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Performance Improvement Plan (PIP) Practical Resource Guide

Performance Improvement Plan (PIP) Practical Resource Guide Table of Contents:

• Introduction to the PIP Practical Resource Guide

• Part 1 – Techniques for Developing and Administering Effective Performance Improvement Plans

• Part 2 – Identifying Resources, Training, Coaching and Mentoring Options o Employee Assistance Program o Professional Development Coaching, Mentoring, Consultation with Professional Contacts o Building Knowledge and Effective Performance through Written Resources, Published Sources, and Documented Guidance o Training and Educational Opportunities o Developing Stronger Work Practices o Reporting on Progress and Information Learned

• Part 3 – Performance Improvement Plan Sample Language – Categorized by General Performance Issue Type o Communication o Decision Making and Problem Solving, Judgement o Leadership and Mentoring, Management Style and Supervision o Productivity and Quality of Work o Attendance and Reliability o Policy Compliance o Policy Compliance – Medication Monitoring / Medication Distribution o Workplace Free of Harassment and Discrimination, Gender Equity o Collaboration, Cooperation, Teamwork o Professionalism and Respectful Workplace o Initiative and Commitment o Job Knowledge and Technical Skills o Organizing and Planning, Time Management o Goal Setting and Commitment to Achieving Goals o Listening Skills and Responsiveness o Creativity and Innovation, Adapting to Change o Customer Focus and Customer Satisfaction o Ethics and Integrity

Introduction to the PIP Practical Resource Guide

A performance improvement plan (PIP) serves as a tool to support coaching of employees, and to facilitate discussions between the supervisor and employee when focused effort is needed to improve employee performance to meet standards. The goal of a PIP is to clearly communicate aspects of performance requiring improvement, to identify where increased effort or new actions are needed, along with identifying relevant resources or next steps that will assist the employee in achieving satisfactory performance. With open and clear communication, including the written PIP document, an employee is provided opportunity to improve their performance and understand areas requiring professional development in order to be successful in their job. The most successful PIP is the one that results in sustained successful employee performance. This should always be the ultimate goal when implementing a PIP. However, in the event this is not the outcome in some situations, a well-developed and attentively administered PIP will help the county demonstrate that every effort was made to support the employee in achieving successful performance and that the resources needed to meet performance standards were provided. This positions the county well for any subsequent actions that must be taken. This PIP Practical Resource Guide is intended to serve as a reference for human resource professionals and supervisors working to develop and administer an effective PIP.

• Part 1 contains tips and techniques to help get your PIP development and implementation process off to a strong start.

• Part 2 includes a compilation of potential resources to consider as you identify the people, tools, and sources of information and support that will incorporated into the plan, to position the employee for successful performance improvement.

• Part 3 offers sample PIP language to spark ideas for addressing a variety of performance improvement needs. This section is categorized by performance issue. The sample language bullet points within each section are designed to be mixed, matched, and edited or rewritten in order to tailor the plan to the specific situation at hand. Developing a PIP requires careful consideration and customization in order to be effective.

This Resource Guide is not intended to take the place of onsite human resource counsel and/or legal counsel available to your county. Seeking guidance from professionals knowledgeable of the intricacies of your situation is always a sound step when navigating the delicate areas of performance improvement and human resource management.

Part 1

Techniques for Developing and Administering Effective Performance Improvement Plans

• Establish Management Commitment – Managing a performance improvement plan (PIP) takes significant time, effort, and commitment from the supervisor. The human resources representative partnering in this process should be sure the supervisor is aware of the commitment needed to manage a performance plan prior to proceeding with a PIP and ensure the supervisor is ready to commit to the work involved. It is imperative that management models commitment to the process and that they follow through on their responsibilities when overseeing a PIP.

• Provide Regular Monitoring and Feedback – Incorporate a schedule for regular monitoring, meetings and discussion regarding progress between the supervisor and the employee being placed on a PIP. Regularly scheduled one-on-one meeting times held on a weekly basis, or every two weeks, is often reasonable. Having meetings scheduled in advance can mitigate the potential worry or defensiveness an employee may feel if the supervisor instead suddenly calls a meeting. It is critical that the supervisor commits to maintain the agreed upon meeting schedule. If a meeting must be canceled, the supervisor should make every effort to timely reschedule and ensure that regular feedback and communication requirements are followed through.

• Consider SMART Goals Format – It can be helpful to follow a similar approach with performance improvement goals as is used in routine goal setting. Following the SMART goals format is one option to achieve this. Keeping the elements of SMART goals in mind when designing the written plan can help build a more effective PIP. Outline PIP goals, assignments, and objectives in a way that ensures they are Specific, Measurable, Attainable, Relevant, and Time-Targeted.

• Ensure Attainment of Performance Objectives and Successful Compliance are Clearly Measurable – When drafting the PIP, consider how you can make each element and requirement of the PIP clearly measurable and ensure that it will be starkly evident whether the employee complied with, or failed to achieve, the expectations laid out. The PIP should be designed so that the supervisor can clearly and easily assess whether the employee has successfully complied. Using clear measures provides a more defensible performance management process.

