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HomeMy WebLinkAboutReso 41-1986RESOLUTION NO. 41-86 CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA A RESOLUTION SETTING SALARY POLICY, BENEFITS AND WORKING CONDITIONS FOR MEMBERS OF THE MANAGEMENT AND CONFIDENTIAL EMPLOYEE GROUP IN ACCORDANCE WITH THE PROVISIONS OF THE MANAGEMENT AND CONFIDENTIAL EMPLOYEE COMPENSATION PROGRAM WHEREAS, the City of South San Francisco City Council established a Management and Confidential Compensation Program on February 12, 1986, WHEREAS, the Management and Confidential Compensation Program establishes a salary control point for each position in the Manage- ment and Confidential Group; and WHEREAS, the Management and Confidential Program provides for setting the actual salaries of members of the Group after considera- tion of each member's control point, qualifications, experience in the position, and overall performance appraisal; and WHEREAS, the City Manager and the appropriate department head of each member of the Management and Confidential Employee Group considered these factors for each member of the Group; and WHEREAS, the City Council must approve the salary policy for the Group; NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of South San Francisco hereby sets the Compensation Program for members of the Management and Confidential Employee Group as set forth in Exhibit "A" and incorporated herein by this reference as if set forth verbatim, which shall become effective February 12, 1986and shall remain in effect until such time as the City Council subse- quently acts to adjust such salary policy, benefits, and working conditions. I hereby certify that the foregoing Resolution was regularly introduced and adopted by the City Council of the City of South San Francisco at a regular meeting held on the 12th day of February by the following vote: Ayes: Noes: Absent: Abstained: Councilmembers Mark N. Addiegp, Richard A. Haffev; and Roberta Cerri Teglia None Councilmember Gus Nicolopulos Councilmember John "Jack" Dra§o Attest: ~ z~ ~ EXHIBIT "A" TO RESOLUTION NO. 41-86 CITY OF SOUTH SAN FRANCISCO MANAGEMENT AND CONFIDENTIAL EMPLOYEE COMPENSATION PRO~RAM THIS MANAGEMENT AND CONFIDENTIAL EMPLOYEE COMPENSATION PROGRAM sets forth those salaries, benefits and terms and conditions of employ- ment which shall be in effect commencing January 1, 1986 and contin- uing thereafter, unless modified by the City Council. I. MANAGEMENT AND CONFIDENTIAL EMPLOYEES DEFINED The Management and Confidential Employee Group shall consist of all full-time employees employed in the following positions which are included in the exempt service of the City of South San Francisco: Accountant Accounting Officer Assistant Fire Chief Associate Civil Engineer Associate Planner Building Maintenance Supervisor Chief Building Inspector Coordinator of Labor Relations Coordinator of Personnel Services and Employee Development Deputy City Clerk Deputy Fire Marshal Equipment Maintenance Supervisor Fire Battalion Chief Fire Captain/Paramedic Fire Marshal Laboratory Supervisor Legal Secretary Maintenance Supervisor W.Q.C.P. Operations Supervisor W.Q.C.P. Park Supervisor Personnel Clerk Police Captain Police Lieutenant Police Operations Analyst Police Records Supervisor Public Works Supervisor Public Works Supervisor/Electrical Purchasing Officer Recreation Program Coordinator Recreation Supervisor Secretary I Secretary II Secretary to City Manger Senior Building Inspector Senior Civil Engineer Senior Planner Superintendent of Facilities Maintenance Superintendent of Parks and Landscape Superintendent of Public Works Superintendent of W.Q.C.P. Swimming Pool Manager as well as such classifications as may be added to this Group by the City during the term of this Resolution. II. SALARIES Salaries shall be set in accordance with the provisions of Appendix i and Appendix 2 . A. TEMPORARY ASSIGNMENT TO HIGHER LEVEL POSITION An employee assigned to the full scope of the duties of a higher classification shall not be paid the salary of that higher classification unless they serve in that capacity for thirty (30) days or more, in which event they shall receive the pay of the higher classification commencing with the first day of said thirty-day service. An employee so assigned must meet the minimum qualifications for the position to which he or she is assigned. III. Retirement Benefits A. Retirement Plans: those established by: Retirement benefits for employees shall be 1. Miscellaneous EmDloyees: The Federal Social Security Act pro- viding Old Age and Survivor's Insurance and the State Public Employees' Retirement System (PERS) Miscellaneous Employees' 2% at age 60 Plan. 2. Safety Employees: The State Public Employees' Retirement System (PERS) Local Safety Members 2% at age 50 Formula and PERS Optional Public Agency provision for 1959 Survivor Allowance as set forth in Article 6 of Chapter 9 of the Public Employees' Retirement Law (commenc- ing with Section 21380 of the Government Code). Safety employees shall be provided One-Year Highest Compensation as authorized by Section 20024.2 of the Government Code. B. Employee's Contributions to Retirement Systems: The rate pre- scribed by the Social Security Act for employee contributions shall be deducted from the pay of Miscellaneous Employees by the City and forwarded to the system in accordance with the rules and regulations governing such employee contributions. Except as otherwise provided in Subsection C below, the City shall pay on behalf of Miscellaneous Employees the seven percent (7%) of base salary currently prescribed by PERS for Miscellaneous Employees and shall pay on behalf of Safety Employees the nine percent (9%) of base salary currently prescribed by PERS for Safety Employees in accordance with the rules and regulations govening such contributions. The remainder of any rate which may be subsequently prescribed by PERS for employee contributions shall be deducted from employee's pay by the City and forwarded to the System in accordance with the rules and regulations governing such contributions. Conversion of City Payment of Employee PERS Base Salary Contributions to Miscellaneous and Safety Employees may elect to convert the City payment of the employee's PERS contribution to the employee's base salary rate. Upon so electing, the employee's base non-converted salary rate, as e~tablished pursuant to the provisions of Appendix A, shall be converted to the employee's base converted salary rate as follows= Miscellaneous Employees= Base Hourly Non-Converted Salary Rate x ~.07 = Base Hourly Converted Salary Rate Safety Employees= Base Hourly Non-Converted Salary Rate x 1.09 = Base Hourly Converted Salary Rate In establishing the actual base hourly converted salary rate, frac- tions of one cent with a value of four (4) or less, will be discarded and fractions of one cent with a value of five (5) or more shall increase the base hourly converted wage rate by one cent. 1. New EmDloyees= An employee newly hired into a position in the Management and Confidential Group, may elect to forego City payment of the employee's PERS contribution provided in Subsection B above, and may elect to have his or her salary rate established at the Base Hourly Converted Salary Rate defined above. Such an employee will be allowed to elect the City payment of the employee's PERS contributions at any subse- quent time and, should the employee so elect, the employee's salary rate shall be lowered to the Base Hourly Non-Converted Salary Rate upon the first day of the pay period immediately following the employee's official election. Subsequent to each election, the provisions of C.2 below shall apply to the employee. 2. Effect of Conversion: Upon the effective date of an employee's conversion of the City payment of employee PERS contributions to base salary, the City will discontinue payment of the seven percent (7%) Miscellaneous Employee PERS contribution or the nine percent (9%) Safety Employee PERS contribution and the employee's full contribution rate shall be deducted from the employee's pay by the City and forwarded to PERS in accordance with the rules and regulations governing such contri- butions. Once an employee has elected to convert the City's payment of the employee contribution to PERS to the employee's base salary, the employee shall not be permitted to reverse the conversion at any time. 3. Effective Date of Conversion: The conversion of the City's payment of an employee's PERS contribution to base salary shall become effective upon the first day of the pay period immediately following the employee's official election to convert. IV. PAYMENT OF COMPENSATION Each employee shall be compensated on a bi-weekly basis. Payment will normally be made on the Thursday immediately following the conclu- sion of a City payroll period. City payroll period begins on Friday which is the first day of the City pay period and ends on the Thursday which is the last day of the City pay period and consists of fourteen (14) calendar days. Employees who are on continuous paid regular service for a partial pay period shall receive pro-rated compensation for the pay period at the rate of 1/80th of the employee's bi-weekly salary rate for each hour of the pay period that the employee was on continuous paid regular service. INSURANCE BENEFITS Full-time regular employees shall be eligible to benefits as follows: receive insurance A. Health Insurance= 1. Available Plans Subject to the terms and conditions of the City's contracts with health insurance carriers, eligible employees shall be permitted to select health insurance =overage for themselves and their eligible dependents from one of the following plans: KAISER FOUNDATION HEALTH PLAN - "S" COVERAGE BAY PACIFIC HEALTH CARE PLAN BLUE SHIELD OF CALIFORNIA HEALTH PLAN 2. Payment of Premium Costs: The City shall pay the premium costs for eligible employees and their dependents to the insurance carrier for the plan selected by each employee. 