HomeMy WebLinkAbout20010049.tiff RESOLUTION
RE: APPROVE REVISIONS TO OPERATIONS MANUAL, SECTION 7.000, SOCIAL
SERVICES DIVISION POLICIES AND PROCEDURES
WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to
Colorado statute and the Weld County Home Rule Charter, is vested with the authority of
administering the affairs of Weld County, Colorado, and
WHEREAS, the Department of Social Services has presented revisions to the
Operations Manual, Section 7.000, Social Services Division Policies and Procedures, to the
Board of County Commissioners of Weld County, for consideration and approval, and
WHEREAS, after review, the Board deems it advisable to approve said revisions, a copy
of which is attached hereto and incorporated herein by reference.
NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of
Weld County, Colorado, ex-officio Board of Social Services, that the revisions to the Operations
Manual, Section 7.000, Social Services Division Policies and Procedures for the Department of
Social Services be, and hereby is, approved.
The above and foregoing Resolution was, on motion duly made and seconded, adopted
by the following vote on the 3rd day of January, A.D., 2001.
BOARD OF COUNTY COMMISSIONERS
WELD CO NTY, COLORADO
ATTEST:
. J. ei e, Chair
Weld County Clerk to th
XCUSED
/Glenn Vaad, Pro-Tern
BY:
Deputy Clerk to the Boar _
Wily H. Jerke
AP V AS TO M: ! 1 (NC
avid E. Long
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Robert D. Masden
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PE 29 RI DEPARTMENT OF SOCIAL SERVICES
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COLORADO MEMORANDUM
• TO: M.J. Geile, Chair Date: December 27, 2000
Board of County Commissioners
FR: Judy A. Griego, Director, Social Services
RE: Revisions to Section 7.000, Personnel Policies and Procedures,
Weld County Department of Social Services Operations Manual
Enclosed for Board approval are revisions to Section 7.000, Personnel Policies and
Procedures, Weld County Department of Social Services Operations Manual. Weld
County Personnel and the County's Finance Officer have reviewed these policies and
procedures to ensure that these policies and procedures serve to augment the Weld
County Employee Personnel Policy Handbook, as revised.
The purposes of the revisions are as follows:
1. Clarifies policies and procedures in the areas of:
A. Communication/liaison roles for staff between the Department's Personnel
Office and Weld County Personnel. Reference: 7.001.
B. Employee appearance, behavior, and conduct. This section incorporates
recommendations of a Department Ad Hoc Advisory Committee of
Department employees. Reference: 7.004.
2. Adjusts the Department's 8-step pay plan(Step 8 through 15) to a 10-step plan
(Step 8 through 17). Reference: 7.011.
3. Incorporates final pay policies and procedures for Department employees upon
retirement or termination. This section identifies those employees affected by the
change in payroll in March 1981 (Conversion Loan), payroll transition to conform
with State reporting procedures in December 1995 (Transition Pay Period), and
those employees hired after December 15, 1995. Reference 7.011.12.
If you have any questions, please telephone me at extension 6510.
2001-0049
Personnel Policies and Procedures
Table of Contents
SECTION: TITLE:
7.000 Overall Personnel Policy (Supplement to Weld County Employee Personnel Policy
Handbook, Ordinance 118-M)
7.001 Communication/Liaison with County Personnel
7.002 Department Internal Advisory
7.003 Induction Procedures for New Employees
7.003.1 Social Service Personnel Officer
7.0012 Weld County Personnel Office
7.003.3 Supervisory Responsibility
7.004 Employee Appearance, Behavior, and Conduct
7.005 Personal Relationships
7.005.1 Procedures for "Conflict" Evaluation Direction
7.006 Off Standard Work Days - Exempt and Non-Exempt Employees
7.006.1 Regular (Seasonal or Permanent) Off Standard Work Days
7.006.2 Flex Time
7.007 Overtime/Compensatory Time Policy
7.007.1 Fair Labor Standards Act - Exempt/Non-Exempt Employees
7.007.2 Accountability - Record Keeping
7.008 Rest for Exempt Employees
7.008.2 Exceptions to "Hour for Hour" Rest Time
7.009 After Hours Time Sheet - Exempt Staff
7.010 Attendance
Personnel Policies and Procedures
SECTION: TITLE:
7.010.1 Breaks
7.010.2 Lunch Breaks
7.011 Weld County Department of Social Services Compensation Policy
7.011.1 County Pay Plan - WCDSS Seven Steps
7.011.12 Payment for Department of Social Services Employees Upon Retirement/Termination
7.011.2 Department Recruitment, Hiring, Internal Transfer and Promotional Policy
7.012 Performance Evaluations
7.012.1 Frequency
7.012.2 Process
7.012.3 Factors
7.012.4 Overall Rating
7.012.5 Internal Disputed Evaluation Procedures
7.012.6 Employee Input into Immediate Supervisor's Rating
Personnel Policies and Procedures
7.000 Overall Personnel Policy
Revised 11/98
The Weld County Department of Social Services abides by policies and procedures set
forth in the Weld County Government Employee Personnel Policy Handbook. The
following policies and procedures are in addition to, or to clarify County policies as
they relate to the Weld County Department of Social Services.