• Focus on Reasonable Scope and Attainable Goals – Ensure the PIP focuses on the most significant concerns that need to be addressed, and presents reasonable and achievable goals. Look to guide, not overwhelm, the employee. If many performance issues have been noted, work to narrow the focus to the most important areas for the employee to work on first. For example, identifying three or four main issues could provide a challenging but reasonable framework for the plan. Look for root causes, and continuous or recurring themes that may underly what appear to be a variety of performance failures. For example, have numerous issues resulted from failure to apply sound judgment? If so, assist the employee in learning to apply sound judgment across various scenarios. Do a variety of the performance problems exhibited by the employee stem from poor communication skills? If so, seek out ways for the employee to build a more effective communications approach and develop their skills in this area.

• Incorporate Opportunities for the Employee to Demonstrate Initiative and Ownership – As appropriate, set realistic and attainable goals that provide an opportunity for the employee to demonstrate their own initiative, commitment, and follow-through to complete or attain specific milestones. While continuous or very frequent and intensive oversight and guidance are needed in some situations, at other times, the employee may need to reasonably demonstrate their ability to perform at a level that doesn’t require such close monitoring. This will vary depending on the level of responsibility required of the employee’s position, and can vary depending on the stage of their PIP progress.

• Prompt Feedback is Key – Be sure to communicate regularly and in a timely manner with the employee regarding their progress while on a PIP. If concerns continue, provide prompt and timely feedback and guidance. Do not wait until the conclusion of the PIP timeframe to

discuss the employee’s performance, progress, or lack of progress / continued performance failure. The duration of the PIP should be used to communicate regular and/or ongoing feedback in a concerted effort to guide and improve the employee’s performance.

• Address Concerns with Timely and Appropriate Action – If performance failures continue while the employee is on a PIP, follow through to investigate and issue disciplinary action when warranted.

Part 2

Identifying Resources, Training, Coaching and Mentoring Options

Identify specific resources, professionals, and options available to the employee that can support necessary performance improvement goals and successful performance. Consider the following: Employee Assistance Program

• Offer and recommend that the employee reach out to the county’s Employee Assistance Program (EAP) provider whenever this resource may provide direct or indirect support related to the performance improvement process. The EAP should be presented as a voluntary resource, and not incorporated as one of the mandatory elements of the PIP.

• The supervisor may also want to reach out to the EAP provider as they navigate a significant challenge in their supervisory work while overseeing the PIP.

Professional Development Coaching, Mentoring, Consultation with Professional Contacts

• Identify professional association groups, networking contacts, and/or individuals performing similar work at other counties.

• Incorporate consultation with in-house resources such as subject matter experts within your department or work unit, or colleagues and subject matter experts in other departments at your county.

• Include consultation with the county attorney’s office and/or outside legal counsel, where the employee’s job requirements include an expectation to seek legal expertise and/or incorporate legal advice, in order to make informed decisions in their role representing the county.

• Incorporate consultation with supervisor, manager, and/or department head.

• Determine whether the employee will commit to individualized professional development or leadership development one-on-one sessions with a counselor or personal coach. Your Employee Assistance Program provider may have recommendations of individuals who provide professional development or leadership development coaching services.

• If there has been conflict between employees, consider coaching sessions similar to above with a counselor who will initially work one-on-one with the individuals involved, and later work through several group sessions to establish the foundations for more effective working relationships.

• Arrange for coaching or mentoring sessions with a member of management and/or with experienced colleagues or subject matter experts. Identify specific skills and subject matter that should be included as areas of focus during the coaching or mentoring sessions. Ensure that a regular schedule of meetings or communication is set and carried out.

Building Knowledge and Effective Performance through Written Resources, Published Sources, and Documented Guidance

• Assign reading and study materials that will assist the employee in gaining relevant knowledge or increase exposure to helpful materials and information. Have the employee report on information learned and/or discuss reading/study assignment progress with their supervisor.

• Identify and/or assign review of available reference sources including books, articles, documents, technical resources, and guides - whether hard copy, available online, or posted on the county or department’s shared intranet site.

• Identify and make use of online resources such as Minnesota Statutes, state office websites, national department/office online resources, industry and professional association websites.

• Provide training and guidance on effective research, problem-solving, and/or innovation or work process improvement techniques so that the employee is positioned to effectively seek out their own information and solutions.

• Require the employee to review relevant county policies and procedures. Have the employee sign off and/or report to the supervisor in writing when this review is completed and maintain the documentation.

• Employ the use of written/documented procedures and checklists to support successful completion of work processes. If these resources don’t yet exist, it may be appropriate to assign the employee to develop and create the necessary resources, with the assistance and close oversight of a supervisor. These procedures and checklists may serve as helpful resources not only for the employee on a PIP, but also to support consistent processes being followed across the department, provide useful resources for new employees, and for use in cross-training. Engage the employee in making a positive contribution to the department that will serve employees into the future.

Training and Educational Opportunities

• When incorporating training and/or education into the PIP, it may be appropriate for the supervisor to identify the required training and assign specific courses to be completed. Alternatively, when appropriate to the circumstances, part of the employee’s PIP requirements can be to research and present to their supervisor valid training options addressing the need for development in the defined area. If the employee will be assigned to research and propose options, the PIP should specify they are to be presented for the supervisor’s review and consideration, and that courses must be approved by the supervisor prior to the employee registering (or similar specifications).