3. Effective Dates of Coverage The effective date of coverage for health insurance shall be the first of the month following the month of enrollment of the employee and the employee's dependent(s). Coverage shall terminate on the last day of the month in which the employee separates from employment with the City. 4. Health Insurance for Employees Who Retire: Subject to the terms and conditions of the City's contracts with health insurance carriers, an employee who retires on a service or an industrial disability or non-industrial disability retirement from the City's service shall be provided the opportunity to continue his or her health insurance coverage with one of the City's plans subsequent to the date of his or her retirement. The City shall continue to pay the premium costs for the employee only and the retiring employee shall bear the premium costs for his or her dependent(s). B. Life and Accidental Death and Dismemberment Insurances: Subject to the terms and conditions of the City's contract with Standard Insurance Company of Portland Oregon, eligible employees shall be provided the following life and accidental death and dismemberment insurances: Term Life Insurance with employee's annual base salary, dollars ($1,000.00). a face value equal to two times the rounded off to the nearest one thousand Accidental Death and Dismemberment Insurance in an amount equal to two times the employee's annual base salary, rounded off to the nearest one thousand dollars ($1,000.00). The City shall pay the premium costs for eligible employees to Standard Insurance Company. Coverage shall become effective on the first day ~f the month following enrollment and shall terminate upon the day a~d employee separates from City employment. C. Vision Insurance= Subject to the terms and conditions of the city's vision Insurance Plan, eligible employees and their dependents shall be provided the following vision insurance= vision Insurance Plan - Plan"B" - $10.00 Deductible The vision service plan shall be provided to employees with no premium costs to the employees or their eligible dependents. Coverage shall become effective on the first of the month following enrollment and shall terminate on the last day of the month in which an employee separ- ates from City employment. D. Dental Insurance: Subject to the terms and conditions of the City's Dental Insurance Plan, eligible employees and their dependents shall be provided the following dental insurance: California Dental Service - Progressive Plan The dental insurance plan shall be provided to employees with no premium costs to the employees or their eligible dependents. Coverage shall become effective on the first day of the month following six (6) full months of employment with the City. Only employees hired on the first day of any month shall be eligible for coverage six months from the date of hire. Eligible employees must enroll in order to become eligible for dental insurance coverage. Coverage shall terminate on the last day of the month in which an employee separates from employment with the City. E. Long Term Disability Insurance: Subject to the terms and condi- tions of the City's contract with Standard Insurance Company of Portland, Oregon, eligible employees shall be provided Long Term Disability Insurance coverage which provides for payment of up to two-thirds (2/3rds) of the base salary of an employee, to a maximum monthly base salary of five thousand two hundred and fifty dollars ($5,250.00, pro- vided the employee qualifies for such payment or qualifies for some lesser payment under the provisions of the plan. The Long Term Disability Insurance shall be provided to employees with no premium costs to the employees. Coverage shall become effective on the first day of the month following enrollment, and shall terminate on the day an employee separates from City employment. A disabled employee becomes eligible for Long Term Disability payments after a waiting period of twenty (20) calendar days. F. Discretionary Benefit Option: 1. Employees not desiring medical, dental, or vision benefits for themselves, a spouse or dependents, may elect to have the City place the average dollar amount which would have been paid in premiums on behalf of the employee and dependents into the employee's deferred compensation account. Method of.. computation of.. average dollar amount= The City will determine the number of employees in the Management and Confidential Group who are members of each of the City's medical plans. The total premium dollars will be added and will be divided by the number of employees in the Management and Confidential Group to get the average dollar amount. 2. Employees wishing to exercise this option may do so by filing a request on the appropriate City form with the Personnel Divison. An employee may change the discretionary benefit option once each year to coincide with the open enrollment period for medical plans, or at another time during the year provided the employee can demonstrate, to the City's satisfaction, a bonafide need. IV. DEFERRED COMPENSATION Full-time regular employees are eligible, subject to the terms and conditions thereof, to participate in the Deferred Compensation Plan made available to City employees. VII. ADMINISTRATIVE LEAVE Each full-time regular employee shall be entitled to receive forty (40) hours per fiscal year of Administrative Leave in recognition of the City's expectation that members of the Management and Confidential Employee Group routinely and consistently perform the duties of their positions during times which involve hours in excess of the normal five- day, forty-hour work week. Said forty (40) hours shall accrue on July 1 of each fiscal year. Administrative leave may be taken in paid time off or may be directly compensated in pay to the employee at the employee's base salary rate at the time an employee requests such compensation. Administrative leave may not be carried forward from one fiscal year to the next. Immediately upon hiring, a new employee shall be entitled to receive administrative leave at the rate of 1.538 hours for each pay period of employment remaining in the fiscal year during which the employee was hired. VIII. HOLIDAYS Full time regular employees who are on paid status the entire day before as well as the entire day after a holiday observed by the City shall be entitled to receive compensation for eight (8) hours of holiday time for each full day holiday and four (4) hours of holiday time for each one-half (1/2) day holiday, which holiday time shall be considered as hours worked. A. Holidays Observed: The City observes the following holidays: January 1 Third Monday in February Last Monday in May July 4 First Monday in September New Year's Day Washington's Birthday Observed Memorial Day Observed Independence Day Labor Day S~cond Monday in October November 11 Fourth Thursday in November Fourth Friday in November December 25 Columbus Day Observed Veterans Day Thanksgiving Day Day following Thanksgiving Christmas Day In addition, the City observes the following one-half (1/2) day holidays (1300 hours through 1700 houra per day): December 24 December 31 Christmas Eve Day New Year's Eve Day In addition, the City may observe any other day of national mourning or celebration provided that it has been proclahaed by the City Council and provided that the City Council directs the closure of the City offices for public service. Any such day shall be granted only to those employees who are regularly scheduled to work on the day for which such day is proclaimed by the Council. B. Days of Holiday Observation: Holidays which fall on Sunday shall be observed on the following Monday. Holidays which fall on Satur- day shall be observed on the preceding Friday. One-half (1/2) day holidays shall be observed on the work day immdiately preceding the day upon which Christmas Day and New Year's Day are observed. Employees not assigned to continuous operations shall be entitled to receive compensation for eight (8) hours of holi- day time for each full holiday and four (4) hours of holiday time for each one-half (1/2) day holiday, which holiday time shall be considered as hours worked. Fire Battalion Chiefs shall receive holiday compensation in lieu of paid time off as follows: Full-Day Holidays: An additional ten and seven tenths percent (10.7%) of the bi-weekly wage rate for which he or she would otherwise qualify pursuant to the provisions of Appendix "A" for each payperiod during which each of the authorized holidays as listed in this Section occurs. Half (1/2) Day Holidays: An additional five and thirty- five hundreds percent (5.35%) of the bi-weekly wage rate for which he or she would otherwise qualify pursuant to the provision of Appendix "A" for each payperiod during which each of the authorized holidays as listed in this Section occurs. All other employees, who by nature of their assignment, are unable to observe City holidays, shall be compensated for the authorized holidays as follows: ae Full-Day Holidays: Eight (8) hours of straight time over- time for the holiday, and straight time for the hours worked. Half (1/2) Day Holidays= overtime for the holiday, worked. Four (4) hours of straight time and straight time for the hours c. Discretionary Holidays: Each full time regular employee shall be eligible for one full day holiday in addition to the holidays observed by the City. An employee's discretionary holiday may be taken at the discretion of the employee. An employee must take his or her discre- tionary holiday each calendar year on or before December 13. Any employee who does not take this holiday by December 13, will be paid, in cash, for the unused holiday at the salary rate in effect. IX. VACATION LEAVE Full time regular employees shall earn and be granted vacation time in accordance with the following accrual rate schedule: LENGTH OF SERVICE ACCRUAL RATE PER BI-WEEKLY PAY PERIOD First through fourth year, inclusive Fifth through fourteenth year, inclusive Fifteenth through twenty-fourth years, inclusive Twenty-fifth and succeeding years 4.62 hours 6.16 hours 7.69 hours 9.23 hours A. Vacation Accumulation: An employee may accumulate up to two times his or her annual accrual rate of vacation hours as unused vaca- tion. An employee may not exceed the maximum accrual amount without the express permission of the City Manager. B. Vacation Time Compensation: An employee who retires or separates from City employment and who has accumulated unused vacation time on record, shall be compensated in pay at the base hourly salary rate for which the employee otherwise qualifies for all such unused vacation hours. X. INDUSTRIAL INJURY OR ILLNESS LEAVE An employee who is temporarily and/or partially disabled from performing work as a result of any injury or illness which has been determined to be industrially caused and which injury or illness necessi- tates his or her absence from work, shall be entitled to receive paid industrial injury or illness leave without loss of salary or benefits as follows: A. Miscellaneous Employees: Miscellaneous employees shall be eligible to receive paid