7.001 Communication/Liaison with County Personnel
Revised 12/00
To prevent confusion and ensure adequate coordination, employees are encouraged to
contact the County Director or the Department's Personnel Officer regarding any
questions about job classifications, policy interpretation, grievance and appeal
procedures, etc. The exception would be for questions regarding county benefits such
as group medical, retirement, and life insurance. These inquiries should be directed
to County Personnel. The Department endeavors to provide clear and timely answers
to employee questions and will give them high priority.
7.002 Department Internal Advisory Committees
The Department recognizes the value of staff suggestions and advice related to many
matters affecting the Department's services and mission. This advice is particularly
important to easing the implementation of new or revised programs and policies.
In addition to new programs, suggestions may cover staff training needs, working
relationships and the work environment. Suggestions may be given to supervisors,
division heads, or administration.
Department Advisory Committees are appointed by the Director. Advisory
Conunittees may be "standing" (appointed to serve indefinitely and meet regularly) or
Ad Hoc.
Staff surveys may be made from time to time to solicit information.
7.003 Induction Procedures for New Employees
The purpose of these procedures is to provide new employees with information to give
them a good start. It also designates certain staff to obtain information from new
employees for department records. The employees' immediate supervisors have the
bask responsibility to see that the employees are provided with information about their
Personnel Policies and Procedures
assignment, the Department, and community resources.
7.003.1 Social Service Personnel Officer
New employees are to report to the Personnel Officer at the beginning of the first work
day.
The Social Service Personnel Officer will:
1. Gather data for County Personnel records. This data will include home
address, telephone number, name and phone number of person to be contacted
in case of an emergency, and name of family physician (family physician
optional). The Personnel Officer will input data into the County Personnel
system immediately.
2. Provide new employees with materials that should assist in getting acquainted
with the Department. This material will include forms (Employee Personal
Information, Confidentiality Form, Non-Exempt Compensatory Agreement) to
be completed by new employees; information regarding employees'
classification, salary, etc.; Organization/Referrals for Service and Information;
and Overall Personnel Policy.
7.003.2 Weld County Personnel Office
The Personnel Officer will refer new employees to the Weld County Personnel Office
for County Orientation. At the County Orientation employees will be briefed on
county benefits such as group medical, retirement, and life insurance. The time and
place are determined by the County Personnel Department.
7.003.3 Supervisory Responsibility
The immediate supervisor has the key responsibility to assist new employees in
becoming acquainted with the Department and the job assignment. These
responsibilities are as follows:
1. Advise switchboard/receptionist of new employees' name, telephone extension,
and supervisor's name.
2. Introduce employees to other staff.
Personnel Policies and Procedures
3. Provide employees with office supplies.
4. Provide employees with State and County manuals and give instructions as to
use and maintenance of manuals.
5. Advise employees about attendance and leave policies, office hours, coffee
breaks.
6. Advise employees of professional ethics, appropriate dress, confidentiality.
7. Review office procedures with employees.
8. Advise employees of telephone use, procedures.
9. Advise employees of emergency duty responsibilities and overtime policies.
10. Provide employees information about the Employee Steering Committee.
11. Advise employees of policies and procedures unique to the job assignment.
7.004 Employee Appearance. Behavior, and Conduct
Revised 12/00
A professional image is necessary when we are dealing with clients and the public.