• Assign the employee to complete re-training in areas that were originally trained on, but where the employee may benefit from review. When expected outcomes and successful performance are not being demonstrated, re-training is often the place to start.

• Invest in training or educational courses to build new knowledge and advance skills in areas identified for improvement and further growth.

• Capitalize on cost effective and convenient computer-based training sessions to build the employee’s knowledge or develop a better understanding of relevant subject matter. Consider internet based on-demand training subscriptions, professional association live and/or recorded webinars, in-house county training sessions that were recorded and can be reviewed, high quality individually purchased online training sessions, and post-secondary institution online educational video/training courses.

• Seek out live in-person training opportunities such as conferences, seminars, workshops, and professional association technical days that the employee can attend. If relevant training is delivered by subject matter experts within your county, connect the employee with those in-house training options.

• Consider professional certification courses, college/university and technical school classes, training courses offered by neighboring counties and cities where you may be able to purchase an additional seat, and self-directed/independent study courses facilitated by professional associations or higher education institutions.

Developing Stronger Work Practices

• Assign the employee to double-check their work, or compare it to models or procedural guidance prior to submission.

• Require the employee to submit completed work for review to a supervisor or subject matter expert. Provide feedback, corrections, or editing as needed and document performance/progress. Return to the employee for completion of corrections as appropriate.

• Have a supervisor, experienced colleague, lead worker, or trainer physically demonstrate manual work processes and walk through best practices and trouble-shooting from a hands-on perspective. Then directly observe the employee as they perform the work and provide immediate responsive feedback and coaching.

• Employ technology to support and assist successful performance. Consider options such as electronic calendaring, electronic task lists and automated reminders, personal assistant or productivity and organization apps, dictation software or other specialized task assistance, as well as options as simple as consistently using spellcheck.

• Provide learning opportunities related to Kaizen or other continuous improvement techniques or processes available to your county. Engage the employee in developing solutions and improved practices.

• Assign the employee to log procedural steps or daily activities. Have the employee record tasks completed and/or time spent on assigned duties, in a manner that will allow management to better review the employee’s work throughout the day or week, and provide necessary guidance in response to the information obtained. This can also help the employee recognize where their time is being spent and encourage accountability and effective planning.

• Assign the employee to research and analyze information and provide results, reports, and/or recommendations in written format for management review.

Reporting on Progress and Information Learned

• Assign the employee to address specific topics or subject matter during regular one-on-one meetings with their supervisor. The employee may be assigned to report on progress, discuss challenges or roadblocks, make recommendations based on research, discuss prioritization of work, or present and review completed work at these meetings.

• Require the employee to demonstrate satisfactory understanding prior to continuing to perform certain duties.

• Assign the employee to provide regular updates or progress reports at team meetings; present on a particular topic to a group of colleagues; or lead a project team through a feedback-gathering session, joint discussion, or work session.

• Consider whether requiring testing and achievement of a satisfactory score to demonstrate understanding and required knowledge would be an appropriate measure.

Part 3

Performance Improvement Plan Sample Language – Categorized by General Performance Issue Type

Important Note About this Section – Some of the sample language / PIP bullet points in the following sections simply state the performance objective – for example, “improve active listening skills” or “improve professionalism in business communications.” In addition to these types of statements, the PIP should explain what the employee should do to accomplish this, or how they should go about achieving the performance objective or improving related skills. Detail out practical steps, assignments, and expectations to help the employee understand what it means to work toward the basic objective. Consider additional bullet points in each section for PIP language that may work in conjunction with basic objective statements. Tip - Sample templates (document formatting options) for preparing a Performance Improvement Plan are available on the AMC HR Technical Assistance Program Knowledge Base.

https://www.amcddahrsupport.com/kb/section/154/

https://www.amcddahrsupport.com/kb/section/154/

Performance Concern: Communication

Tip – Be alert to ensure employee rights are preserved and that corrective actions are not directed at limiting protected concerted activity, such as an employee’s right to discuss dissatisfaction with working conditions or management decisions with fellow union members.

Performance Concerns

➢Fails to communicate with team members in an effective way so that listeners understand the necessary points of information or objectives that need to be communicated, and receive the information on a timely basis.

➢Supervisor fails to communicate effectively with their staff to ensure the team is updated on project information. Regular one-on-one communications with staff are lacking, and employees of the supervisor may feel they are not receiving enough guidance or support from the supervisor as a result.

➢Communications are not consistently conveyed in a clear and understandable manner.

➢At times, has engaged in a communications approach that does not meet the county’s expectations of professionalism and/or that detract from effective team discussions and progress toward achieving workplace objectives.

➢Fails to maintain project stakeholders apprised of progress, significant developments, anticipated timelines, or critical information.

➢Fails to alert supervisor or appropriate team members regarding work concerns or issues needing attention.

Options to Address Performance Concerns

• Improve professionalism in business communications with colleagues / other employees / staff members / direct reports / professional contacts.

• Recognize your audience in relation to specific communication objectives, and adapt language to enhance communication with various groups and individuals.