industrial injury or illness leave for all time the employee is normally scheduled to work but is unable to work during a period of ninety (90) calendar days following the date upon which the injury or illness caused his or her period of temporary and/or partial disability and necessitated his or her absence from work. A Miscellaneous Employee who is receiving paid industrial injury or illness leave shall assign to the City all Workers' Compensation Insurance pro- ceeds received by the employee for all of the time for which the employee also receive paid leave from the City. B. Safety Employees: The requirements and the amount of indus- trial injury or illness leave to be granted to a Safety Employee shall be as prescribed in Section 4850 and related sections of the Labor Code, as those sections are constituted at the time interpreta-tions of said sections are necessary. XI. .MEDICAL APPOINTMENTS LEAVE An employee may be granted leave without loss of salary or benefits for the purpose of going to appointments with medical doctors or dentists in instances where the employee is reasonably unable to arrange for such appointments to occur during non-work time. XII. SICK LEAVE Section 1. Non-Industrial Injury Or Illness Leave - Sick Leave A. An employee who is temporarily and/or partially disabled from performing the full scope of the usual and customary duties of his or her classification as the result of an injury or illness which is not industrially caused shall be eligible to receive sick leave without loss of salary or benefits within the limits set forth below· B. Amount of Sick Leave: Effective January 1, 1986, each employee will accrue one day per month of employment for purposes of sick leave. Such leave may be accumulated without limit. In addition, on January 1, 1986, or shortly there- after, each employee will be credited with an amount of sick leave which would have been accrued during the period of the 90-day sick leave plan, including the. deduction for any usage. Family care, bereavement leave, and medical appointment leave will not be counted. In the event of a disagreement as to the amount of sick leave to be credited, the Finance Division leave records will be controlling unless the employee can prove to the City's satisfaction that his/her sick leave use was other than as it appears in the Finance Division records. Any employee employed at the time that this Resolution goes into effect who has an accrued sick leave of less than fifteen (15) days can be advanced up to a maximum of fifteen (15) days of sick leave after exhaustion of all sick leave for the first year that this Resolution is in effect. This advance will not need to be repaid. Section 2. Payment of Unused Accumulated Sick Leave Accrued After January 1, 1986 Upon death, separation from City employment as a result of a work- related injury or illness as defined below, or full service retirement after twenty (10) years of service or retirement at age fifty (50), an employee shall be paid for one-half (1/2) of the accumulated sick leave at the time of separation, retirement or de&th. Payment of unused sick leave hours shall be made at the employee's hourly rate. This accrual shall include the amount credited, if any, on January 1, 1986, for the periodwhen the 90-day sick leave plan was in effect. Separation from City Employment as a Result o__f~ Work-Related Injury of Illness A separation arising out of a work-related disability which is of a serious or life/threatening nature that prohibits the employee from engaging in his/herusual occupation or a similar occupation, and which severely limits the employee's mobility and ability to engage in produc- tive and gainful emplo1~ent. Section 3~. Payment of Unused Accumulated Sick Leave for Certain Employees - Retroactive An employee who had accumulated an unused sick leave hours on record as of June 27, 1975, under the discontinued sick leave accumulation plan, shall receive payment for fifty percent (50%) of the recorded hours within sixty (60) days from the date that this Resolution goes into effect or upon the separation of the employee from the City's employment, at the employee's discretion, at the salary rate in effect at that time. No employee shall, however, receive payment for any recorded hours in excess of one thousand two hundred (1,200) and the maximum payable hours shall be six hundred (600). Payment may be deferred from the time of separation to the first payroll period in the calendar year immediately following the date of separation, at the option of the payee. XIII. FAMILY CARE AND BEREAVEMENT LEAVE An employee may be granted up to a maximum of thirty-two (32) hours of paid leave during each calendar year for the purpose of obtaining medical consultation or treatment or for caring for an injured or ill spouse, child, mother, father, or another family member residing in the employee's home. An employee may be granted up to a maximum of twenty- four (24) hours of bereavement leave, per occurrence, or the death or funeral of a family member within the State of California, and up to a maximum of forty (40) hours, per occurrence, for the death or funeral of a family member outside the State of California. A family member shall include the employee's spouse, child, mother, father, sister, brother, grandmother, grandfather, mother-in-law, father-in-law, sister-in-law, brother-in-law, daughter-in-law, and son-in-law. In addition, the City Manager may grant leave to an employee for some other person if, in the opinion of the City Manager, there exists or existed an extraordinarily close familial relationship between the employee and such other person. XIV. MILITARY LEAVE Military leave shall be granted in accordance with the provisions of applicable state and federal laws. XV. MATERNITY LEAVE A. Leave for Pre~nanoy Disability= Employees are entitled to use sick leave as set forth in Section XII of this Resolution for disabilities caused or contributed to by pregnancy, miscarriage, childbirth, and recovery therefrom, and shall be limited to those disabilities as set forth above. The length of such disability leave, including the date on which the duties are to be resumed, shall be determined by the employee and the employee's physician. ® The City may require a medical doctor's verification and clearance to return to work. B. Leave Without Pay fgr Child Bearing Preparation Leave without pay or other benefits may be granted to an employee for the preparation of child bearing. 0 The employee shall request such leave as soon as practicable, but under no circumstances less than thirty (30) days, whenever possible, prior to the date on which the leave is to begin. Such request shall be in writing and shall include a statement as to the dates the employee wishes to begin and end the leave without pay. The duration of such leave shall consist of no more than nine (9) months. The employee is not entitled to the use of any accrued sick leave or other paid leave while such employee is on child bearing preparation leave. There shall not be a diminution of employment statutes for child bearing preparation except that no employee shall be entitled to compensation, increment, nor shall the time taken on a child bearing preparation leave count towards credit for seniority. If an employee is on leave for child bearing prepara- tion and in the event of a miscarriage or death of the child subsequent to childbirth, the employee may request an immediate assignment to a position. If there is a vacancy for which an employee is qualified, the City will assign the employee as soon as possible. C. Leave Without Pay for Child Rearing Leave without pay or other benefits shall be granted to an employee who applies for such leave prior to going on pregnancy disability leave, prior to adop- tion of a newborn baby, or in the event of the employee's spouse's death during childbirth. In all 11. other cases, leave without pay or other benefits may be granted to an employee for child rearing. ® The employee shall request such leave as soon as practicable, which shall normally be thirty (30) days prior to the date on which the leave is to begin. Such. request shall be in writing and shall include a statement as to the dates the employee wishes to begin and end the leave without pay. ® The duration of such leave for an employee with a newborn baby (natural and adopted) shall consist of no more than the remainder of the current fiscal year and may be extended for the following fiscal year. The extension of such leave may be granted, not/ to exceed an additional twelve (12) months. Child rearing leaves may be granted, in accordance with this section, for an employee with any child (other than newborn or newly adopted). 0 The employee is not entitled to the use of any accrued sick leave or other paid leave while such employee is on leave for child rearing. There shall not be a diminution of employment status for child rearing except that no employee shall be entitled to compensation, increment, nor shall the time taken on child rearing count toward credit for seniority. 