performance recognition and evaluation program development

PERFORMANCE RECOGNITION AND EVALUATION PROGRAM

STATEMENT OF PURPOSE

Sixty-nine percent of the Alliance Library System (ALS) budget is allocated to personnel; consequently, the evaluation of employees is an important component of ALS human resource management. Merit performance reviews were established at Alliance in1994, modified to the PREP format in March 2004 and are currently updated annually. Performance evaluations (PREPs) are about recognizing and evaluating the performance of an employee, but also aligning the employee with the goals of the organization.

PREPs are designed to: Reflect and reinforce system goals as outlined in the ALS Business Plan Recognize performance which exceeds benchmark results Identify performance below benchmark and establish a plan for improvement Be action-oriented with specific, measurable goals Be cost and time effective for both supervisor and employee

The PREP process begins with the ALS Board of Directors and moves through the organization from the Management Team (MTeam) to department supervisors to the line employee. It is designed to ensure regular, focused communication between the employer and the employee and foster a clear understanding of performance expectations. The PREP process is respectful of both the supervisor and the employee’s time, while documenting key accomplishments and areas for improvement. PREPs outline employee goals; establish special projects and work plans enhance productivity as well as establishing areas for individual growth and development for the next 12 months.

PREPs are a process to Link employee performance to the ALS mission and business plan Clearly recognize past accomplishments and set goals for the next year; it is a

combination of ratings and narrative that provides insight into the performance and accomplishments of an employee

Assist employees enhance their skills, knowledge and experience

PREPs are not A disciplinary tool that focuses on a one-time event or situation A creative writing exercise A detailed recording of all activities and accomplishments A self congratulatory tool A “make work” project

A PREP should be a precise, brief document that both the supervisor and employee can refer to throughout the year to chart progress and work flow.

PERFORMANCE PLANNING

SETTING PERFORMANCE GOALS

An effective performance evaluation sets goals that are tangible and specific, measurable plus achievable and realistic.

TANGIBLE and SPECIFIC Goals should be clear and specific, focusing on actions. A goal that is tangible and concrete is much more understandable and therefore more attainable. (i.e.; publish 3 newsletters for the MITBC).

MEASURABLE Goals should have results that are measurable (i.e.: publish 3 newsletters for the MITBC; in spring, summer and fall 2009) and within the employee’s sphere of influence.

ACHIEVABLE and REALISTIC Goals should be achievable and challenging, but not

impossible. Often high goals are actually easier to reach than a low one because the employee is very motivated by the task. (i.e.: publish 3 electronic newsletters for the MITBC; in spring, summer and fall 2009)

ANNUAL PERFORMANCE GOALSEach year the MTeam sets 3 broad system wide goals and each department adds 3 department goals for a total of 6 annual goals for each employee.

The 2009 system wide goals:1. Making every penny count. I am going to…2. To support the 2009 theme: ALS Goes Green I am going to…3. How are you going to positively impact the membership?

The 2009 department goals:1. Personnel - redraft job descriptions/personnel manual2. Finance - evaluate financial software options3. Delivery Service - test 5th delivery route4. IT - expand group purchases for members5. Consultants - site visits to all members, test knowledge based consulting6. CE - more desk top training / electronic meetings7. Innovation - investigate 3D websites and seek library science interns8. MITBC - participate in state wide planning, streamline procedures to accommodate

new digital audio books and pilot electronic outreach activities9. RSA - roll out more members’ functionality

PROCEDURES

The following procedures are used to roll out the annual ALS PREP process.

1. In December/January the ALS Executive Committee and then the Board of Directors complete the Executive Director’s PREP.

2. The Executive Director then completes the M Team PREPs.

3. The PREP process is coordinated by the Human Resources Department, offering workshops for new supervisors and tracking the completion of all PREPs.

4. M Team and then Supervisors draft employee PREPs, discussed them with their Supervisor/Director, and then meets with the employee.

5. Employees complete Part 6: Employee Contributions of the PREP form, 1 week prior to meeting with their Supervisor. The Supervisor and employee meet in a confidential office, and in approximately 1.5 hours, review the evaluation and plan for the next year. Three copies of the evaluation are made and signed; 1 for the employee, 1 for the supervisor and 1 for the ALS personnel file.

6. All PREPS are completed by May 15th with any salary adjustments anticipated to take effect July 1st (the beginning of the ALS budget year).

7. In October/November the MTeam reviews and evaluates the PREP process and develops 3 new system-wide goals for the next year.

The PREP process takes approximately 4.5 hours per employee (2 hours to write, 1.5 hours to meet with the employee and 1 hour to complete the documentation).