• Avoid volatile or offensive language in business interactions.

• Avoid combative and confrontational language and approach in discussions.

• Clearly and respectfully communicate with staff to ensure understanding of work requirements, assignments, and deadlines.

• Improve and consistently demonstrate professionalism in all business communications.

• Improve communication by thoughtfully considering and conveying a clear written and/or verbal message. Take the time to consider and decide on relevant points you need to convey to get your message across, and the most effective approach to achieve understanding or inspire action by your intended audience

• Maintain professionalism in workplace communications, including but not limited to words, tone, and body language.

• Communicate in a clear and concise manner, and demonstrate professionalism through your choice of words, tone, and body language, including eye-contact and posture.

• Ask clear, direct, and work-related questions, demonstrating an approach aimed at achieving understanding and effective progress on work assignments, tasks, and initiatives, and supportive of successful team outcomes.

• Provide regular, consistent, and meaningful information in your professional communications. Establish a schedule of weekly project updates for key stakeholders to maintain them informed of progress and to share relevant updates.

• Be consistent in words and actions. Follow up to complete items you have committed to during meetings and other verbal discussions. If you will be unable to complete an item you committed to by the agreed upon deadline, initiate communication with the requestor or project stakeholder to discuss a revised timeline and maintain open communication.

• Avoid bringing up past negative experiences or perceptions that have been addressed or dealt with, in a manner which adversely impacts workplace productivity. Keep discussions during work time focused on productively addressing the work at hand and achieving future success, in particular when working with the project team and/or outside vendors or partners. If a concern needs to be addressed, use proper reporting procedures including but not limited to discussion with your supervisor or department head or the human resources department.

• Maintain your supervisor [or project team members] regularly apprised of work progress, significant issues, challenges or roadblocks to accomplishing anticipated project or assignment outcomes, and report on steps taken toward accomplishing established goals. Schedule weekly meetings with your supervisor via Outlook calendar and come to prepared to report on these and any additional relevant items of which your supervisor should be aware. When significant and/or time-sensitive information arises between weekly meetings, update your supervisor via email or verbal discussion.

• Give consideration to your communications in advance, and employ a professional communications approach to support successful outcome of team and department objectives.

• Keep your manager regularly apprised of progress, challenges, or obstacles related to workplace performance, goals, and initiatives. Engage in timely and professional communications with your manager and other project stakeholders.

• Improve active listening skills.

• Wait for others to finish their comments, sentences, and expression of thoughts/ideas, without interrupting them or interjecting your opinion. Give thoughtful consideration to the information others have shared before responding.

• Listen carefully to others, consider their input and how to best respond to ensure your message is understood and to move the conversation forward in a productive manner.

• Improve communications with vendors / outside partners. Consistently use a program such as OneNote or Outlook to document vendor / partner phone calls. Follow up in an email to vendors / partners outlining what was discussed and identifying action items from the call. Update team members via email regarding the conversation.

• Improve communications with other departments.

• Create talking points for meetings to ensure consistent messaging.

• Prepare appropriate talking points for meetings that you lead, and in-person interactions, to effectively convey important updates and information, to clearly share your informed / researched recommendations on decision points, and to consistently provide key information relevant to project progress in various forums. Review project update talking points with your manager prior to group presentations and meetings.

• Review emails / written communications before sending, to ensure they are detailed enough to convey all relevant information and that the message clearly identifies action items.

• Ensure you have conducted an appropriate analysis of project requirements and available resources prior to committing to projects and timelines. This may include reviewing scheduling with necessary team member resources and prioritizing projects, so that realistic timelines can be identified. Communicate with stakeholders regarding reasonable and attainable timelines once you have completed the initial analysis.

Performance Concern: Decision Making and Problem Solving, Judgement


➢ Has failed to provide managers with the necessary information when a problem arises.

➢ Struggles to identify solutions to problems. Has failed to research necessary data and analyze options in order to arrive at solution.

➢ It is expected in the employee’s role that they solve problems. Employee has demonstrated indecisiveness and failed to exercise sound decision making in complex situations.

➢ Has demonstrated hasty decision-making without first collecting and analyzing relevant facts and data to make an informed decision.

➢ Doesn’t consult others or fails to consult appropriate sources to ensure sound decision-making process.

➢ Makes decisions without thinking through potential consequences. Needs to properly analyze situations before deciding on the appropriate solution.

➢ Fails to demonstrate sound judgement. Fails to consider all the facts before making a decision.

➢ Has failed to comply with a particular policy and/or rules and regulations applicable to the employee’s work.


• Demonstrate efforts to support an effective workplace decision-making process. Gather and clearly present information that management and/or team members should take into consideration in decision making processes. Demonstrate engagement and participate in discussions in a constructive manner during the analysis, consideration, and decision-making process. Then support and carry out management and team decisions in your work project and supervisory leadership assignments.

• Keep your supervisor regularly apprised of issues or concerns that arise in the workplace which may prevent you or the team from achieving successful outcomes. If a challenge arises that may prevent you from completing assigned tasks in a timely manner to meet expected quality standards, you are to timely discuss the issue with your supervisor. Consider potential solutions and steps that could be taken to effectively address the challenge and come ready to engage in problem-solving discussion with your supervisor. It is expected that each team member demonstrates engagement and commitment in their daily work toward meeting department service delivery standards and objectives.