0 In the event an employee is on leave for child rear- ing and the child dies, the employee may request an immediate assignment to a position. If there is a vacancy for which an employee is qualified, the City will assign the employee to a position as soon as possible. XVI. LONG TERM DISABILITY LEAVE Upon an employee qualifying for Long Term Disability Insurance benefits, in accordance with the requirements of the City's policy, the City shall determine whether to separate the employee from his or her position or to grant the employee a leave of absence without pay for any period up to three hundred and sixty-five (365) calendar days, or a reasonable extension thereof. If the City grants an employee a leave of absence without pay for any period and the employee s unable to resume work prior to or at the expiration of such leave, the City may subsequently separate the employee or grant additional leave. An employee who has been granted a leave of absence without pay may request and receive payment for any unused vacation time accumulated by the employee. The City will continue to pay insurance premiums provided by this Compensation Program for a disabled employee until the date upon which the employee is separated from City employment. The City will not separate an employee until he/she qualified for Long Term Disability benefits for a period of n~nety (90) days, except in those instances where the City employee agree to an earlier separation. has been at least and the XVII. Recreation Facilities and Pro, rams= Each employee shall be entitled to free admission to City recreation facilities. Each employee shall be entitled to free enrollment in up to five (5) recreational classes during a twelve (12) month period. Employees using City recrea- tion facilities and enrolled in City recreational classes shall engage in such activities on the employee's non-work time. Employee admission to recreation facilities and recreation classes shall be accomplished in conformance with the rules and regulations established by the Recreation and Community Services Department. XVIII. GRIEVANCE PROCEDURE Classified employees covered by this Resolution are eligible to invoke the Grievance Procedure as noted in Rule 14 of the City of South SanFrancisco Personnel Rules and Regulations Manual. XIX. DISCIPLINARY ACTION The City shall take disciplinary action against a classified employee following the procedures set forth in Rule 13 of the City of South San Francisco Personnel Rules and Regulations Manual. XX. ADMINISTRATION OF COMPENSATION PROGRAM A. This Management and Confidential Employee Compensation Program sets forth the full and entire compensation program for members of the Group and any prior or existing understanding or agreements regarding these matters, whether formal or informal, are hereby superceded or terminated in their entirety. In the event that the provisions of this Compensation Program are found to be in conflict with a City rule, regu- lation or resolution, the provisions of this Program shall prevail over such conflicting rule, regulation or resolution. B. The City Manager shall administer the Management and Confi- dential Employee Compensation Program and may establish such policies, rules and regulations as are deemed appropriate to the effective adminis- tration of the Program. Members of the Management and Confidential Employee Group shall comply with all such policies, rules and regulations as may be established by the City Manager. The City Manager shall be empowered to grant or to impose administrative leave without loss of pay or benefits for members of the Management and Confidential Employee Group for any purpose deemed by the City Manager to be appropriate to the circumstances. XXI. ANNUAL MEETING On a yearly basis, or more frequently if needed, and prior to making any revisions to this Resolution, the City will meet with members of the Management and Confidential Employee Group. ]3. APPENDIX 1 Salary Schedule Monthly Grade A B C D E F G H I J K L M N 15% Below 3655 3490 3310 3150 2990 2840 2690 2560 2430 2310 2190 2080 1980 1880 Control Point 4300 4090 3890 3700 3520 3340 3170 3010 2860 2720 2580 2450 2330 2210 15% Above 4950 4700 4470 4260 4050 3840 3650 3460 3290 3130 2970 2820 2680 2540 APPENDIX la Position Assig~ments to Control Point Grades Position Police Captain Assistant Fire Chief Superintendent of W.Q.C.P. Chief Building Inspector Senior Civil Engineer Superintendent of Public Works Battalion Chief Fire Marshal Police Lieutenant Superintendent of Facilities Maintenance Operations Supervisor W.Q.C.P. Fire Captain/Paramedic Purchasing Officer Coordinator of Labor Relations Coordinator of Personnel Services/Empl. Dev. Senior Planner Senior Building Inspector Operations Analyst Associate Civil Engineer Maintenance Supervisor W.Q.C.P. Accounting Officer Laboratory Supervisor Superintendent of Parks & Landscape Deputy Fire Marshal Police Records Supervisor Public Works Supervisor Accountant Public Works Supervisor/Electrical Associate Planner Park Supervisor Recreation Supervisor Secretary to City Manager Swimming Pool Manager Legal Secretary Deputy City Clerk Secretary II Secretary I Personnel Clerk Recreation Program Coordinator Grade A A A B B B C C C D D D D D D D D D E E F G G G H H H H H H H J L M M M N N N APPEI~'rX :~ CITY OF SOUTH SAN FRANCISCO Performance Evaluation/Compensation System for Management and Confidential Employees TABLE OF CONTENTS II. III. IV. Statement to Employee Policy Supervisor's Guide Performance Evaluation Form I. Statement to Employee Statement to Employee You're in Charge The City's Performance Evaluation Compensation opportunity to increase your own salary. The take advantage of this opportunity depends on you. System gives you the degree to which you Your day-in, day-out performance on the Job is the most important factor in determining how fast your salary can increase and how high it can be. For Sound Business Reasons - The basic purpose of the City's Compensation System is to help attract, retain, and motivate highly competent employees and to provide them with a strong incentive to excel. The key to attaining this goal is quite simple: Your pay should be based on your performance-on what you do and how well you can do it. Putting this basic policy into practice requires a well-planned and systematic approach to ensure that you and other City employees are compensated fairly and equitably in relation to your contribution to the City's success. Such a formal policy is necessary so that you know in advance what the ground rules are, and understand what influence your day-to-day performance has on your present and future salary. The new program is designed specifically to provide you and your fellow management employees with: - salaries that reward individual performance through salary increases based on periodic performance appraisals, - salaries that compare favorably with salaries for outside the City, similar positions - salaries that relate equitably to other salaries within the City, and - salaries that reflect changing pay trends and economic conditions are revealed through regular surveys by the City. You're in Charge Your performance will determine the salary incentives you will receive. Training Be assured that training will be provided to supervisors on how to uate your performance and conduct evaluations in a positive manner. the attached Policy and supervisor's guide carefully. eval- Read Should you ever have any concern regarding the manner in which the City's pay-for-performance plan affects you, speak with your supervisor or with the Labor Relations Division. The City wants you to understand how this program, which is so vital to your career with the City, impacts you. II. Policy Policy ~overning Performance Evaluation Compensation System for Management and Confidential Employees Purpose The purpose of the City's compensation system is to attract and the best available management and confidential employees and to and encourage high Job performance. retain reward Policy The compensation plan is based on the following principles: 1. External Marketplace Salaries should be similar to other cities with which South San Francisco competes for management and confidential employees. The external marketplace factor takes into consideration cost-of-living adjustments. 2. Internal Marketplace The City also evaluates positions internally to ensure that a proper spread exits between each management employee and the subordinate employees he or she supervises. The City will meet with any employee who does not feel that the internal salary spread for his/her position relative to subordinate employees is appropriate. 3. Performance Specific differences in performance are acknowledged through the salary incentive program. ANNUAL SALARY ADJUSTMENTS BASED ON EXTERNAL MARKETPLACE PRINCIPLE 1. Control Point Each management and confidential position is assigned to a control point. The annual control point for each position is based on the average compensation paid by other comparable cities for the equivalent or substantially equivalent position. At the time that this Resolution goes into effect, all employees currently at Step E and those employees hired or promoted prior to July 1, 1985 will have their salary adjusted to the control ~oint. Employees hired or promoted on or after July 1, 1985 who are currently below Step E will have their salary adjusted as follows: Step D = Control Point minus 3% Step C = Control Point minus 6% Step B = Control Point minus 9% Step A = Control Point minus 12% Employees hired after the implementation of this performance pay program, will be appointed at the minimum rate which is 15% below the control point for his or her classification. However, the City Manager may appoint a new employee at a rate higher than the minimum rate depending upon the employee's qualifications, and the needs of the City. Any employee hired or promoted at a salary below the control point will have any performance increase added to his/her existing salary to become his/her new base salary until such time as he/she reaches the control point. If after four (4) years the employee has not reached the control point, he/she will be automatically adjusted to the control point. 2. Annual Market Survey A market place survey will be conducted each fall and salary control points adjusted to become effective retroactive to July 1 of that year. the control points established on January 1, 1986 will be retroactive to July 1, 1985. This marketplace salary survey will be conducted using the five cities comparable to the City of South San Francisco in terms of geographic proximity, size and financial resources. The five cities surveyed shall be: Dal¥ City, Redwood City, San Bruno, San Leandro, San Marco. Salary comparisons shall be made of equivalent positions or substantially equivalent positions based on job content and levels of responsibility. A comparison of similar positions in all five cities shall be used for each position whenever possible, but a minimum of three comparisons is required. In the event that a position does not have comparable counter- parts in at least three of the five cities, the following cities shall be surveyed in the order listed until a total of three appropriate, compar- able positions is found: 1) Hayward, 2) Mt. View, 3) Union City. For each management and confidential position, the top salary steps of the selected comparable positions shall be averaged, and the average shall be the annual base compensation for the position. For the purpose of establishing the annual salaries of City positions, this calculation is assumed to include cost-of-living adjustments, and no additional cost- of-living adjustment will be made. In those instances where a sufficient number of comparable positions is not found, the City will establish the control point administratively, taking into account the internal market place and other relevant factors. SALARY INCREASES BASED ON PERFORMANCE In addition to the annual salary adjustment