Clothing with slogans, dresses that are backless or low cut in the front, shorts, sweats,
jeans, tank tops, sandals without proper stockings (except if worn with long pants and
professional in appearance), and similar attire are not acceptable for staff or
supervisors. Proper attire is expected for staff and supervisors who are meeting with
clients, greeting clients, meeting with other agencies, attending court hearings, or
conducting company business. An exception to this policy would be if an employee
has an assignment where less professional clothing may be appropriate, i.e. moving
work stations, purging files, group rope courses, etc., the employee may request that
they be allowed to wear other attire, such as jeans other than blue jeans, for that day.
This request must be submitted by the supervisor and approved by the Division Head.
The Director shall be informed of these exceptions by Email or in writing.
According to County policy, the supervisor can send employees home without pay if
their attire is not appropriate.
Employees are not allowed to have their children at work for any extended period of
time.
Personnel Policies and Procedures
Every employee must be aware that they are public employees and that it is their duty
to serve Weld County citizens in a courteous and efficient manner. Each employee
must make a personal effort to treat citizens politely, offering assistance, and
explaining delays and procedures thoroughly. All citizens/clients must be treated with
respect.
Any employee who is aware of fraudulent activity by a client or another employee is
required to report this fraud immediately to their supervisor or the director.
No employee may give preferential treatment to any individual or group.
Employees are prohibited from accepting gifts or gratuities in return for services
provided.
County employees may not contact other employees on behalf of outside organizations
during work hours, unless prior approval has been obtained from the Director.
Employees must protect and not divulge privileged information (confidentiality) to any
unauthorized person. No one has a right to confidential information (inside or outside
the Department) unless this information is necessary to the performance of their job.
There are severe civil and agency penalties for failure to handle confidential
information in a professional and legal manner. All employees are asked to sign a
Confidentiality Form.
When supervisors/administrators meet with personnel regarding a negative personnel
issue, the Personnel Officer will be present at the meeting. Exceptions to this policy
must be approved by the Director
7.005 Personal Relationships
Freedom of association is a personal guarantee well established in the U.S. Bill of
Rights and no attempt shall be made by the County to abridge that right. However;
as a public agency responsible for the delivery of services and public funds to the
community, it is important that Social Services departments and their employees
maintain a high degree of integrity and professionalism. Any personal relationship
that results in behavior that materially affects the effectiveness of the employee or the
department should not be entered into or maintained by the Social Services employees.
To "materially affect" means to bring about actual, substantial negative consequences
of a legal or political nature that results in impairment of action or integrity to the
Personnel Policies and Procedures
agency or the employees. Examples of the kind of personal relationship that would
most likely be unacceptable:
1. An employee responsible for capital purchases for a county department and the
sales representative for a major supplier to the department.
2. A child protection caseworker and the mother of a child for whom the
caseworker is responsible to provide counseling and supervision.
3. An eligibility technician and a TANF client.
4. A food stamp issuance clerk and a food stamp recipient.
5. A department supervisor and any immediate subordinate where the relationship
is such that it has a detrimental effect upon the integrity, effectiveness, and
equitable treatment of employee or present the appearance of same.
Social Service employees having relationships such as but not limited to these should
defer any provision of services and request assistance from supervision.
7.005.1 Procedures for "Conflict" Evaluation Direction
1. Employee refers potential conflict of interest, in writing, to their Division Head
through their immediate supervisor.
2. Division Head, after consideration of State and County rules, renders decision.
This decision may take the form of assigning case or service to another
employee regarding intra-department or outside relationships, or
3. Division Head may refer matter to Department Director who may, in turn, seek
legal advice or County Board direction.
4. Employee's written referral along with related correspondence should be
forwarded to Administration for filing.
7.006 Off Standard Work Days - Exempt and Non-Exempt Employees
Duties of an employee or unit of employees may require unusual work hours to meet
obligations. These obligations or tasks may be accomplished by working an occasional
work day or days where the work day starts early and finishes early, or starts late and
Personnel Policies and Procedures
ends late. The employee is required to work the normal number of hours for the work
week. The normal number of hours are worked during the official work week although
individual works days may be more or less that eight (8) hours. The supervisor
"adjusts" or assigns work hours with the employee so that the total number of hours
worked per week does not exceed forty (40) hours.
7.006.1 Regular (Seasonal or Permanent) Off Standard Work Days
Regular Off Standard work days are scheduled when public need requires a deviation
from normal 8:00 to 5:00 office hours. This deviation may last from a week to several
months or a "season." Advance written approval of the supervisor and the director
is required.
