Targeted Local Hire Program

Vocational Worker to Garage Assistant

Final Program Status Update

Last Name / First Name / Employee ID No.
Department / Division/Section / Class Code
Supervisor’s Name / Program Update Period / Program Update Dates:
Fifth (5th) Month

The purpose of this form is to assist supervisors in providing staff, employed as a Vocational Worker receiving on-the-job (OTJ) training to become aGarage Assistant, with an update of their status in the OTJ training phase of the Targeted Local Hire (TLH) Program.

Based on the supervisor’s observation and knowledge of the employee’s progress during the stated OTJ training period, the overall Program Status of the employee is as follows:

OVERALL
PROGRAM STATUS / UNSATISFACTORY / IMPROVEMENT NEEDED / SATISFACTORY / GOOD / OUTSTANDING
 /  /  /  / 
OVERALL RECOMMENDATION / TERMINATE ON-THE-JOB TRAINING / CONTINUE ON-THE-JOB TRAINING
 / 
Supervisor / ______ / Date: ______(mm/dd/yyyy)
Approver / ______ / Date: ______(mm/dd/yyyy)
Employee’s Signature / ______ / Date: ______(mm/dd/yyyy)

Overall Comments:

Note: Overall comments may include dress code, punctuality, or other factors related to departmental policies or rules.

Using the rating scale shown below, please rate the employee on their progress towards acquiring the following competencies during the OTJ training phase, which will be required at the conclusion of the six-month OTJ training phase in order to transition into the classification of Garage Assistant.

RATING SCALE
Outstanding / The employee has demonstrated the competency consistently at an exceptional level sufficient to complete the OTJ phase of the TLH Program.
Good / The employee has demonstratedthe competency consistently at a high level sufficient to complete the OTJ phase of the TLH Program.
Satisfactory / The employee has demonstrated the competency at abasic level sufficient to complete the OTJ phase of the TLH Program.
Needs Improvement / The employee has demonstrated little to nopossession of the competency. The employee’s limited demonstration of the competency may present some obstacles in completing the OTJ phase of the TLH Program.
COMPETENCY / LEVEL REQUIRED BY JOB / EXAMPLES
Examples do not describe all possible situations. Employee is NOT required to perform all examples. / NEEDS IMPROVEMENT / SATISFACTORY / GOOD / OUTSTANDING
SELF MANAGEMENT –
Organizes and plans correctly in order to complete all tasks. Employee successfullymanages time and works diligently to complete assigned
work and fulfill responsibilities. / Order tasks for efficient performance; maintain awareness oftime allotted and deadlines in order to ensure they are met. /
  • Performs only work activities during work hours.
  • Requests assistance as necessary when there is a risk that work may notbe completed on time.
  • Demonstrates a record of progress with respect to all assignments/responsibilities.
/  /  /  / 
SAFETY FOCUS –
Performs work in a way that minimizes risk of injury to self or others. / Carefully follow safety rules and procedures, including always using all necessary safety equipment. /
  • Wears seat belt.
  • Ensures safe physical work environment by taking actions such as eliminating unstable stacks of materials or tripping hazards.
  • Reviews safety procedures before beginning each job.
  • Follows safety procedures while performing work even when it takes moretime.
  • Uses safety equipment such as goggles, gloves, and earplugs as required orwarranted.
  • Frequently checks safety equipment for proper condition and operation.
/  /  /  / 
PHYSICAL CAPABILITY–
Strength, endurance, flexibility, and/or coordination. / Awkward body position and/or precise motions required;
and/or repeated lifting, carrying, and/or manipulation of objects; and/or walking for extended periods of time. /
  • Sits and may occasionally stand or walk for entire workday (except breaks).
  • Walks for the duration of the workday.
  • Repetitive motion required to perform task.
  • Repeatedly lifts and carries heavy objects.
  • Exerts maximal effort for extended periods of time.
/  /  /  / 
INTERPERSONAL SKILLS –
Interacts effectively and courteously with others. / Interact across department lines and with appointed Cityofficials, and/or members of the public, at times underadversarial circumstances, in a cordial, respectful manner. /
  • Works well with others toward mutual objectives.
  • Does not provoke hostility in others.
  • “Disagrees without being disagreeable.”
  • Prompts acceptance/cooperation from others.
  • Affords all individuals respect, regardless of their role or status.
  • Effectively addresses concerns of others who may have their “own agenda”.
/  /  /  / 
ORAL COMMUNICATION –
Communicates orally in a clear, concise, and effective manner. / Exchange specific, job-related information orally with others inthe immediate work environment or via telephone and/or radio. /
  • Audience clearly understands the intended message.
  • Rarely must repeat information in response to questions.
  • Refrains from use of unnecessary words, phrases, or jargon.
  • Provides a level of detail appropriate to the situation (avoids too much or toolittle detail).
  • Speaks at a level appropriate to the audience in terms of terminology, sentence structure, and simplicity/complexity of ideas expressed.
  • Uses words with precision (vocabulary) to convey exact information.
/  /  /  / 
TEAMWORK –
Interacts effectively with others to achieve mutual objectives; readily offers assistance to others to facilitate their goal accomplishment. / Employee works well as a member of a team with different people that have different roles/responsibilities and perspectives. Employee willingly offers and requests help. /
  • Understands the importance of being willing to offer and request help as needed.
  • Offers and accepts suggestions.
  • Attempts to identify problems with workflow that will prevent the team from accomplishing goals.
  • Attempts to provide constructive criticism and feedback to team members to improve overall work of the team.
/  /  /  / 
FOLLOW WRITTEN DIRECTIONS–
Performs work accurately as directed in writing. / Performs work accurately as directed in writing. /
  • Correctly completes work assigned in writing.
  • Answers questions and/or explains work to others who received the sameinstructions.
  • Learns and applies information presented in writing (instruction manual;training program).
  • Correctly infers details of work to be performed that were unclear or omittedas presented in writing.
/  /  /  / 