• In your professional level role as [job title], you are required to exercise sound judgment and decision making in your daily job duties. Consistently follow necessary steps to ensure a sound decision making process.

o Take time to plan and organize projects you are assigned to manage, allowing adequate timeframes to gather and analyze relevant information prior to significant decision points.

o Gather and analyze information necessary to make a well-informed decision. Consult appropriate resources such as statutory requirements, county policies, legal counsel, experienced professional association contacts and county colleagues knowledgeable of relevant subject matter, and incorporate available resources and the counsel of others in your decision making process.

o Regularly assess project progress including new or changed factors that should be taken into account to ensure successful outcomes. Discuss matters of importance with your department head, providing regular project updates, and seeking guidance as needed. Significant decisions, including but not limited to those that may spark public controversy, must be discussed with your department head prior to taking action.

• All county employees in [Department Name] are required to comply with [XYZ Policy] and [Minnesota Statutes XXX.XX]. In your role as [job title], it is critical that you develop and maintain familiarity with the guidelines, provisions, and requirements of this policy and relevant Minnesota Statutes. You must take the necessary steps to ensure understanding and consistent application of these requirements in your work.

o Complete online training on [XYZ Policy] by [date]. o Review Minnesota Statutes [XXX.XX] to familiarize yourself with the

requirements in our area of practice. Notify your supervisor when you have completed this review and discuss questions with your supervisor.

o Review online resource documents titled [X and Y], addressing the department’s process for ensuring compliance with [XYZ Policy] and [Minnesota Statutes XXX.XX]. Notify your supervisor when you have completed this review, and discuss questions with your supervisor.

o Your work will be reviewed for compliance with relevant policy and statute requirements on a weekly basis, and will be discussed during scheduled weekly one-on-one meetings with your supervisor.

Performance Concern: Leadership and Mentoring, Management Style and Supervision

Performance Concerns ➢ Confuses staff through changing directions

and guidance. Fails to share regular updates with staff regarding project status or necessary adjustments in course.

➢ Has demonstrated frustration with staff and failed to communicate effectively with staff members when correction, coaching, or direction is needed.

➢ Displays unfairness with team members and makes decisions that appear to favor certain individuals. Needs to establish and follow consistent practices with regard to time off requests, assignment of work tasks, and other decision-making processes regarding staff members.

➢ Fails to address performance issues and conflict among subordinates.

➢ Has difficulty separating personal and professional relationships.

➢ Fails to clearly communicate and demonstrate support of department or county initiatives when leading workplace team in role as supervisor.

➢ Has failed to set team goals and manage the team to successfully achieve them.


• Recognize and understand your role as a supervisor and demonstrate effective team leadership.

• In your role as a supervisor and team leader, work to effectively carry out final decisions of management and build productive discussion and efforts supporting individual and team initiatives.

• Establish a schedule of regular team meetings and work with your manager [or department head] to review planned agenda items in advance. Lead your staff through team meeting discussions that support the success of [department or unit] initiatives, and that build job related knowledge, skills, and consistent practices across the team.

• Establish documented practices to govern management of employee time off requests, assignment of cases to staff members to maintain balanced caseloads, and with regard to determining employee training opportunities.

o Review proposed procedures with your manager / department head within 2 weeks and prior to implementation.

o Once approved by your manager / department head, clearly communicate the procedures to all employees in the unit you supervise, at the following weekly team meeting.

o Adhere to the procedures to establish consistency and efficiency in your supervisory approach to effectively manage a growing team.

• Demonstrate initiative and investment in building regular and productive communications with your manager, peers, and subordinates.

• Establish a schedule of regular in-person discussion time with each staff member to review status and progress toward completing assigned goals and projects. Assist staff members with problem solving and addressing challenges that may arise. Provide effective guidance as needed to ensure individuals’ work efforts align with department objectives and that weekly progress remains on-track. Take notes during these one-on-one meetings with staff to document work progress of the team you supervise.

• Improve communications with your team by demonstrating active listening skills and confirming mutual understanding of topics and staff assignments.

• Establish regular one-on-one weekly meetings with all direct reports. Allow the employee to set the agenda and take the lead in discussion topics. As needed, prompt employees with appropriate guidance and/or questions to share relevant project and work-related updates during these meetings. Take notes to document topics discussed, ensuring that follow-up items are clearly identified. Establish, maintain, and demonstrate an understanding of staff members’ projects, work progress, and related challenges.

• Establish regular weekly team meetings with staff. Develop an agenda for the meeting in advance. Share department and project updates with all team members, and include items necessary to ensure that project status and progress is clearly communicated. As needed, provide additional updates on relevant information and new developments to team members in a timely manner via email, in-person communications, or by scheduling additional project team meetings so that staff are informed of significant changes that will impact the project.

• Ensure that meeting minutes or notes are recorded for team and project meetings so everyone can refer to what was agreed upon and clearly identify action items. Designate a note-taker rotation schedule for these meetings. Post meeting notes in a shared area so that all team members can access them. Review project progress and meeting notes with your manager during weekly meetings.