7.006.2 Flex Time
"Flex Time," whereby the employee may start work between 7:00 a.m. and 8:00 a.m.
and stop work between 4:00 p.m. and 5:00 p.m., is considered part of this section.
Flex-time is scheduled one month in advance and must have advance approval of the
supervisor.
The Department allows flexible starting and stopping time within the standard eight
hour work day. Office hours are 8:00 a.m. to 5:00 p.m. (Lobby hours 8:00 a.m. - 4:30
p.m), Monday through Friday.
The County's first priority is to provide the best public service possible during normal
office hours. Therefore, individual interests or desires must be secondary.
Only the Director may authorize supervisors to grant work schedule changes. Work
schedule changes alter work times but do not affect the forty (40) hour work week.
Permission to grant work schedule changes must be approved in writing, Work
Schedule Change Request and Authorization Form, by the Director prior to a change
in the work schedule. In emergency situations, work schedule change requests may
be authorized by the Director verbally; however, written authorization must follow.
An occasional request to change a work schedule for one d.y to accommodate a doctor
appointment, etc. may be approved by the supervisor and/or division head.
Personnel Policies and Procedures
7.007 Overtime/Compensatory Time Policy
All employees of the Weld County Department of Social Services are public service
employees and thus are expected by the Weld County Board of Commissioners and the
citizens of Weld County to be available to provide emergency services and perform
other necessary and important tasks as needed.
The standard work day is eight (8) hours, 8:00 a.m. to 5:00 p.m., with one hour off
for lunch. The lunch hour may not be used in order to leave early. come in late or
make up for work time missed. The standard work week is forty (40) hours, Monday
through Friday. "Overtime" is defined as time worked in excess of forty hours per
week. For accounting purposes, the official work week is Sunday through Saturday.
It is the policy of the County to keep overtime work to a minimum by emphasizing
efficient work scheduling and use of time within normal work hours. Should this not
be possible and it is found that much time must be spent on overtime and/or
emergency services, then the department will consider other alternatives. Some other
alternatives are off-standard work hours or days for employees or a change in work
priorities. Non-exempt employees are not to work more than forty (40) hours per
week unless approved.
7.007.1 Fair Labor Standards Act - Exempt/Non-Exempt Employees
In accord with the federal Fair Labor Standards Act, employees are classified as
"exempt" and "non-exempt." Exempt employees are not eligible for overtime pay or
for compensatory time off. Non-exempt employees are eligible for overtime if they
work beyond forty (40) hours per week.
Non-exempt employees are not to work more than forty (40) hours per week unless
approved, in advance, by the Director. This approval will only be given in emergency
situations. It is the policy of the Department to keep overtime work to a minimum by
emphasizing efficient work scheduling and use of time within normal work hours.
NOTE: When overtime is approved, compensation will be in the form of
compensatory time (one and one-half hours off for each hour worked).
Non-exempt employees will be asked to sign an agreement acknowledging that
compensatory time in lieu of cash overtime payment is the practice for the department.
Without this form on file, employees are not to work any overtime.
Personnel Policies and Procedures
Weekly time sheets are completed by all non-exempt personnel and reviewed weekly
by supervisor. Time sheets should reflect the exact hours worked for each day of the
pay period.
Exempt personnel may be granted time off to rest if called out for emergency or crisis
services after hours or if required to work excessive number of hours.
Travel time for training or work related activities for non-exempt employees is
considered as work time and thus is counted as part of the forty-hour work week.
7.007.2 Accountability - Record Keeping
In order to provide consistency of treatment, to conform to County policy, and provide
records for audit review, record keeping is required. A time sheet is completed weekly
by the employee and is reviewed by the immediate supervisor. The time sheet must
indicate "start" and "end" time for each day of the week.
Careful supervisory review and daily monitoring are most important to assure
compliance with the Fair Labor Standards Act and to protect both the employee and
the employer.
7.008 Rest for Exempt Employees
It is the Department's policy to provide rest or respite time for those exempt personnel
who are expected to provide after hours coverage for emergencies and/or who may,
with supervisor approval, work beyond the normal work week to meet their job
responsibilities.
"Rest time" is provided one hour for each hour worked beyond the forty (40) hour
work week (hour for hour). The "hour for hour" procedure is to cover extra time
worked for caseload emergencies and other unusual happenings. It is expected that
use of off-standard work days, or adjusted time, will be used for most situations. This
hour for hour policy will also cover "on-call" (emergency coverage) if an employee is
assigned to handle after hour duty.
