TARRY HOUSE, INC.

 

Subject:  Employee Evaluations

 

Procedure Number:  H.R. 17

Site: Tarry House and Tarry House Respite

 

Issued By: Executive Director

Effective: 7/27/04

Approved By: The Board of Trustees

Revised:  7/18/06

Reference Policy:  Personnel Guidelines

Reviewed: 6/3/05, 7/18/06

Standards Reference:

CARF: Section 1. F.

ODMH: 5122-30-20

Approved: 7/27/04

 

I.                   Purpose

 

The primary purpose in participating in the employee evaluation process is to improve the services offered to persons served.  In addition, the performance evaluation process provides for periodic exchange of information about accomplishments and problems on the job.  It provides a choice of factors to help the supervisor organize observations, to assess individual performance in relation to standards for the job, to note aspects of work in which the staff member does well and to note any areas needing improvement to meet component and program standards.  The evaluation provides a special occasion for the staff member and the supervisor to reach or renew their mutual understanding of the objectives of the program, and the staff member’s role.  Work standards can be clarified, training needs discussed, or effects of changes in the work can be noted.

 

II.                Policy

 

It is the policy of Tarry House, Inc. to participate in a probationary evaluation process with each employee after the first 90 days of employment and annually thereafter. 

 

III.             Procedure

 

Performance evaluations will be completed, minimally, after all probationary periods and within 30 days of the employee’s employment anniversary by the employee’s immediate supervisor.  Performance evaluations will be based upon employee job performance as it relates to the position description, training and certifications. 

 

Results of the performance appraisal are recorded for use in organizational analysis, job development, and potentially for salary increases.  A copy is provided to the employee and the original will be kept in the permanent employee file.

 

As part of the new employee orientation training, all policy and procedures will be reviewed by the employee, including the Employee Evaluation Policy and Procedure.  Employees will be given a copy of the employee evaluation form for review during the orientation period.

 

During the first thirty calendar days of employment, new employees will have on-going feedback on his/her performance. Employees will be evaluated as to his/her progress, or lack thereof.  The supervisor should provide feedback related to the employee about his/her performance and this should be documented in writing and filed.

 

During the first sixty calendar days of employment, new employees will continue to have feedback on their performance. Employees will be evaluated as to his/her progress, or lack thereof.  The supervisor should provide feedback related to the employee about his/her performance and this should be documented in writing and filed.

 

If the employee remains employed for the entire 90 day probationary period (see Policies H.R. 001 and H.R. 008), this should be reflected in the 90-day evaluation, to be signed by both the supervisor and the employee. 

 

The Executive Director will review and sign all evaluations.  The Executive Director will meet with the Personnel Committee of the Board of Trustees at least annually to review evaluations, evaluate trends and set appropriate goals to continually improve this process with the ultimate goal to assist employees grow to his/her potential and to provide the best recovery services possible.

 

Evaluations will be kept in the employee’s personnel file.

 

IV.              General Instructions: Performance Evaluations

 

  1. Employee and Supervisor; carefully read and understand the Purposes and Guidelines.
  2. Review the evaluation form and rating factors until all definitions and all rating factors are completely familiar to you.
  3. Give the employee the evaluation form to complete on his/her own, prior to the evaluation meeting.
  4. Reserve the actual rating of a factor until the employee-supervisor discussion is under way.  Rate the employee by checking (x) in the appropriate box beside each factor only after careful thought, and during the discussion period.  Also, space is provided for the employee to rate self if he/she disagrees with the supervisor’s rating.

 

 

Rating Factors

 

Outstanding:

(O)

Indicates an exceptional level of job performance (in the top 2%).

Very Good:

(V)

Performance is beyond normal requirements and competence (in the top 15%).

Satisfactory:

(S)

Fulfills the normal job requirements with some strong points.

Needs Improvement:

(N)

Performance is below job requirements, but improvement is anticipated (in the bottom 15%).

Unsatisfactory:

(U)

Job performance level shows a significant limitation that must be improved substantially to be acceptable (in the bottom 2%). 

Not Observed:

(NO)

No opportunity to observe performance in this area, or not applicable.

 

Guidelines for Evaluators:

 

1.            Be open-minded in your opinions and let the individual realize that your appraisal is not unalterable and permanent.  Be prepared to revise your opinions based upon new understandings which can develop during the interview.  Be willing to learn about the employee and his/her job.

2.            Listen attentively and ask questions about what you hear.  Questioning can avoid arguments and stimulate new insights.  The employee being rated must do some talking if he/she is to express feelings and take initiative for self-improvement.

3.            Avoid the “Halo Effect” of rating an individual “outstanding” or “Unsatisfactory” on every factor based on the overall picture of he employee.  Each person has strong and weak points, and each factor should be rated separately.

4.            Be self-critical.  Before you criticize an employee for a sub-par job, ask yourself frankly, “Has my leadership contributed in any way to his/her deficiency?”

5.            Be specific.  Explain in clear-cut language where the employee is falling short, what he/she can do to correct mistakes.  Make sure he/she understands precisely what standards are expected.

6.            Criticize the work, not the person.  Try to avoid personalities when discussing an employee’s job performance.

7.            Acknowledge improvement.  If an employee corrects a shortcoming which you have criticized, let him/her know you have observed improvement.

8.            Accentuate the positive.  It is better for staff to develop special talents and skills than it is to spend all their time trying to correct weaknesses.  However, in accentuating positive behavior, the supervisor cannot overlook any weakness that is key to the performance duties.

9.            An appropriate time and place that is conducive to open communication should be selected for the performance review.

10.        Set goals.  Whether or not a need for improvement is indicated as a result of the rating, formulate flexible and practical methods that will result in the improvement desired.  These goals, as well as the objectives agreed upon for the next evaluation period, should be written on a new evaluation form along with target dates for meeting the goals and objectives. 

11.        Review goals and objectives.  The supervisor and employee should meet throughout the year to follow-up on goals that were set during the evaluation period.  Documentation should reflect these supervisory meetings.

 

 

 

 

 

 

________________________________________                                                    _____________________

Executive Director                                                                                                        Date