_____ County Health Department

_____, Kansas

Title: Program Area:

PERFORMANCE APPRASIAL POLICY ALL PROGRAMS

Approved by:

________________________________________ ________________________________________
Health Director Date Program Director
Date
_______________________________________
Medical Director Date ________________________________________
Program Supervisor/Coordinator
Date
Original Effective Date: Reviewed/Revised Dates:

POLICY: It is the policy of the ____ County Health Department to perform a formal objective
performance evaluation on every employee by their supervisor to determine the quality of
skills and job achievements in comparison with the requirements indicated in their job
description. A written performance evaluation should be completed on all regular employees
at the end of the 6th month of probationary period. If the employee is performing assigned
duties in a satisfactory manner, the supervisor should recommend that the employee be
made permanent. If performance is less than satisfactory, the supervisor may request
extension of the probationary period or termination of employment. Annual appraisals will
be completed on all regular employees on the anniversary of their hire date or the date of
their last promotion. An overall rating of less that 3 (Meets Expectations) will require the
supervisor to take action to motivate and help the employee improve performance to a
satisfactory level, or possibly, initiate an adverse personnel action.

PURPOSE: To establish and maintain an equitable performance evaluation and

development program that defines and improves the performance level of all employees in
permanent full and part-time positions in order to advance the organization’s goals. This
policy is also to enhance communication between supervisors and employees.

RESPONSIBILITIES:
1. Health Director
a. Support and promote the system insuring that policies and objectives are effectively
implemented;
b. Create an environment to ensure that the performance evaluation process is an
open, two-way discussion between employees and supervisors about the employees’
performance;
c. Develop new departmental goals as a result of performance evaluation conference
agreements;
d. Conduct performance evaluations with their employees;
e. Monitor the system and make recommendations for needed changes;
f. Review the use of the system across divisions and work units to ensure consistency;
and
g. Motivate managers and supervisors to conduct effective evaluations.
2. Supervisors
a. Allow for adequate time to prepare for the performance evaluation conference to
ensure that the conference is fair and productive.

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 b. Conduct performance evaluations on schedule and in a quiet and confidential
manner;
c. Review the employee’s work plan, any performance notes, and time/attendance
records in preparation for the evaluation.
d. Link performance evaluation discussions and content to identified departmental and
County outcomes;
e. Use the performance evaluation tool correctly;
f. Ensure on-going feedback and documentation so performance evaluation is accurate
and there are “no surprises;”
g. Coach and assist employees in personal and professional development and
performance improvement;
h. Identify two or three recommended actions that employee could take to improve
performance, consider the employee’s future potential in areas such as advancement
or development and review the employee/supervisor relationship
i. Be equitable, honest, and consistent in use of the system.
3. Employees
a. Make suggestions for improving the system to the supervisor;
b. Follow the chain of command in addressing concerns about individual performance
evaluations;
c. Actively participate in discussion in the performance evaluation conference;
d. Prepare to review any topics of interest such as career plans, personal development
goals, or possible changes in the work plan for the upcoming appraisal cycle.
e. Bring completed copy of Employee’s Record of Continuing Education and Professional
Development with you to evaluation conference to assist in the development of goals
and continuing education requirements, this will be keep and placed in employee
personnel record as part of the evaluation process.