Supervisors are required to see that rest hours are taken as soon after accumulations
as possible. In no event will a total of more than sixteen (16) hours of rest or respite
time accumulated be carried beyond thirty (30) calendar days.
Personnel Policies and Procedures
7.008.2 Exceptions to "Hour for Hour" Rest Time
On-Call caseworker providing weekend or holiday coverage
The Department will provide rest time in the form of one day off. Time spent in field
contacts, client related phone calls, and report writing that exceeds eight hours will
earn additional rest time on an hour for hour basis.
The intent of this policy is to provide appropriate rest time for emergency or crisis
related service, not for work that could and should be accomplished within the normal
work week. The Director and the County Board reserve the right to change this policy
when the need arises.
Casework Supervisors and Division Heads are classified as "exempt" employees;
however, are not eligible for rest time under this policy, although the Director or
Board may authorize time off in very unusual situations.
7.009 After Hours Time Sheet - Exempt Staff
All rest or respite time claimed must be recorded on a time sheet and approved by the
supervisor and the division head. The "time sheet" is forwarded monthly to the
Division Head by the third work day of the following month. The Division Head will
review individual reports for compliance with policy, and reports will be maintained
by the Department for audit purposes.
A separate time sheet is kept for "on-call" (emergency duty coverage). This sheet is
completed by the on-call worker and turned into the appropriate supervisor weekly.
7.010 Attendance
All Weld County offices are open from 8:00 a.m. to 5:00 p.m., (Social Service lobby
hours are 8:00 a.m. - 4:30 p.m) Monday through Friday. The Department of Social
Services' office may be open longer, or at varying hours as required to meet public
needs. Full time employees work a forty (40) hour week, not including scheduled
lunch periods.
7.010.1 Breaks
Revised 12/00
At the supervisor's discretion, employees working four consecutive hours may be
granted one 15 minute break within the four hours if it does not disrupt work flow.
Personnel Policies and Procedures
"Smoke Breaks" are considered as part of the fifteen minutes breaks and cumulative
total should not exceed a total of fifteen minutes. Breaks not taken may not be
accumulated or used at the beginning or end of the day or in conjunction with lunch
hours.
7.010.2 Lunch Breaks
The Department provides one hour for lunch. The lunch hour is to allow adequate
time for employees to rest and eat. Employees are not allowed to work through or
shorten their lunch hour in order to leave work early or to make up for time missed.
It is the supervisor's responsibility to ensure that this rule is adhered to.
7.011 Weld County Department of Social Services Compensation Policy
The Weld County Board of Social Services' (Weld County Commissioners) objective
is to compensate County Social Service employees the same as other County employees
in comparable job classifications. The County determines the "steps" at which an
employee in a given grade is paid. Both the grade and/or steps may change annually
based upon survey information and other factors related to compensation and the
availability of funding.
Compensation - Salary increases are provided by several means:
1. Annual Salary/Market Adjustment derived from surveys or other comparisons.
2. Step Increases - Anniversary increases.
3. Promotions
7.011.1 County Pay Plan - WCDSS Seven Steps - Weld County has
Revised 12/00 determined a 10-step (Step 8 through 17) pay plan for employees as follows:
Step Time Necessary to Advance to Next Step(With meets a
rating)
8 Entry Level
9 6 Months on Step 8 in the same classification
10 6 Months on Step 9 in the same classification
11 1 Year on Step 10 in the same classification
12 1 Year on Step 11 in the same classification
13 2 Years on Step 12 in the same classification
Personnel Policies and Procedures
14 2 Years on Step 13 in the same classification
15 3 Years on Step 14 in the same classification
16 3 Years on Step 15 in the same classification
17 3 Years on Step 16 in the same classification
EXCEPTION: Employees hired over the entry step will not receive a six-month
increase.
7.011.12 Payment for Department of Social Services Employees Upon Retirement/Termination
Added 12/00
The Department of Social Services has three different groups of employees when
determining final pay.
1. Conversion Loan - In March 1981, the County changed their pay period from
the first day of the month through the last day of the month to the 16th of the
month through the 15th of the following month. For employees to receive a full
check on March 31, 1981, Weld County went back to February 16, 1981, and
re-paid employees for that two-week period. This transaction was called the
"Conversion Loan," which will be deducted from employee's final pay. The
amount will be based on the amount the employee was receiving in March 1981.
