EMPLOYEE APPRAISAL POLICY AND PROCEDURE

The Arc, Oneida- Lewis Chapter, NYSARC,is committed to supporting every employee to reach their potential, which in turn will assist the Agency to achieve its Mission and Vision.

The Arc’s ongoing performance appraisal process is a systematic and periodic process that is intended to assess an individual employee’s job performance and productivity in relation to pre-established criteria and organizational objectives and provide feedback and coaching.

Regular performance feedback and appraisals canhelp indentify employees for potential for advancement within the Agency and can influence promotions and transfers, so it is critical that supervisors be objective in conducting performance reviews and in assigning overall performance ratings.

The Arc, Oneida- Lewis Chapter, NYSARC,requires all supervisorsto conduct performance appraisals on their current “Regular Full Time and Part Time” employees beginning with the introduction of the appraisal process to a newly hired/promoted/transferred employee (within the first week of hire/promotion/transfer), including the requisite performance factors, and establishing a New Employee Appraisal Review / Performance Plan of Action to prepare the new employee for the appraisal process and expected level of performance.

The Arc, Employee Appraisal will be completed in it’s entirety, and shared (at a face-to-face performance appraisal meeting),with all FT and PT employees within the first six to twelve months after initially being hired, promoted, or changing departments; annually for the next five years and one to two years thereafter.

POLICY GUIDELINES AND PROCEDURES:

All Regular Full time and Part Time Arc employees are to receiveappraisals according to the following guidelines:

  • Each Arc supervisor is to conduct a written performance appraisal on all of their“Regular” employees at the following intervals:
  • within (6-12) months of initial employment or after promotion or changing departments; and
  • at least one (1) time per year for the next five years;
  • (1-2) years thereafter;
  • when there is a significant change in performance.

The written performance appraisal form is to becompleted and a performance appraisal meeting is to take place within forty five (45)days after the end of the employee’s performance appraisal period;

The purpose of the meeting is to review the previous year’s achievements and to set objectives for the following year. These should align individual employees’ objectives and plan of action with both department and Agency objectives;

The performance appraisal meeting will be held in private. Information shared during the appraisal will be shared only with executive/senior management/human resources. The exception is training needs, that need to be provided to Education and Training for action. Confidentiality of appraisal will be respected by management;

The employee’s completed appraisal, job description, principal duties and responsibilities are to be discussed with each employee duringthe performance appraisal meeting;

In the case of unsatisfactory performance, the supervisor should contact the Senior Manager, Vice President, or HumanResources for notification and/or assistance well in advance of conducting the performance appraisal meeting;

All documented performance appraisals will be submitted to Human

Resources on or before the performance appraisal due date;

A positive performance appraisal does not guarantee an increase in pay, a promotion, orcontinued employment;

For each performance appraisal, please use the appropriate Employee Appraisal or Supervisory Employee Appraisal form. These forms are available in Human Resources.

NEWLY HIRED/PROMOTED/TRANSFERRED EMPLOYEE:

Within the first week of employment, the Employee Appraisal and/or the Supervisory Employee Appraisal and process will be introduced to the employee;

A written plan utilizing The Performance Plan of Action that details the objectives, and plan of action will be developed. A plan of action that states the agreed upon expectations will help diminish any confusion about a new employee’s job functions and begin the dialogue to discuss opportunities and/or concerns. Using this format will assist in making sure the new employee understand how they are expected to contribute to the department/Agency and allow them to quickly begin to work on key objectives that they will be evaluated on;

A face-to-face meeting will occur with the employee’s supervisor to discuss:

  • Responsibilities of the position – Job Description
  • Employee Appraisal Process and Tool
  • The New Employee Appraisal Review and written Performance Plan of Action

The Performance Plan of Action follow up review schedule (to include dates, locations, and times) will be established at the initial meeting. The schedule will be no less than 1 X monthly until the first formal completed appraisal meeting.

This process will enhance the speed of getting to individual full performance levels and familiarize the new supervisor with the tool and process they in turn will be utilizing with their direct reports.

It is essential that this information be clearly communicated at the outset of the supervisory/subordinate relationship in order to give the employee a clearer picture of what it takes to be successful in their new role.