PROCEDURES:
1. Performance Evaluation Conferences: Performance evaluation conferences with all
Health Department employees will be conducted before the employee’s anniversary
date. Performance evaluation conferences will be conducted face to face by the
employee’s supervisor who may also be accompanied by the person at the next level of
supervision. The conference will encompass the period of time from the last conference
to the present.
2. Performance Evaluation Dates: Performance evaluation dates will be either the date of
the employee’s anniversary of their hire date, last evaluation or the date of their status
change. Frequency of performance evaluation described as:
a. Status change - Prior to changing status from probationary to permanent usually at 6
months (up to 9 months). Performance evaluations may be conducted upon re-
classification and/or upon transfer to another position within the ____ County Health
Department usually at six to nine months.
b. Annually – During the month of the anniversary date of employment or during the
month of the anniversary date of reclassification or transfer within the ____ County
Health Department.
c. Follow up - when prior evaluation reveals a need to re-evaluate prior to annual
evaluation; i.e. to evaluate correction of deficiencies.
3. Probationary Performance Evaluation Conferences: Probationary performance evaluation
of new employees will be conducted at the end of the 6 th month of the probationary
period. An employee must receive a rating of no less than Meets Expectations in
order to move from probationary to permanent status.
4. Changes in Supervision: When a change in an employee’s supervisor is imminent due to
promotion, transfer or other action of the employee or supervisor should conduct an
interim performance evaluation including meeting with the employee and completing all
necessary forms. This provision is effective whenever the employee has worked with the
existing supervisor 90 days or more of the employee’s current evaluation period. The

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 interim performance evaluation information should be considered by the new supervisor,
along with performance observed and documented by the new supervisor in determining
the employee’s overall rating for the performance period.

In addition, when there is a change in supervision, the new supervisor and employee
should jointly review the employee’s performance standards and goals, discuss
meanings of words and expectation, and set priorities.
5. Documentation: All performance evaluation forms will be signed by the employee,
supervisor, Health Director and forwarded to the Health Department’s Personnel
Office with a copy of the Employee’s Record of Continuing Education and Professional
Development and any other accompanying memoranda or documentation for review and
filing in employee’s personnel record. The employee shall be given a copy of the forms
and other documents to keep after all signatures and comments have been completed.
The appropriate person prior to processing the forms will complete all relevant sections
of performance evaluation forms, including all signatures.

The performance evaluation shall not be limited to the written performance evaluation
form only. The performance evaluation shall include:
a. A review of the job description,
b. Evaluation of performance of duties,
c. Identification of strengths and weaknesses with a plan that includes goals, and
d. Recommendations for continuing education/staff development.
6. Appeals: Any employee who believes his or her performance rating is unfair or
inaccurate may appeal by using the established grievance procedure.
7. Conference Process: The performance evaluation conference is the concluding step in
the performance appraisal cycle. It is an opportunity for the employee and supervisor to
review what has occurred and to discuss the strengths and weaknesses of the
employee’s performance. This is also an opportunity to revise the employee’s work plan
and to discuss the employee/supervisor relationship.

Each conference is likely to have its own unique character. However, several general
guidelines are useful:
a. The conference should be held in a confidential environment in which minimal
interruptions can be expected.
b. The purpose of the conference is to help the employee and the supervisor to discuss
what s/he has done well and how s/he can improve and what support is needed to
accomplish the tasks.
c. The discussion should be “open”. Both employee and supervisor are to be
encouraged to participate in an open discussion and constructive comments.
d. Focus on the appraisal cycle in question. Although past performance has an affect on
current performance, the evaluation is of the current appraisal cycle.
e. This time should be used to address important issues.
8. Overall Rating: The overall performance rating may be held until the end of the
evaluation conference or a later meeting. The supervisor may choose to make a final
recommendation based on information discovered during the evaluation conference.
The employee should feel free to question any points raised or rating determinations
made by the supervisor. It is not necessary, however, for the employee to agree with
the supervisor’s decisions.

The following table describes the performance ratings:

Rating Qualification
5 Extraordinary performances; work is always expert,
Substantially exemplary and flawless; always exceeds job

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Exceeds Expectations requirements and results expected by a substantial
degree.
Superior performance; most work is characterized by
4 unusual accomplishments beyond the job requirements;
Exceeds Expectations significantly and consistently performs at a level above
that expected.
3 Meets major job requirements; is consistently effective
Meets Expectations and competent; achieves results expected.

Needs improvement to meet major job requirements;

2
work is fairly acceptable in some respects but does not
Below Expectations
meet expectations.
1
Performance is unacceptable; substantial improvement
Substantially Below
is necessary to meet job requirements.
Expectations