determined by the marketplace survey, employees may earn salary increases based on job performance. An employee's job performance shall be evaluated annually by his/her immediate supervisor. An individual will be eligible for a performance increase based on his/her overall performance rating on July i of each year as follows, except that probationary employees will be eligible after'six months employment and every July 1, thereafter. In those instances where an employee receives a six month probationary performance evaluation and increase in May or June of any year, he/she will not receive another evaluation or performance adjustment effective July i of that year unless there has been a noteworthy change in the employee's performance as determined by ~he department head. Points Earned Performance Salary Increase 97 - 100 Outstanding 15% 96 Outstanding 14% 95 Outstanding 14% 94 Outstanding 13% 93 Outstanding 13% 92 Very Good 12% 91 Very Good 12% 90 Very Good 12% 89 Very Good 11% 88 Very Good 11% 87 Very Good 10% 86 Very Good 10% 85 Very Good 9% 84 Very Good 9% 83 Very Good 9% 82 Very Good 8% 81 Very Good 8% 80 Very Good 8% 79 Good 7% 78 Good 7% 77 Good 6% 76 Good 6% 75 Good 5% 74 Good 5% 73 Good 4% 72 Good 3% 71 Good 2% 70 Good 1% 60-69 Average Control point: 59 and below Unsatisfactory Control point for current employees or appointment rate for new employees Within the percent ranges shown above, the employee's supervisor has the discretion to recommend performance increases. Performance increases are not automatically retained from one year to the next; regualification is necessary each year. It will be the City's standard practice, whenever possible, to evaluate the lower ranked employees in a department first, followed by an evaluation of the employee's supervisor, through each succeeding higher rank in the department. The immediate supervisor's performance increase recommendation shall be reviewed and approved by the Department Head. The Department Head's recommendation shall be reviewed and approved by the City Manager. An employee may appeal his/her evaluation, in writing, to the City Manager within ten (10) working days after acknowledging, in writing, the receipt of the evaluation. Performance Evaluation System Each employee shall be formally evaluated by his/her immediate supervisor on an annual basis. A performance evaluation form shall be developed by the City for each position. The factors evaluated shall include: Per- formance of position duties as outlined in position Job description; administrative supervisory responsibility; human relations supervisory ability; adaptability; and personal relations. A weighted numerical rating system shall be established for each element of the factors listed above. The factors to be evaluated for each posi- tion shall be determined by the City. The weight accorded to each factor based on its relative importance to overall job performance for each position shall be determined by the City after a discussion among the supervisor, the employees in each class and the Labor Relations/Personnel Division. Performance Evaluation Rating System Before the employee is rated, the weight to be accorded to each factor to be rated shall be assigned according to its relative importance to the position (Unimportant = 1; Very Important = 5). The weight factors shall be in place before the employee's rating begins. The employee will then be rated on each factor by using a rating scale of 1 to 10 (1 = unaccept- able performance; 10 = outstanding performance). The performance rating is then multiplied by the weight factor for a total rating. The final employee total performance rating is an average of each of the above categories. UNSATISFACTORY PERFORMANCE An employee whose performance is unsatisfactory should be notified orally and/or in writing, as appropriate, by his/her supervisor as early in the appraisal period as possible. A permanent employee who receives an unsatisfactory total performance rating shall be re-evaluated within 120 calendar days of the date of the first unsatisfactory evaluation. If the employee's performance has not improved to an "average" total performance rating, the employee shall receive up to two additional remedial performance evaluations at 120 day intervals. After up to three consecutive unsatisfactory remedial evaluations, the employee's supervisor shall notify the employee, in writing, of his/her intention to recommend that the employee be removed from his or her position for unsatisfactory job performance. Removal from a position may include termination from City employment, demotion to an available posi- tion which may become available as a result of his/her position becoming vacated and which the employee is qualified to perform, or other discip- linary action. The employee shall have the right to appe&l to the City M&nager, City Manager's designee, to respond either orally or in writing ten (10) days of the date of the supervisor's recommendation. or the within The City Manager, or designee, shall consider the employee's response and within ten (10) days, the City Manager, or designee, shall notify the employee, in writing, of his decision to accept, to reject, or to modify the recommendation. Within fifteen (15) days of the City Manager's, the employee may file a written appeal to the decision of the Personnel Board shall be final. or designee's decision, Personnel Board. The The employee's failure to respond within the timelines, to be a waiver of the right to further appeal. shall be deemed ~II. SUPERVISOR'S GUIDE SUPERVISOR' S GUIDE TO PERFORMANCE APPRAISAL INTRODUCTION Performance appraisal is a major part of what you do as a supervisor. Performance appraisal is an ongoing,day in and day out process. The appraisal form and this guide are tools and techniques for you to use. Employee appraisal is something you actively do to direct, motivate, reward and otherwise supervise your employees. As a supervisor, if your employees do not usually do their job well, then you are not doing your job well. If you are not aware that your employees are not doing well, they you are not doing your Job as their supervisor at all. On the other hand, recognizing and acknowledging superior performance is equally as important. This guide and the Performance Appraisal Report Form is intended to help yo do your job. As a supervisor, you can aid in employee development in many ways. Developmental activities attempt to expand individual awareness of problems and the abilities to solve them. Through employee development, the City's employees acquire new skills, conceptual tools, and human abilities to solve organizational problems. Through performance appraisals you can help your subordinates plan for their own develop- ment. Guiding Principles The City's Performance Evaluation/Compensation System is based on these principles: 1. Employees ought to be assisted in improving their skills for their benefit and for the benefit of the City. A major responsibility of the demonstrate a concern for the employed by the City. City's supervisors, is to development of the people The supervisor plays a key role in the City's Performance Evaluation/Compensation System for management employees by assigning the level of salary incentive an employee will earn. Both supervisor and employee share getting the job done. the responsibility for ~oals The goals of the City's performance appraisal program are: To reach an understanding as to who is responsible for getting different phases of the Job done. To reach an understanding of the performance standards for the duties performed, insuring that employees know what is expected of them and how well they are meeting these expect- ations. To assist the employee to develop his/her abilities to the fullest extent possible, maintaining strong Performance skills, and strengthening weak skills, and to provide employees with notice of unsatisfactory performance. ® To improve employee-supervisor opportunity for employees to problems, and make suggestions. relationships, providing an express concerns, discuss 5. To reduce areas in which friction and concerns may arise. To integrate the City's budget program and performance goals and objectives with the performance expectations and evalua- tion of managers responsible for specific budgetary programs. 7. To motivate superior job performance. 8. To properly compensate an employee based on his/her performance. Each supervisor's performance appraisal activities employees in the following ways: support their - To inform employees about their actual job duties, responsbilities, and the expected performance criteria against which they will be evaluated; - To inform employees their supervisor; about how their performance is perceived by - To articulate and document the employees performance. supervisors' appraisal of their - To permit active participation by the employee in the appraisal process. - To aid and support supervisory decision-making for employees regarding probationary status; job assignments; dismissal; promotion and salary incentive pay. When to Conduct ~ Performance ADDrais&l Conduct a performance appraisal at least twice during the probationary period. An employee is eligible for an incentive increase after six (6) months of employment and every July i thereafter, as descrobed in the Policy Governing Performance Evaluation Compensation System for Manage- ment and Confidential Employees (Appendix 2, No. II of this Resolution). · Reducinq the Effects of Bias This guide describes the procedures and techniques available to document actual workplace behaviors. Certain bias effects and methods to reduce the effects of bias on your appraisal of your employees' performance will be given. Everyone's major concern with appraising employees' performance should be fairness. The concern with fairness centers on developing methods to make appraisal less subjective. The nature of being human entails our having a measure of favorable or unfavorable feelings towards other people. Because appraisal is a human process, some element of subject- ivity is inherent in the appraisal process. It is difficult to be neutral. Therefore, it is important that we work to understand and control our human biases in order to be as fair as possible. Methods to identify and ward off the subtle feelings which can sway your judgment are discussed below. Avoiding Typical Appraisal Errors Organizational following most anyone. psychologists have researched and categorized the common appraisal errors. These errors can be made by Halo Effect: Rating your employee excellent in one quality which influences you to give your employee a similar rating or to rate your employee higher on other qualities than actually deserved. The halo effect is thtendency to generalize from one specific employee trait or behavior to other employee characteristics. For example, a person who is always willing to help other workers may receive a higher rating than s/he deserves in areas not related at all to willingness to help coworkers. Or, the person who has recently solved an important departmental problem receives high ratings on every factor being rated because of the recent success in problem solving. The halo effect tends to blind you to shortcomings in the person being rated. Horn Effect. Rating your employee unsatisfactory in one quality which influences you to give your employee a similar rating or to rate your employee lower in other qualities than actually deserved. The horn effect blinds you to strengths in the person being appraised. For example, a person who consistently argues with his/her boss over job assignments may be appraised below standard in all areas of job performance because of their argumentativeness. Or, a person with an unpleasant personality receives low ratings on every factor because they are difficult to get along with. Centr~l Tendency. Providing an "average" for all performance factors. This is the most common and serious kind of error. Since most employees do perform around a standard or average, it permits an easy escape from making a valid appraisal decision. The central tendency error occurs when you do not use either end of the performance appraisal scale. This results in most, if not all, of the ratings falling into the middle of the scale. The central tendency error is most likely present when 90% or 100% of your ratings are in the middle category. Negative Leniency. Rating your employees lower than other normal or City supervisors would; being overly harsh in your employees' performance qualities. average rating Positive Leniency. Rating your employees higher than the normal or average supervisors would; being overly loose and easy in rating employee performance qualities. Positive and negative leniency refer to your frame of reference. Positive leniency is the tendency to be overly easy in rating by giving too many high ratings. Negative leniency refers to the tendency to be too severe, giving too many Iow ratings. As a general rule, if more than 25% of our ratings are in the top two rating catego- ries, (outstanding or very good), you may be rating too easily. If more than 25% of your ratings are in the bottom two categories (average or unsatisfactory), you may be rating too harshly. (It is not an error, however, to give either high or iow ratings when those ratings are deserved.) Latest Behavior. Rating your employees by their most recent failing to recognize most commonly demonstrated during the entire appraisal process. behavior; behaviors Initial Impression. Rating your employees on first impressions; failing to recognize most commonly demonstrated behaviors during the entire appraisal period. S~milar To Me. The "similar to me" error refers to the tendency to give slightly higher ratings to persons who are similar to your attitudes, education, income, interests, etc., than to persons who are not similar. This error becomes more important as the differences between you and your employees increase. If you rate in terms of a stereo- type, a "similar to me" error is probably being made. Contrast Error. The contrast error takes a number of different forms. It occurs when employees are rated relative to each other rather than on the basis of your performance standards. For example, if both Mary and John are outstanding in their report writing performance factor, with Mary being better than John, a contrast error would be to give Mary the outstanding rating and John the next lower rating even though he deserved the outstanding rating too. Performance appraisal is not a competitive contest in which one of your employees is ranked or judged against your other employees. You are to measure your employees' performance against the work standards which you set for them, not some standard set in coincidence with the performance of one of your other employees. Spillover Effect. Allowing past performance appraisals of your employee to unjustly influence your current appraisals. Past perform- ance appraisals, good or bad, should not result in similar appraisals for the current period if your employees'demon- strated behavior does not deserve the appraisal, good or bad. Some ways to reduce these "Errors" include: - Ask yourself if your employee has done anything particularly good or bad in the last few months. - Ask yourself if your employee has a very pleasant or unpleasant personality. - Be thoroughly familiar with all of the performance Know how the factors differ from each other and why important for the job. factors. they are - Avoid cataloging people. Ask yourself if the person is being appraised as a particular employee or based upon a stereotype for a whole class of people. e Resist the urge to return to employees who have already been appraised and change their appraisals because the standards have changed since the rating was given. Employees should be appraised against your Job standards and not against each other. - Study being alert friend. the appraisals given to determine if higher appraisals are given to employees who are similar to you. Be particularly for this problem if the employee being appraised is a good - Study your appraisals to see if lower ratings are being your employees who are very dissimilar to you or who are by you. given to disliked - When giving an appraisal of "on standard" ask yourself appraisal is based on actual performance. if your - Remember that most employees will fall into either the second or the fourth of the five rating categories for at least a few of the criteria. - Remember that few employees are either outstanding factory at everything. or unsatis- Take Notes for Memory and Documentation The most effective way to avoid these appraisal errors is to maintain accurate records of your employees' performance. Therefore, it is a good idea to keep a note pad handy for noting and briefly describing your employees' behaviors that you may want to describe in greater detail at some more appropriate time. It is essential that your identification of workplace behaviors be as accurate as possible. The passage of time clouds human memory, events become blurred, and other emotions blunt awareness of what actually happened. One of the best ways to keep past performance as fresh and accurate as possible is to document job related behavior as it occurs. Direct observations are better than those that you get from second or third-hand sources. This does not mean that it is improper to use hear- say information; it just means that it is not as good as what you observed yourself. There are times when it is impossible or impractical to be in the right place at the right time to see your employees' behavior through first-hand observations. Your material documenting employee behavior must be available and open to your employees' review. Documentation is not an opportunity for unsup- ported innuendos or rumors; it is an opportunity for you to state the facts for the record. Development and Weighting of Criteria The City's Performance Evaluation/Compensation System is unique in that it provides the employee and the supervisor with maximium partic-ipation in establishing the performance criteria. A.performance evaluation form is developed by the City for each position. The factors evaluated include: Performance of position duties as out- lined in the Job description, administrative supervisory responsibility, human relations supervisory ability, adaptability, and personal relations. A weighted numerical rating system is established for each element of the factors listed above. The factors to be evaluated for each position are determined by the City. The weight accorded to each factor based on its relative importance to overall ]ob performance for each position are determined by the City after a discussion among the supervisor, the employee in each class and the Labor Relations/Personnel Division. Performance Evaluation Patina System Before the employee is rated, the weight to be accorded to each factor to be rated is assigned according to its relative importance to the position (Unimportant = 1; Very Important = 5). The weight factors shall be in place before the employee's rating begins. The employee will then be rated on each factor by using a rating scale of i to 10 (1 = unacceptable performance; 10 = outstanding performance). The performance rating is then multiplied by the weight factor for a total rating. The final employee total performance rating is an average of each of the above categories. The Labor Relations/Personnel Division will be responsible for coordinat- ing the development of the performance evaluation form for each position with due regard to the wishes of each party involved. The Appraisal Session You probably conduct informal performance appraisals of your employees almost daily. Everytime you tell an employee s/he did an outstanding, acceptable or unsatisfactory job; informal appraisal has occurred. Formal appraisals refer to those times when you produce a written perfor- mance appraisal and review the appraisal with your employee. Just as the primary purpose for performance appraisal is to increase productivity, the primary objective of the face-to-face appraisal inter- view is to develop your employees' job performance. The appraisal inter- view should not be viewed as an opportunity for you to sit in judgment of your employees. Your intent is to help your employees. Your intention to help (rather than to change) your employee establishes a mutual interest between you. When your employee accepts you as a helper, s/he is more willing to describe the nature of his/her difficulties with the job. As work problems are defined, the interview can turn toward exploring and evaluating solu-tions. Thus, the central question is, "what can be done to help our employee work better?" Effective appraisal involves face-to-face interaction between you and the person you are appraising. At an appraisal session, anything may happen at any moment. The session maybe extremely uneventful, with your employee's response being merely an occasional nod of the head or an appropriate yes or no. On the other hand, the employee may