youth Specialists are not required to work overtime.

SICK & LATE CALL PROCEDURE

An employee must notify the supervisor of their assigned unit of the need to be tardy orabsent. If that supervisor is not available, the employeemust notify an on-duty supervisor.

• In the case of a call in absence, notification must take place at least ONEHOURpriorto the start of the employee's shift. Call in absences will be cause for disciplinary actionpursuant to Merit System Rule 24.4.3, if "there is insufficient evidence to support theemployee's claim or where the employeehas not exercised reasonable effort to promptlynotify the department of the absence."

• If an employee is to be late for their scheduled shift, notification must take placePRIORTO the start of their shift. The employeemust also indicate the actual time theyexpect to report to work; if arrival exceeds one hour past the start of their shift, theemployee will be charged leave without pay for the time prior to arrival. Arrival within onehour past their shift will be compensated using accrued leave time, if available, andprovided that such tardiness is not excessive or habitual.

Supervisors and Administrators are responsible for reviewing and verifying the time cards forall staff under their supervision who are not required to swipe-in, and must indicateverification by initialing all time cards prior to submission to the record specialist for payrollpurposes.

Effective Date: November 18) 2004Approved By: Joanna J. Overall) ManagerUpdated: January 10, 2006