Please rate the employee on their demonstration of the following job knowledge areas, which will be required at the conclusion of the six-month OTJ training period in order to transition into the classification of Garage Assistant.

COMPETENCY / LEVEL REQUIRED BY JOB / JOB KNOWLEDGE AREAS
The following Job Knowledge Areas are required at the conclusion of the OTJ training phase. Therefore, during this Final Program Update, candidates should have a satisfactory understanding of the following Job Knowledge Areas. / NEEDS IMPROVEMENT / SATISFACTORY / GOOD / OUTSTANDING
JOB KNOWLEDGE –
Knows information required to perform the job of Garage Assistant.
Includes both widely available courses of study (e.g, general gardening techniques)
and City-specific information (specific safety regulations). / Knowledge acquired after hire in a brief orientation, shorttraining program, or through on-the-job training. /
  • Knowledge of various hand and air tools (such as pliers, wrenches, sockets sets, greaseguns, impact wrench, and air tire changer) used in performing routine vehicle maintenance.
/  /  /  / 
  • Knowledge of various types of lubricants, oils and greases used in performing routinevehicle maintenance.
/  /  /  / 

(Job Knowledge Areas continue on the next page.)

COMPETENCY / LEVEL REQUIRED BY JOB / JOB KNOWLEDGE AREAS
The following Job Knowledge Areas are required at the conclusion of the OTJ training phase. Therefore, during this Final Program Update, candidates should have a satisfactory understanding of the following Job Knowledge Areas. / NEEDS IMPROVEMENT / SATISFACTORY / GOOD / OUTSTANDING
JOB KNOWLEDGE –
Knows information required to perform the job of Garage Assistant.
Includes both widely available courses of study (e.g, general gardening techniques)
and City-specific information (specific safety regulations). / Knowledge acquired after hire in a brief orientation, short training program, or through on-the-job training. /
  • Knowledge of various operating systems (such as the cooling system, brakes, powersteering, window washer, motor oil, transmission, and differential) in order to refill to theproper levels when necessary during routine maintenance.
/  /  /  / 
  • Knowledge of basic engine components and accessories on vehicles (such as the engine, transmission, transaxle, brakes, power steering, master cylinder, cooling system, dipsticks,air and oil filters, and battery) for preventative maintenance purposes in order to maintainvehicle functionality.
/  /  /  / 
  • Knowledge of tire care and applications such as tread depth, size of vehicle, size of rim andwhether to use radial or non-radial tires for safe operation on a variety of vehicles.
/  /  /  / 
  • Knowledge of the safe operation of lifting equipment/devices, such as hoists, floor jacks, andsafety stands, as used in performing tire changing or routine vehicle maintenance.
/  /  /  / 
  • Knowledge of the safe and proper use of tire repair tools and supplies such as a drill, buffer,tire probe, valve stem installer, plugs, patches and glues used to repair punctures ordamaged tires.
/  /  /  / 

(Job Knowledge Areas continue on the next page.)