take a major exception to your analysis of behavior, with the result being a bitter and hostile confrontation. Because it is difficult to predict the way in wkich an appraisal session will go, the first requirement for conducting an appraisal is to do the necessary homework to prepare carefully for the session. Before you Beoin - Preparing yourself for a performance appraisal review. Do your "homework." You, as do most supervisors, have minimal amounts of t--[me available for involvement in the Performance appraisal process. Possibly the most time-consuming activities relate to preparing for and conducting the performance review. In preparing for the reivew, you must gather all the information that has any bearing on the appraisal discus- sions. Your appraisal information must be carefully analyzed, and the various events that took place during the appraisal Period must be ident- ified. You should gather enough infor-mation in order to= Give specific dates, times and places of your employee behaving as your appraisal suggests; state how frequently your employee behaves in the manner indicated; state how the indicated behavior affects job performance; and state how the indicated behavior is beneficial or detrimental to the City. Develop an agenda for the meeting. Your agenda should identify the major points to be discussed during the interview. You can hand the agenda to your employee who, in turn, can review it and make additions or deletions regarding topics to be discussed. This provides an additional dimension for facilitating your employee's awareness of what to expect and how to prepare for the coming meeting more effectively. Allow sufficient time to conduct the review. It is not fair to either you or your employee to terminate an uncompleted review because of another commitment. Because of both the importance and sensitivity of the performance review, it does not make sense to cancel a review or even to make your employee wait because of other job requirements. Any of these things can happen, but good planning can keep cancellations or delays to a minimum. Where to do it - the physical setting. Preceding the actual meeting, you should reserve a room that will enhance your interviewing and counseling success. The basic requirement is a private room in which you and your employee can discuss the issues at hand in total confidentiality, preferably with NO outside interruptions. If it is desirable that your employee discusses personal feeling and points of view, he or she must feel secure that you alone are hearing what is said and that the confidentiality of this information is well defined. There should be no distractions, such as the ringing of the telephone, interruptions by a secretary, or a jovial "what's new?" from a passing colleague. How to start off - what do you say? A brief but thoughtful introduction to the review session may make the difference between a successful and an unsuccessful performance e review. The employee frequently enters the session apprehensively. YOu should put your employee at ease as quickly as possible. The roo~ should have comfortable chairs. If possible, a desk or other physical barrier between the appraiser and appraises should be avoided. A moment or two for some light conversation will break the ice. There should be a brief discussion about what is to be acco~plished during the session. You should invite and explan how your employees' views can influence the results of the meeting. A simple statement like, "I realize that there are always two sides to every story, and X certainly would like to know your side when you think it is appropriate," will underscore a desire for your employees' participation. Then What? - the main part of the interview. During this part of the review session, a flow of questions, responses, unsolicited statements, and many nonverbal communications will facilitate accomplishing the reason for the meeting. In addition to identifying information to be provided and requested, the opportunity for success can be improved by employing empathy, job related questions, problem solving, good listening habits, and observation. Empathy. This quality is essential in conducting a performance review, but there is truly no place for sympathy. This is not the time to hide performance failure behind a situation that requires compassion. This does not mean that it is possible to eliminate the sad story. When it arises, you should listen courteously, and, as soon as possible, redirect attention to the subject at hand - work-place behavior and what can be done in spite of certain unsatisfactory events. On the other hand, empathy - understanding why a person behaves in a certain manner, seeing something through the eyes of the other person - gives you a better understanding of why and how certain things transpire to cause unaccept- able workplace behavior. Job Related Ouestions. The successful approach to interviewing and counseling requires that you ask the right questions at the proper time. The right questions provide structure for the review session. Questions that may increase the accuracy, scope, and relevance of information fall into three major categories: Job satisfaction, and job opportunities. The following questions focus, in one way or another, on job performance, performance requirements, and possible barriers to acceptable performance. Remember you should ask only one question at a time; phrase the question in simple, understandable words; keep the question as brief as possible - a general rule is that any question over two sentences is too long; be as specific as possible; keep the question in as positive a vein as possible; and when possible, avoid questions that permit a yes or no response. Throughout the review, you should be sure to follow up on any leads provided by the employee. A "why" question may be useful in further investigating a specific point. Job Assignment Questions Which of your job responsibilities and duties do you feel you are unable to perform in a satisfactory manner? 10. What ~esponsibilities and duties are you currently performing that are n6t included in your Job description? What responsibilities and duties are you not currently performing that you feel you should be performing? Which of your responsibilities and duties do you feel shuld be performed by someone else? What difficulties, if any, have you had in meeting the goals we have set? These questions provide a nonthreatening, Job-focused opening to the review discussion. Job Satisfaction Ouestions What do you find most enjoyable in what you do? What job activities do you find most difficult to perform? What do you find most demanding about your job? What do you dislike about your job? Who provides you with the most support in doing your job? What troubles do you have with getting cooperation of others on the job? Ouestions Concerning Job-Related Opportunities What additional job-related support from me would you like to have? What types of training would you like to receive? What additional resources or support can the City provide? Do you desire or are you seeking a promotion? to what position? Where? When? Are you prepared/ready for a promotion? What promotion assistance do you need? What do you want from your job? The questions that you ask determine, to a large extent,the responses that you will receive. Some of the previously listed questions can be answered with a simple yes or no. To elicit a more in-depth response, you may ask for more elaboration. The open-ended question (one that does not require a specific response but permits the respondent to develop his or her own answer) will usually provide better and more useful information. Open-ended questions re- quire answers that are more time-consuming than questions that may be 11, answered with a yes or no. P~oblem Solvinq. A major purpose of the appraisal review is to assist in the identification and definition of problems that affect the performance of your employees. Successful problem solving relates directly to the ~uality and quantity of available information about the problem. Every- thing discussed in this guide involves gathering, extracting, analyzing, and summarizing performance-related information. Both you and your employee must realize that you are part of the problem as well as part of the solution. The review session should build rapport and trust. When employees understand and appreciate that there is an opportunity for improving an unsatisfactory work problem, there is much greater chance that they will feel encouraged to elaborate on the problem to develop their own solutions. There are at least four (4) areas which can be explored to improve your employees' performance: - Your employee changing behavior. - Changing job procedures. - Changing your pattern of supervision. - Providing additional or improved organizational support in the form of tools, equipment, supplies, cooperation of fellow workers, staff, training, and/or working conditions. Try to limit your influence and work to stimulate your employee to think and offer his/her own remedies or solutions. Be willing to accept, for consideration, all ideas that your employee brings up. Your function is to discover your employee's interests so that you can respond to them and cause your employee to examine her/himself and her/his job duties. To accomplish these things, you must set your own viewpoint aside and try to see the job as the employee sees it. If your employee's ideas seem impractical, you should explore the views expressed more thoroughly, using ques- tions to learn more specifically what your employee has in mind. Often the ideas that are difficult to accept are ones that are mis- understood or viewed with different values. Communication tends to be unsure until you and our employee's background, attitudes, and experiences are mutually understood. Good Listening Habits. To be an effective appraiser, it is important for you to be both a willing and a skilled listener. It is not easy to get a subordinate with a problem to open up and to describe areas of conflict. The ability to encourange subordinates to talk requires an active interest in them as unique individuals and in their problems, a feeling on the part of our employee that you really want to be of assistance, and an understanding of the situation so that you can ask the right ques- tions at the right time. Remember if you are talking, it is difficult to hear what your employee is saying. i2, The f~llowing is a list of guidelines to constructive listening: - When your employee has