2. Transition Pay Period - In December 1995, the Weld County Department of
Social Services changed their pay period from the 16th of the month through
the 15th of the following month t the first day of the month through the last
day of the month. This change was made to conform with the State reporting
procedures. Employees continued to receive their pay checks on the last
working day of the month like all other County employees. All County
employees, hired after March 1981, and all Social Service employees hired
prior to December 16, 1995, have a two-week lag in their pay, payable upon
retirement/termination. The two-week lag will be paid at the employee's rate
of pay at the time of termination/retirement.
3. Social Service employees hired after December 15, 1995, do not have the two-
week lag in their pay and will only be paid for the days worked in their last
month of employment.
A list of names of the employees in the "Conversion Loan" group and the "Transition
Pay Period" group will be kept on file in the Weld County Personnel Office and the
Weld County Department of Social Services Business Office.
Personnel Policies and Procedures
7.011.2 Department Recruitment. Hiring. Internal Transfer, and Promotional Policy
Revised 12/00
Vacancies within the Department of Social Services will be filled as follows:
1. All positions, except for leadworkers, supervisors and managers, will be first
posted within the Department of Social Services. This will give Social Services
employees the opportunity to apply for a lateral transfer within their
classification, i.e., an Intake Caseworker III to a Youth-In-Conflict Caseworker
III; a Food Stamp Technician III to an Adult Technician III. The position will
be posted internally for a minimum of three working days. If there are no
internal applicants, the position will then be posted throughout the County, as
well as external advertising. Internal applicants looking for a promotional
opportunity may apply at this time.
2. All leadworker, supervisor, manager positions will be posted immediately
throughout the County and through external advertising allowing internal,
County, and outside applicants to apply.
Department of Social Services employees must serve at least one (1) year in their
current position before applying for a transfer or a promotion. Any employees who
transfer to or are promoted to a different position will be subject to a review period
of six (6) months.
Department of Social Services employees requesting a lateral transfer or promotion to
different position must complete the Weld County Department of Social Services
Internal Department Transfer Request form.
7.012 Performance Evaluations
Performance Evaluations are objective appraisals of an employee's total functioning on
the job over a specified past period.
7.012.1 Frequency
Performance Evaluations are due on the following schedules:
Three months from date of hire. All new employees will receive a three-month
evaluation. Promoted employees and employees reclassified upward will also receive
a three-month evaluation. Adverse evaluations at the three-month period can result in
termination of the employee any time during the three-month period or extension of the
Personnel Policies and Procedures
review period.
Six months from date of hire. All employees will receive a six-month evaluation.
Adverse evaluations at the six-month period or twelve-month period can result in
termination of the employee or extension of the review period.
Twelve months from date of hire. Unless the initial review period is extended, this
evaluation will determine whether an employee comes off the initial review and becomes
a regular employee. An overall appraisal rating of "Meets Job Requirements" or above
will move the employee into regular status.
Six months thereafter. After completion of the first six months of employment,
employees will receive evaluations every six months.
Special. Special evaluations can be done for praise or reprimand at the discretion of the
Supervisor/Administrator/Director; or a Weld County Employee Counseling Form may
be used for counseling, employees for events occurring between performance evaluation
times.
EMPLOYEES WHO ARE NOT EVALUATED AT DESIGNATED TIMES OR
RECEIVE AN UNSATISFACTORY OVERALL RATING WILL NOT RECEIVE A
STEP INCREASE.
7.012.2 Process
Prior to the end of an evaluation,the rater will evaluate the employee and will conduct
at least one conference with the employee to discuss performance. At the conference,
the supervisor will discuss the proposed performance evaluation. A final form will be
produced and submitted to the employee for signature. If the employee disagrees with
the rating, the employee may utilize the "Performance Evaluation Review/Appeal." If
the employee agrees or does not wish to appeal the rating, the employee will insert
comments in the employee comments section, if desired, and will sign the rating and
return it to the supervisor. The supervisor will also sign and then will submit it for
review to the next level of supervisor. The form will be finally signed by the Director.
