1. Position Descriptions
Performance Evaluations
July 2009 1

2. Lynne’s goals for this session:
 Staff understand importance of the position
description and feel accountable for helping to update
it accurately
 Staff are comfortable with the performance appraisal
process and feel responsible for providing feedback for
the annual meeting
 Staff understand the expectations of their jobs
through these documents.
July 2009 2

3. More specific learning goals:
 Position Description  Performance Evaluation
 Understanding:  Philosophy
 Significance  Budget implication
 Connection
 Pleasant experience
 Attention:
 Details
 Accuracy
July 2009 3

4. AKA Job Description
Catawba County defines the Position Description as:
“… an official document describing the duties and
responsibilities of a position.”
July 2009 4

5. Why do we need position descriptions?
 Communication
 Employer expectations
 Job duties
 Responsibilities
 Equipment used
 Qualifications needed
 Relationships with other positions
 Hiring process
July 2009 5

6. In Catawba County Government, how is it used?
 1/3 classification study
 Position classified correctly?
 Position compensated fairly?
 5 things can happen as a result of this study:
1. Correct as Classified – grade and title are appropriate
2. Upgrade – position is moved to a higher grade as a result of the pay
study
3. Reclassification – title is changed and the position is moved to a
higher grade normally based on significant changes in duties and
responsibilities.
4. Title Change – only the title is changed to more appropriately
reflect the duties of the position
5. Downgrade – position is moved to a lower grade based on pay
study and/or changes in duties and responsibilities. Title may also
be changed.
July 2009 6

7.  Look at a sample.
 Why might it be important to be detailed and accurate in
describing your duties?
 What should you do if one of your duties changes?
 How often should you look at your job description?
 Reality check: How often DO you look at your job
description?
 How many of you could pull out a copy of your job
description right now if someone asked you to?
 In the past, many of us just looked at this document every 3
years. Let’s do this every year at your annual evaluation.
July 2009 7

8. AKA…Oh no…it’s that time again!
Catawba County philosophy of the evaluation system:
“… a means of communication about issues concerning an
employee’s performance.”
“Employees should be given every opportunity to succeed.”
July 2009 8

9. Why do we need an evaluation system?
 Catawba County lists the goals of the system:
 Uniform & equitable basis for appraising performance.
 Clarifies responsibility of a supervisor to make sure that
performance goals are met.
 Provide guidelines that are fairly & consistently applied
to everyone.
 Identify training & development needs.
 Provide direction to below-standard performers.
July 2009 9

10. The county uses a “weighted system.”
All employees in the same classification are evaluated on the same
“Performance Factors” with the same “weight.”
Weight
Librarian: Performance Factor
Adherence to Policies .10
Attendance .10
Coaching
Communication .15
Customer Service
Initiative .10
Job Knowledge, Skills and Abilities .20
Judgment .10
Leadership
Quality of Work
Productivity
Safety .05
Working Relationships .20
July 2009 10

11. Each of us has personal outcomes
that guide what we should be doing
during the year.
July 2009 11

12. Why or why not?
July 2009 12

13. Reality check: The Budget Implication
 When pay increases are tied to performance evaluations,
Catawba County has budgeted enough dollars for 70% of
workforce to “exceed.”
 What does “exceeds” mean?
 Exceeds expectations criteria for quality, quantity and timeliness;
requires the employee to consistently achieve results beyond that
which is expected for the position.
 Expedites work activities. Does not procrastinate or cause
obstacles/delays to work output or others.
 Plans work in advance, anticipates problems and takes appropriate
actions. Thinks beyond duties of the job. Envisions the results and
anticipates impact of projects/assignments when completed.
 Consistently receives favorable, valid comments from peers and
outside contacts.
 Sought out by others for their guidance and expertise.
 Seeks additional activities voluntarily to expand job knowledge and
scope. Consistently demonstrates a genuine willingness to do more
than is required. Exceeds standards for attendance.
July 2009 13

14.  What does “meets” mean?
 Meets all expected criteria for quality, quantity, and
timeliness of work assignments.
 Does a complete and competent job. Performance is
what is expected of a qualified and experienced person
in the assigned position.
 Accurately expedites work activities for normal flow of
work output for self and/or others. Demonstrates talent
and skills to handle new assignments within scope of
position. Rarely receives valid negative comments or
complaints about work performance from outside
contacts.
 Meets standards for attendance. Rarely late to work.
Requires only occasional supervisory direction or
guidance.
July 2009 14

15. So how can you
help to make
the evaluation a
more pleasant
process?
Has your
supervisor ever
asked you to
provide a report in
preparation for
your evaluation?
July 2009 15

16. July 2009 16

17.  Help your supervisor remember the value that you have
brought to the organization during the year.
 Look at your job description and update it.
 Prepare a report for your supervisor:
 Show what you have done during the year and gives examples of
anything that you did that might place you in an “exceeds” category.
 Include copies of special things that you have done such as booklists
or brochures, or special projects that you might have worked on.
 Provide copies of complements you have received from your
customers and your coworkers.
 Highlight special achievements or awards that you might have
received.
 Tell about any workflow or process improvements you might have
created that saved the county time or money.
 Include anything else that you think should be considered.
July 2009 17

18. Some questions:
 How can supervisors fairly manage this process when
we only have a finite number of dollars to reward staff?
 Do you see a connection between the position
description and the performance evaluation
documents?
 Might you do anything differently in the future with
your position description? In preparation for your
performance evaluation?
 Is there anything else that supervisors can do to help
you with these documents and processes?
July 2009 18

19. July 2009 19