Managing Employee Performance

Annual Performance Evaluations

Select the appropriate form

Performance evaluations for all classified (represented and non-represented) staff must be completed at least annually, and shall be based on job-related performance. Use the state’s Performance and Development Plan (PDP), for classified performance evaluations. The PDP consists of two parts – Expectations and Evaluation.

Performance evaluations for exempt employees should also be completed at least annually. Use the Highline College Exempt Staff Annual Performance Evaluation Form. 

Prepare the review

Start by asking the employee to update their  job description (it really helps if they use track changes in Word) and compile a self-evaluation with the following information:

• Key accomplishments from the past year
• Areas in which you could improve
• Goals for the coming year
• Professional development opportunities (classes, conferences, training)
• Organizational support
  • Classified employees: Part 3 of the “Expectations Performance Development Plan” is optional and to be completed only by the employee. This section allows employees to make suggestions as to how your supervisor, co-workers, and/or agency management can better support you in your present job and future career goals.

Use the employee’s self-evaluation to draft the evaluation. The feedback you provide in the evaluation should be specific. You may choose to send the draft evaluation form to your employee before the two of you meet. 

NOTE: The pandemic has proven that time spent in the office is not stand-alone measure of an employee’s performance. Performance should be evaluated based on the employee’s productivity, contributions to the organization, and their reliability. 

Conduct the evaluation meeting

At the performance evaluation meeting, discuss the evaluation. Go over each point and allow time for the employee to offer their point of view. Make edits to a hard copy as you work your way through the conversations.  

After the meeting

Make revisions to the form based on the performance review discussion. Provide the form to your employee for their final review and signature. Managers retain the original signed form. Send the updated job description and a copy of the form to HR. If you believe that the position is no longer classified properly, ask HR to perform a position review.

Performance Management & Progressive Corrective Action

Performance management is much more than an annual evaluation. Good performance management is a continuous, respectful collaboration between you and your employee all year long.

Most employees want to be successful contributors. It is a manager’s job to make sure employees know what is expected of them and help them achieve those expectations. Regular performance management includes:

• Developing and maintaining a current accurate job description for each employee’s position
• Establishing clear performance expectations that are related to the employee’s duties and responsibilities, and communicating these expectations
• Providing employees with tools, training, and information they need to succeed
• Regular, timely, and constructive feedback
• Remaining fair and equitable in the review of employees and in relationships with employees
• Identifying goals that are specific, measurable, attainable, relevant, and time bound
• Recognizing achievements and contributions
• Demonstrating respect for employees’ success and growth by addressing performance issues or concerns in a timely and specific manner
• Continuously assessing how well the employee has contributed to fulfilling the job expectations and competencies

Probationary or trial service period

New classified employees — or current classified employees moving to a new position — are usually required to serve a probationary or trial service period. The length of this period is determined by the employee’s collective bargaining agreement or Civil Service Rules.

During the probationary or trial service period, closely monitor and provide feedback on the employee’s work performance and behavior. Provide coaching and counseling as needed and document it.

If you believe the employee is not meeting requirements for the position, contact HR to determine if the probationary or trial service period should be ended. While there is no corrective action “just cause” standard for ending a probationary period appointment, there are procedures that must be followed and dates by which action must be taken.

Progressive corrective action and discipline

Corrective action is intended to address and resolve employee performance problems in order to retain the employee as a contributing member of the college. As stated above, clear, direct, and timely feedback is how managers work collaboratively with employees to address performance problems. 

Documenting an employee’s performance problems is a way of illustrating the issues and creating a plan to correct the behaviors. Managers are encouraged to: 

• Describe the performance problem
• Examples of the performance problem – be specific
• Describe the impact to the college, unit, and/or department
• State your expectation
• Define a time frame for improving performance

Corrective action

The process described here is specific to classified staff. The college will only discipline permanent employees with just cause. 

Use the following six factors to assess whether there is just cause for corrective action in a given situation:

• Adequate notification of performance or conduct issues
• Reasonable expectations and standards
• Fair and objective investigation
• Substantial evidence
• Consistent treatment
• Appropriateness of corrective measures

Failure to meet these six just cause factors can result in a corrective action decision being reversed or appealed if challenged.

Informal counseling/coaching

The first step in correcting performance is usually informal counseling. In most cases, it is appropriate to see if coaching, counseling, and retraining can bring performance up to a satisfactory level.

Feedback is typically given by talking directly with the employee. You should follow up with a simple written action plan or an email summarizing the discussion and action items.

Consider the following questions early on when an employee is not performing satisfactorily:

• Does the employee clearly understand their job duties and responsibilities?
• Does the employee clearly understand behavioral expectations?
• Does the employee clearly understand college and departmental policies and procedures?
• Does the employee have the skills and knowledge necessary to meet the competencies required for their position?
• Have the employee’s job-related concerns been considered (if such concerns have been expressed to you)?

If the answer to any of the questions above is “no,” work with the employee to clear up any confusion. If necessary, help the employee find training or education to develop the required competencies needed in their job. Turning the “no” answers into “yes” answers may be all it takes to get the employee back on track to meeting performance expectations.

Formal counseling

Formal counseling is appropriate if:

• Informal counseling did not resolve the performance issue
• The issue is serious enough that it warrants skipping informal counseling

Formal counseling is part of the disciplinary process outlined in the WPEA collective bargaining agreement. Contact Human Resources if you have questions about formal counseling.