7.012.3 Factors
Employees will be rated on the following:
Personnel Policies and Procedures
FACTOR WEIGHTING
Management Quality 11%
Job Knowledge 9%
Problem Solving 9%
Communications 9%
Planning & Organization 9%
Conflict Resolution 9%
Dependability 9%
Diversity Commitment 8%
Teamwork 9%
Performance Coaching 9%
Leadership 9%
Caseworker Quality 12%
Job Knowledge 10%
Problem Solving 8%
Initiative 8%
Conflict Resolution 8%
Planning & Organization 8%
Diversity Commitment 7%
Teamwork 9%
Communications 10%
Judgment 10%
Dependability 10%
Tech/Investigator/
Case Manager Attendance & Punctuality 8%
Quantity 10%
Quality 12%
Job Knowledge 12%
Problem Solving 8%
Communications 12%
Initiative 10%
Diversity Commitment 8%
Dependability 8%
Teamwork 12%
Clerical Attendance & Punctuality 8%
Job Knowledge 12%
Quality 12%
Personnel Policies and Procedures
Quantity 10%
Communications 11%
Dependability 10%
Initiative 10%
Planning & Organization 8%
Diversity Commitment 7%
Teamwork 12%
7.012.4 Overall Rating
Employees' overall rating will be calculated as follows:
For Management, Goals will count as 50% and Factors as 50% of the overall
Performance Rating.
For Caseworker, Technician/Investigator/Casemanager, and Clerical, Goals will count
as 25% and Factors as 75% of the overall Performance Rating.
Five levels of rating performance will be used. They are defined as follows:
Outstanding - Consistently exceeded job requirements. Regularly accomplished tasks
with the utmost of efficiency and competency. Is highly innovative and creative in the
approach to problems and situations. This rating must be evidenced by documentation,
with specific events and examples, on file throughout the rating period.
Exceeds Job Requirements - Clearly and measurably exceeded requirements and was
able to perform at a level above what is normally achieved by others at the same level
with similar or identical duties.
Meets Job Requirements - Met performance requirements.
Needs Improvement-Areas of performance need improvement. Performing below the
level that is normally achieved by others at the same level with similar or identical
duties. (NO STEP INCREASE)
Unsatisfactory - Did not meet performance requirements as supported by
documentation on file throughout the rating period. ANY FACTOR RATED
UNSATISFACTORY REQUIRES IMMEDIATE ACTION IN THE FORM OF A
COUNSELING FORM. (NO STEP INCREASE)
Personnel Policies and Procedures
7.012.5 Performance Evaluation Review/Appeal
In the event an employee disagrees with the evaluation, the employee has the right to
appeal the evaluation to any additional reviewer or the Director. Evaluations are not
subject to the grievance procedures described under the Conduct, Discipline, and
Grievance Procedures section of the Weld County Employee Personnel Policy
Handbook. The procedure is as follows:
1. When the employee disagrees with the evaluation as written, the employee will
so indicate by writing in the employee comments section. The rater will then
give a copy of the evaluation to the employee with a written note as to the date
his or her comments must be turned into the reviewing authority. The original
copy of the evaluation will then be sent to the reviewing authority with a copy of
the note indicating the date comments are due to the reviewing authority.
2. When the reviewing authority receives the comments, he/she will evaluate all
pertinent information available. The reviewing authority may concur with the
evaluation as written or not concur based on the employee's comments and his
observation, etc. The reviewing authority will then change any rating by
initialing and changing the rating to the appropriate one. In the comment
section, explain why the changes were made.
3. The reviewing authority will review the evaluation with the employee and have
the employee initial and date the comments beside the signature section of the
reviewing authority. The employee should indicate his/her concurrence or
nonconcurrence with the reviewing authority's rating. The reviewing authority
review is final. The employee may not appeal the matter further, and the
grievance procedures described under the Conduct, Discipline, and Grievance
Procedures of the Weld County Employee Personnel Policy Handbook do not
apply.
7.012.6 Employee Input into Immediate Supervisor's Ratig
Input and feedback from supervisees enhances performance evaluations for supervisors.
The rater will solicit feedback from all of the employees reporting directly under that
supervisor (i.e., those employees that the supervisor rates) prior to preparing a written
evaluation. The evaluation form will be the mechanism that these employees will be
required to complete in a timely manner and give to the supervisor's rater. The rater
will review these comments and further will discuss them, without divulging party's
names, with the supervisor. The rater may consider these comments when preparing
Personnel Policies and Procedures
the written evaluation.
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