• Performance feedback for employees should be reserved for one-on-one meetings and private discussions, with the potential exception of addressing an immediate safety concern or other significant / urgent matter where a private or one-on-one conversation is not reasonable or feasible. Make every effort to address staff performance in a respectful manner and to avoid discussing performance issues in front of others.

• If you have a concern about decisions being made, you are encouraged to discuss this at an appropriate time with an appropriate party including but not limited to your manager, department head, or human resources department. When acting in your role as a supervisor and team leader, your communications and actions should align with decisions made, and direct resources toward the successful accomplishment of county and department objectives.

• Define SMART goals for the division you supervise. Goals should be developed to improve division performance and to move projects forward toward successful completion.

o Draft goals for review with your department head at your next weekly meeting. o Identify supporting goals that will be assigned to staff members in order to

organize team efforts toward successful accomplishment of major initiatives and ensure division performance demonstrates agreed upon level of improvement during the following quarter.

o After division goals have been refined with and approved by your department head, develop communication plans to assist staff members in understanding division priorities for the upcoming quarter.

o Build alignment with team/division goals through department meetings and one-on-one meetings with direct reports.

Performance Concern: Productivity and Quality of Work


➢ Failed to achieve monthly performance targets.

➢ Makes frequent process errors. ➢ Work does not comply with required output

standards. ➢ Repeated failure to meet deadlines is

evident. ➢ Reluctant to take on new responsibilities.

Rarely volunteers for project responsibility. ➢ Quality of work is unreliable. ➢ Work demonstrates lack of attention to

detail, resulting in errors. ➢ Has demonstrated poor decision making

when addressing difficult client or customer situations.


• Improve quality of work and time management. Maintain compliance with county policies and procedures, and with department work instructions and procedures.

• Complete retraining on required processes [X and Y], and discuss any questions with your supervisor. Consistently follow the required processes when completing daily and weekly assignments.

• Work with your supervisor to develop a written checklist to be followed in completing [process X]. The checklist should be written so that it would be clear and sufficiently detailed to assist someone new to our department to successfully complete this process.

o Prepare a draft checklist for review and discussion with your supervisor at your next weekly meeting.

o Complete any necessary revisions to finalize the checklist by [date]. o Reference the checklist as a guide to support accurate completion of all steps

required for successful completion of [process X] in your work.

• Reduce errors on work product, so that errors are rare and of minimal consequence [or preferably more specific and measurable such as: at or below X% of all transactions processed], to ensure that performance standards are met.

• Complete assignments on time and consistent with department requirements for acceptable quality work product. To meet acceptable standards, work must reflect an error rate of [X%] or lower. [OR specify other indicators that would confirm standards have been met for the specific task or process. E.g., to meet acceptable standards, case notes must be accurately documented within X days of client contact and recorded in XYZ system. All files must contain accurately completed documentation of X, Y, and Z before being closed.]

• Review all work for accuracy prior to completing and releasing it to others. Ensure errors are minimal if not completely absent from documents.

• Follow work direction from your supervisor and department head. Ask for clarification when needed to ensure that you have a sound understanding of process instructions and

work expectations, and to ensure successful completion of assignments. Discerning when additional information or clarification is needed, and asking questions that will assist in building necessary understanding, is important to achieving successful performance.

• Ask questions to gain clarification and understanding of assignments. If past practice or the absence of a written policy creates doubt or confusion as to direction, you are to request clarification prior to taking action.

• Improve quality of work and demonstrate successful time management. Maintain compliance with county policies and procedures, and with department work instructions and procedures.

• Reduce errors on work product so that errors are rare and of minimal consequence to ensure performance standards are consistently met.

• Complete assignments on time and consistent with department requirements for acceptable quality work product.

• Demonstrate initiative by volunteering for projects and assignments when these opportunities are offered at team meetings. When opportunities for process improvement are noted, research and/or analyze potential solutions, and discuss ideas for improvement and solutions with your manager. Consider your approach during team meetings, and share constructive feedback and insight in a respectful manner. Your knowledge and experience are valuable assets for our team, and sharing the information you bring to the table in a constructive and positive way will support the success of the entire team.

• Providing a high level of customer service is critical for our department to effectively serve the public. In your position as [job title] it is expected that you demonstrate the ability to navigate even challenging customer interactions with professionalism and that you take steps to ensure your interactions with customers are effective and productive.

o Taking the time to explain the reasons behind your responses to customer inquiries, working to suggest alternative resolutions when possible, and requesting the assistance of a supervisor when necessary, are ways you can establish more effective customer interactions.

o Complete assigned customer service training by [date]. o Complete “dealing with difficult customers and de-escalation techniques training

by [date].

Performance Concern: Attendance and Reliability

Tip – Ensure that attendance issues to be addressed through a performance improvement plan are not absences protected by the Family and Medical Leave Act, Americans with Disabilities Act, Sick and Safe Leave, School Activities Leave, or other protected leave provisions. If the reason for time off work may qualify as protected leave, rather than addressing this through a PIP, the employer should work with the employee to explain required procedures to request and receive authorization for protected leave. For example, the employer may have a responsibility to provide FMLA paperwork and discuss procedural requirements with the employee, or issue a follow-up letter to request necessary documentation for approval of leave. The employer may have an obligation to engage in the ADA interactive process to determine if time off work or a modified schedule is a reasonable accommodation for an individual with a qualifying disability. If attendance issues are not due to protected leave reasons, a PIP may be appropriate to assist the employee in developing improved work habits and reliable attendance.