RATINGS

Evaluating performance takes thought and skill. However, in general, employees like to know how they are doing, how they can improve and what they will be doing for the next 12 months. So despite the nervousness, a PREP should be a positive experience for both the employee and the supervisor.

To get started, consider the following suggestions.

Evaluate the entire appraisal period, not just last week! To help you remember accomplishments or issues, keep a confidential file of notes/comments.

Read Part 6, from the employee before you write the PREP. Be sure you are rating the individual, not the job or the whole department Write a PREP, put it away and re-read it several days later, to avoid being inconsistent,

inflammatory, “too tough”, “too lenient”, biased or vague. Less is more here. Carefully consider the progress of new employees and recognize superior performance.

This will let the employee know clearly what is expected. Everyone is different: what motivates one employee may do the opposite with another. Accept that not everyone can be a 10 every year. There are good and great years and

consequently PREPs go up and down. If you and all your peers are always a 10, year after year, is your supervisor really doing their job?

In advance establish a meeting time and place. It needs to be private, with no interruptions and give the employee your undivided attention.

Recognize that performance evaluations are nerve racking for both parties. Whenever possible focus on actions and results. Keep it positive; vague, negative comments will be very difficult to explain and have little benefit.

If there are negative issues to address BE SURE OF YOUR FACTS, do not rely on gossip or hunches and clearly explain, several times the changes required.

Always be kind, diplomatic but honest, that is what employees want and deserve. At the end of the meeting thank the employee, even if it was a tough one. I like to shake

their hand and remind them of how important they are and how much their work is valued.

NUMERICAL RATING

The numerical rating system is based on a 1 – 10 scale, 1 being the lowest and 10 being the highest. A numerical rating is used in parts 1, 2, and 3 of the PREP.

1 – 2 UNACCEPTABLE – During the evaluation period, the employee has not achieved the expected performance goals. Immediate change is required. The supervisor and employee are required to develop a measurable plan of action immediately. It is to be reviewed with the Director in 1-2 months.

3 – 4 NEEDS IMPROVEMENT – During the evaluation period, the employee has not achieved the expected performance goals. Change is required. The supervisor and employee are required to develop a measurable plan of action immediately. A second PREP will be given in 4-6 months.

5 SATISFACTORY – During the evaluation period the employee achieved basic performance and productivity standards but could do better!

6 – 7 GOOD WORK – During the evaluation period the employee achieved expected goals / benchmarks consistently. This is where you want to be!

8 EXCELLENT WORK – During the evaluation period the employee met and on occasion exceeded performance goals. Quality and quantity of work is consistently high. In Part 2, at least one example must be provided to support this rating.

9 – 10 EXCEPTIONAL WORK – Employee walked on water!! During the evaluation period the employee consistently exceeded established performance goals. Quality and quantity of work is consistently very high. In Part 2, at least two examples must be provided to support this rating.

SALARY INCREASES

An employee may be considered for a salary increase based on their performance evaluation. If, a salary increase is recommended, the following guidelines may be applied. It is important to note that salary increases are dependent upon a positive performance evaluation and available funds.

Overall PREP RatingRecommended Salary Increase

1 – 5 0%

6 – 7 1 – 3%

8 – 10 4 - 5%

CONCLUSIONS

The evaluation of employees takes time and discipline. To be truly effective, supervisors need to be totally aware of the employee’s performance throughout the year and have the courage to be honest and consistent in their evaluations without being biased or destructive. This is a delicate balance that comes with experience, planning and thought. However, the results over time are an organization that is successful and employees who are focused and highly motivated. At the end of the process you want employees and supervisors that are motivated, clearly understand the year’s goals and committed to making a difference.

Based on the business plan, the Alliance Board of Directors set the goals for the year through the Director’s PREP, and then the M Team translates the goals into actions. The ALS PREP process strategically aligns employees with the organizations goals and over the years has produced excellent results. The ALS PREP process is unique and a process that separates ALS from many other organizations. It has been designed and consistently applied to move Alliance ahead and keep employees motivated and committed to providing the best library service possible. The process supports our belief in working together and the power of cooperation, passion and team work.

This performance evaluation process has been used by Alliance for six years, but has also been adapted and used by small and large public libraries, other library systems and other not-for-profit organizations throughout North America.

If you have any questions, or would like more information on how to establish a PREP program in your library or organization, do not hesitate to contact me.

Kitty PopeExecutive DirectorAlliance Library System600 High Point LaneEast Peoria, Illinois 61611

1-309-694-9200 x [email protected]

K.Pope 2/09

mailto:[email protected]