something on his or her mind, you should allow that person to talk it out. You should not respond with sharp answers or identify the unreasonableness of the statement. - You should minimize, even set aside, to your employee's problem. the use of any clever retorts You should restrain the natural impulse to be curious and to asking questions that show a bias. Your employee may later answering such questions. avoid regret - If feelings or emotions become the center of discussion, they should not be abruptly dismissed. Discouraging the expression of emotional issues can inhibit your employee's ability to work with and relate to critical problem areas. - Violent and deep-seated negative expressions require understanding rather than judgment. If possible, your employee should be permitted to develop his or her own solution to the problem. - Although it may be difficult to be silent, you should speak as seldom as possible. A few seconds of silence may frequently be appropriate. The expectant pause is one of the ways by which to indicate a sympa- thetic willingness to hear more - along with acceptance of the fact that your employee does not have to say anything. - New ideas should not be introduced nor should the direction of the conversation be changed. It is perfectly acceptable to repeat what your employee has already said. A slight rephrasing of the topic may assist your employee to realize what he or she has been saying. - You should not moralize. The role of the listener is not to make the speaker over in his or her image. The listener should not only avoid saying, "You're wrong," but also refrain from saying, "The other person is wrong." - Acceptance does not require agreement. It is not necessary to say, "I think you are absolutely right." Possibly the only thing to say that is worse is, "I think you are absolutely wrong." - A trap to be avoided is Constructive listening leads the best approach. giving advice on personal matters. the employee into deciding which is Observation. If you pay attention, you will notice that your employees constantly give both verbal and nonverbal clues regarding their under- standing and acceptance of a specific problem under discussion. You must watch for these clues in order to determine when further clarification is required or when an issue is understood. Your actions affect the quality of the review. Are your eyes focusing on 13. your employee, on a sheet of paper, or out the window? Your questions, responses, and body movements also send a special message that may intim- idate or inhibit your employee, which, in turn, may affect his or her response. Completing th~ Performance Appraisal Report 1. Fill out the employee's name, the reporting period, and the reason for the report. 2. Review each duty from the Job description appearing on the per- formance evaluation form and assign the appropriate performance rating (1 - unacceptabl, to 10 - outstanding)· Multiply the figure times the weight factor previously established. This will equal the total rating· 4. Multiply 10 times the weight factor to get the total points possible. ® Complete all the relevant sections pertaining to Personal Relations, Administrative Supervisory Responsibility, and Human Relations Super- visory Ability. Add the ratings for each sub-factor and divide by the number of factors to get an average rating. Multiply this figure times the weight to get a total rating. Then, multiply 10 times the weight factor to get the total points possible. Review the goals which you and the employee had agreed upon for this current rating period, and list them on the report, if they are not already listed. Then, assign the rating and multiply times the weight factor to get the total rating. Determine the future goals which you expect the employee to meet during the next appraisal period. You will want to discuss these with your department head to get his/her ideas before reducing the future goals to writing. You should also be aware that the future goals may be revised some- what, at the time you discuss them with the employee. Remember, goal-setting is a joint process between you employee. His/her thoughts and suggestions should be given consideration. Be flexible within reason. and the careful Provide a narrative description for any part of the appraisal which needs further elaboration. Add up the total points earned on the appraisal report and the total points possible. Divide the total points earned by the total points possible to get the Employee Total Performance Rating. 10. Once you have given the employee a copy of the rating form and have concluded the evaluation, have him/her sign and date it and provide any comments s/he wishes in the Employee Comments Section· 14. 11. 12. 13. Fill in your recon~ended performance adjustment for the employee using the percentage spread listed in the Performance Evaluation/ Compensation System policy (Appedndix 2 No. I! of this Resolution). Then sign and date the form, and route it to your Department Head. The Department Head will either recommend the same performance adjustment increase or will revise it using his/her best Judgment. He/she will sign and date it and route it to the City Manager. The City Manager will award the performance adjustment to the employee and will sign and date the form, sending the original to the Personnel Division with copies to the department head, the supervisor, the employee, and the Labor Relations Division. Checklist - Summary of Some Helpful Suggestions Beginning the Performance Appraisal Review Period - Advise your employees that their performance will be Let them know your appraisal schedule. - Assure that your employees know what you expect accomplish and which performance factors and important to performing their assigned work. During the Performance Appraisal Review Period - Observe your employee's performance and behavior. appraised. them to behaviors are notes related to your - Note (in writing) specific employee behavior. - Continually "coach" your employees on their performance. them get the job done. Immediately Before the Face-To-Face Performance Appraisal Interview - Advise your employees that their appraisal interview pending. - Plan the interview. Review your employee's performance. - Get a copy of the Performance Evaluation form. - Review the material in this guide. - Complete the Performance Evaluation form. - Reserve a private meeting place. Help is 15. Durin~ the Interview - Minimize Wasted Time. Courtesy and friendliness but time is a precious coi~odity. Use it wisely. are essential - Pause. Yes, tLme is valuable. But a pause here and may not only be refreshing but critical, allowing parties to regroup their thoughts and to move ahead. there both - Listen a~d Observe. saying. Focus on your employee and what s/he is - Orient and Clarify. Keep the review on the clarify, repeat a statement or ask a question. subject. To - Keep a__n Open Mind. Do not decide an issue until all the information is at hand. Be careful not to be overly influenced by unfavorable information. - Summarize. At appropriate times, summarize what has transpired. Increase the likelihood that everyone is on the same wave length. - Follow-Up. Fulfill all obligations made during the review. not make promises that cannot be kept. Do - Avoid Bloodbaths. Be careful with the information gathered in a review. Do not betray a confidence. Your reputation for integrity is at stake. This is where confidence and trust begin. - Above all, remember that your employee is also a manager, just like you. Treat him/her with the courtesy and respect a manager deserves. Your employee has been entrusted by the City to perform a vital and important function. He or she needs your support in order to get the job done effectively. More importantly, he/she relies on you to assign the incentive the employee receives with due regard to the actual performance. This is one of the most important responsibilities facing you as a manager. Treat it with the seriousness it warrants. 16. IV. PERFORMANCE EVALUATION FORM CITY OF SOUTH SAN FRANCISCO PERFORMANCE EVALUATION FORM FOR MANAGEMENT AND CONFIDENTIAL EMPLOYEES Employee ' s Name Employee ' s Title Reporting Period Reason for Report From (Date) To (~:Mte) Probationary 1st Remedial 2nd Remedial 3rd Remedial Other Rating System Performance Rating x Weight Factor = Total Rating 1 (unacceptable) - 10 (outstanding) x i (unimportant) - 5 (very important) = Total Rating 10 x Weight Factor = Total Points possible Duties From Job Description Performance Weight Total Rating ~ Factor 5 Rating Total Points Possible 1. X Comments: 2. X -- Comments: 3. X ---- Comments- 4* X Comments: Duties From Job Description Performance Weight Total Ratin~ ~ Factor Ratinq Total Points Possible Se X Comments: ® x Comments: ® x Comments: Se Comments: x x Comments: 10. x Comments: Personal Relations: Weight Factor Average Rating (average of ratings below) x weight = Total Rating 1. Relations with executive managers 2. Relations with other management employees 3. Relations with subordinates 4. Relations with members of the public Performance Ratino Average Total Rating Weight Rating Comments: x = Total Points Possible Administrative Supervisory Responsibility: Weight Factor Average Rating (average of ratings below) x weight = Total Rating 2. 3. 4. 5. Planning and assigning work Giving clear instructions Making decisions Basing decisions on appropriate facts Delegating responsibility Performance Rating Average Rating x Weight Total Rating Co~ments: Total Points Possible H~man Relations Supervisory Ability Average Rating (average of ratings below) x weight = Total Rating 1. Approachability by subordinates 2. Fairness and impartiality 3. Training and developing personnel 4. Maintaining morale 5. Maintaining discipline 6. Effectiveness in planning with other management employees Comments: Average Rating x Performance Ratin~ Weight Total Rating Total Points Possible Accomplishments of Past Period Goals Comments: Average Rating Weight x Total Rating Total Points Possible FuZure ~oals Ratin~ Summary Total Points Earned (Divided by) Total Points Possible (Equals) Employee Total Performance Rating: I hav~ read and received a copy of this evaluation, and my supervisor h~s discussed it with me. - - Employee Comments: (attach additional page(s), if necessary)' Employee Signature Date Performance Adjustment Recommendation: Supervisor/Evaluator Signature Date Performance Adjustment Recommendation: Department Head Signature Date Performance Adjustment Awarded: Approved: City Manager Signature Date e