➢ Fails to comply with attendance requirements.

➢ Arrives after scheduled starting time. ➢ On multiple occasions, has been observed

taking extended breaks, returning late from scheduled breaks, taking extra breaks throughout the day, or leaving work early.

➢ Fails to follow the department’s required procedures to request and receive advance approval for time off work and/or for reporting and obtaining approval of unanticipated/unscheduled absences.

➢ On multiple occasions, has taken time off work when accrued paid time off is exhausted. Attendance records reflect a history or pattern of time off work without available paid leave.


• Due to the employee’s past record of time off without available paid leave, any leave without pay will be considered excessive and unexcused, except those absences protected by the FMLA, ADA, or other law, or approved by the employee’s supervisor following review of required documentation. Any request for time off must be submitted in accordance with the procedures and timelines stated in the [collective bargaining agreement / county policy / department procedures [posted on the department’s intranet site].

• If requesting to use leave without pay for your own personal illness, you must provide a note from your medical provider to the supervisor upon return to work. The note must substantiate the need for the absence from work due to illness.

• Ensure your electronic Outlook calendar is up-to-date, so that all work related meetings and scheduled commitments are reflected. Review and update your Outlook calendar to ensure accuracy on a daily basis, and more frequently if changes in planned schedule occur. Schedule changes should be promptly recorded in your electronic Outlook calendar.

• Be present in the office and available to staff [and/or customers] during scheduled work time, with the exception of approved leave time.

• Maintain regular hours of work as defined by your supervisor. Request and obtain supervisory approval for absences and deviations from scheduled work hours or scheduled work location.

• When reporting an unscheduled absence from work, you are required to follow department procedures by calling [phone number] prior to the start of the shift to report the need for an absence [or provide other specific and detailed procedure].

• Implement an effective method to keep staff, management, [and/or coworkers] on your assigned work team informed of your work schedule either by sharing your Outlook Calendar as appropriate, or by implementing [or by following established procedures for] a shared staff [or team] calendar where absences and deviations from regular schedule are reflected.

• Arrive at work on time and maintain working hours consistent with established schedule.

• County policy requires regular and punctual attendance at work in order to meet the needs of clients and county departments that rely on our services. You are required to

take the steps necessary to follow established work schedule and attendance procedures and policies.

Performance Concern: Policy Compliance


➢ Fails to demonstrate understanding of county policies.

➢ Fails to consistently comply with county policies.

➢ Fails to address staff non-compliance with policies, when serving in the role of supervisor.

➢ Shows disregard for policy expectations and requirements.

➢ Has been cited for a policy violation of significance, following an investigation.


• Consistently maintain compliance with county and department policies and procedures.

• In your role as a supervisor, you are responsible to maintain familiarity with county policies and procedures, model compliance, and take appropriate action to support adherence to workplace policies and procedures with regard to your staff.

o Communicate relevant policies and provisions during regular team meetings, and implement training or discussion approaches to ensure your team is informed of policy expectations and understands requirements.

o Monitor staff compliance through supervisory observation, review of work processes, and regular one-on-one and group staff meetings.

o Employ appropriate supervisory methods to address adherence to policies and procedures with staff members, including but not limited to training and/or re-training, coaching, providing prompt and regular performance feedback and guidance, working with human resources to implement and oversee performance improvement plans when appropriate, working with human resources to conduct investigations and/or deliver disciplinary action when appropriate.

• Review department and county policies regarding [topic / subject matter / specific policy names] and adhere to these policies. If you have questions about policy requirements, discuss with your supervisor to gain required understanding of county policies.

• Follow financial policy timelines and procedures to ensure timely and accurate completion of financial reconciliations.

• It is required that you be familiar with the county’s Discrimination and Harassment Prevention Policy and comply with the expectations set forth in this policy at all times. Review the county’s Discrimination and Harassment Prevention Policy and return the signed acknowledgement to your supervisor by [date]. Complete re-training on discrimination and harassment prevention by [date] and demonstrate understanding by achieving a passing score of [X%] on the online test. The certificate of completion

reflecting the required passing test score must be submitted to and acknowledged by your supervisor prior to returning to client interaction duties.

• Compliance with all safety policies, rules, and procedures is a critical requirement in your job as [job title]. Your actions and decisions must demonstrate that the safety of county employees and the public is of highest priority when completing assigned work procedures.

o Complete re-training on safety requirements and policies by [date] as assigned [in XYZ training technology system OR by attending training at X location].

o Schedule a meeting with your supervisor during the week of [date] to discuss your understanding and readiness to comply with these workplace safety requirements and policies.

o If you have questions or require clarification regarding these safety policies and procedures, please report to this meeting prepared to discuss with your supervisor in order to obtain clarification and a strong understanding of the requirements.

o Completion of assigned re-training courses and the meeting with your supervisor must be satisfactorily completed by [date] and prior to returning to safety sensitive duties.