COMPETENCY / LEVEL REQUIRED BY JOB / JOB KNOWLEDGE AREAS
The following Job Knowledge Areas are required at the conclusion of the OTJ training phase. Therefore, during this Final Program Update, candidates should have a satisfactory understanding of the following Job Knowledge Areas. / NEEDS IMPROVEMENT / SATISFACTORY / GOOD / OUTSTANDING
JOB KNOWLEDGE –
Knows information required to perform the job of Garage Assistant.
Includes both widely available courses of study (e.g, general gardening techniques)
and City-specific information (specific safety regulations). / Knowledge acquired after hire in a brief orientation, short training program, or through on-the-job training. /
  • Knowledge of the tire procedures used in repairing punctured or damaged tires such as visually inspecting tires for nails, holes, or other damage; testing tire in water for leaks;cleaning and preparing the punctured or damaged area; applying adhesives, plugs orpatches; and inflating repaired tire to check for proper repair to tire.
/  /  /  / 
  • Knowledge of basic battery maintenance such as cleaning and/or repairing posts andcables, replacing missing or cracked caps, checking and filling battery water, and replacingbattery when necessary.
/  /  /  / 
  • Knowledge of safe charging or jump starting procedures such as locating positive/negativeterminals, connecting cables to proper terminals, proper grounding to chassis for jumpstarting, and correct startup of battery charger depending on type of charger.
/  /  /  / 
  • Knowledge of routine cleaning procedures of vehicles such as washing, waxing, vacuuming,and using cleaning supplies such as soap, rags, sponges, water hoses, and/or vacuumcleaner in order to maintain the general appearance and finish of vehicles.
/  /  /  / 
  • Knowledge of maps and written directional instructions sufficient to locate and transportpassengers and/or supplies to and from various locations in the greater Los Angeles area.
/  /  /  / 

(Job Knowledge Areas continue on the next page.)

COMPETENCY / LEVEL REQUIRED BY JOB / JOB KNOWLEDGE AREAS
The following Job Knowledge Areas are required at the conclusion of the OTJ training phase. Therefore, during this Final Program Update, candidates should have a satisfactory understanding of the following Job Knowledge Areas. / NEEDS IMPROVEMENT / SATISFACTORY / GOOD / OUTSTANDING
JOB KNOWLEDGE –
Knows information required to perform the job of Garage Assistant.
Includes both widely available courses of study (e.g, general gardening techniques)
and City-specific information (specific safety regulations). / Knowledge acquired after hire in a brief orientation, short training program, or through on-the-job training. /
  • Knowledge of the operation of a steam cleaner, including properly lighting/igniting thecleaner, mixing the appropriate cleaning solution for the job, wearing proper clothing andgear, and operating the equipment in a safe location.
/  /  /  / 
  • Knowledge of routine shop or garage maintenance such as proper use and storage ofcleaning solvents, general shop clean up and proper storage of tools and equipment.
/  /  /  / 
OTJ TRAINING GOALS
In the space below, please write a training goal for each competency that needs improvement. Please provide a specific explanation of: (1) WHAT additional training you expect the employee to work on in order to improve their competence in the specified area; and (2) HOW you will support or help the employee accomplish the goals.
Example:As a Vocational Worker completing OTJ training for Garage Assistant, John Doe needs additional OTJ training for Safety Focus.
Example of Performance Plan: Additional OTJ training for Safety Focus is needed and it may be exhibited by correctly using safety gear and equipment at all times. (Note: This statement tells the employee WHAT additional training is needed). In order to provide John Doe additional OTJ training for Safety Focus, Senior staff will demonstrate exactly how to use safety gear and equipment. Additionally, time will be provided for John Doe to complete online training on CAL/OSHA that is applicable to the work of a Garage Assistant. (Note: This statement tells the employee HOW the supervisor will help the employee accomplish the goal).

Employee Development

The Employee Development section provides supervisors a way to assist their employees with professional development. The supervisor should have a discussion with the employee to understand their short-term and long-term career goals. Next, the supervisor may review the competency model to determine which competencies are most appropriate for the employee to acquire or further develop in order to prepare for the next step in their City career. Existing competency models may be found at

Employee Goals -Where does the employee see himself or herself in the immediate or long-term future? What City careers are the employee interested in? What parts of their career does the employee want to develop or improve?
Supervisor’s Recommendation –What can the employee do to achieve his or her short-term and long-term goals? How can the employee prepare for future City careers that they are interested in? What steps can the employee take in order to develop or improve their career?

Other Suggestions for Employee Development:

Note: Additional resources may be available to employees hired through the Targeted Local Hire (TLH) Program, which may include but are not limited to the following: training and development through agencies partnering with the TLH Program; transportation assistance, etc. For a list of resources, please visit the Targeted Local Hire Program website at:

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