Performance Concern: Policy Compliance - Medication Monitoring / Medication Distribution


➢ Medication monitoring program error. ➢ Medication distribution error. ➢ Failed to follow all required procedures

related to client or inmate medication programs.

➢ Near-miss incident related to medication program, and/or indicates insufficient understanding of medication program and/or related procedures and requirements.


• Ensure safety of clients by following clients’ plan of care regarding supervision, medication monitoring, and assistance needs.

• Follow medication monitoring protocols with no errors in protocol. If you are unsure if medication is correct, consult with the [supervisor title] prior to medication being provided to the client.

• Complete retraining for client medication monitoring on [assigned date]. Discuss any questions with [job title] on [assigned date at time, location].

• Ensure safety and health of inmates by delivering and distributing medications according to jail/detention center policy and procedures at all times.

• Follow medication procedures with no errors in protocol compliance. Any questions should be directed to the jail nurse or sergeant on duty prior to delivering medications.

• Both staff and inmates must sign the medication administration record for each individual medication that is provided, in order to ensure proper medication was given to the correct inmate at the designated time.

• Complete retraining with the [designated instructor OR jail nurse] on [assigned date at time, location].

Performance Concern:

Workplace Free of Harassment and Discrimination, Gender Equity

Performance Concerns ➢ Fails to demonstrate commitment to

gender equity in the workplace, and words or actions have at times detracted from the county’s commitment to a respectful workplace and equal opportunity.

➢ Has acted or communicated in ways that fail to align with the county’s goals to support equal employment opportunity, and to provide a respectful and welcoming public service / workplace environment for all people.

➢ Decision making, actions, and/or communications approach have reflected or supported gender related bias.

➢ Engaged in behavior or communications that violated county policy based on investigation [e.g., Discrimination and Harassment Prevention Policy, Respectful Workplace Policy, Equal Employment Opportunity and/or Recruitment and Selection Policies].


• Develop and demonstrate a commitment to a workplace free from harassment and discrimination. In your role as a supervisor, develop and demonstrate a work environment that includes a strong sense of gender equity in the work setting.

• Recognize overt and subtle language, actions, or workplace assignments that can communicate a difference in how individuals are treated based on gender. Use language that is gender-neutral and equally respectful to individuals of all genders in all business and workplace situations.

• Recognize the impact of bias and actively work to address this. Ensure equity in daily staff assignments and tasks, promotional and development opportunities, and hiring processes.

• Ensure that your communications in the workplace consistently convey respect, and support an inclusive work environment for people of all genders.

• Use individual employees’ / clients’ correct pronouns. Using the pronouns an individual indicates they go by, demonstrates respect and supports the county’s commitment to maintaining a respectful workplace.

• Review the county’s policies on Respectful Workplace, and Discrimination and Harassment Prevention, and ensure that conduct and communications demonstrate compliance with these policies at all times.

• Define and maintain appropriate boundaries between business and personal matters. Delineate personal or social relationships from business and professional relationships. Maintain professionalism in all workplace and work-related communications and interactions.

• Treat all county employees, clients, and business associates with respect, courtesy, and dignity in all business and workplace interactions.

Performance Concern: Collaboration, Cooperation, Teamwork

Performance Concerns ➢ Employee is technically competent or proficient in their

work but does not consistently demonstrate willingness to assist others. Has failed to assist team members on certain projects that could have benefited from their knowledge and contributions.

➢ Employee has failed to engage in projects or address questions or issues where their knowledge and experience could have provided positive contributions.

➢ Employee is unwilling to assist coworkers, even when asked. Employee needs to be aware of when they should offer assistance to others at work, and share their knowledge in order to support team success.

➢ Employee struggles to cooperate effectively with colleagues to achieve team targets.

➢ Employee doesn’t communicate with other employees, creating barriers to effectiveness of the team as a whole. Employee fails to share key information with other team members.

➢ Employee does not have the necessary skills / knowledge to complete the work and is unwilling to reach out to, or communicate with, fellow team members to obtain information on how to perform the work correctly.

➢ Employee relies on their own knowledge and abilities and fails to ask others for assistance or guidance when this would support a more successful outcome or decision-making process.

➢ Supervisor does not permit / encourage their staff to work collaboratively with other departments.


• In order to deliver effective public services, it is critical that all members of the department work collaboratively, demonstrate teamwork, and actively work together toward achieving workplace objectives.

o Demonstrate collaboration and teamwork by proactively sharing your knowledge and experience with newer team members and in subject matter where you have more extensive knowledge or experience that could assist coworkers.

o Participate in team discussions by contributing information that is relevant to the conversation or important for your supervisor and/or coworkers to take into account.

o Volunteer to take the lead on projects or initiatives rather than waiting for the supervisor to assign tasks or request that you participate.

• Look for opportunities when your knowledge and experience can be contributed toward team efforts or be of assistance to less experienced team members. Proactively share information and offer guidance in a constructive and respectful manner.

• Offer to assist team members with workload when they are working to complete high priority or time sensitive projects or initiatives for the department.

• Develop and deliver a 10-15 minute training session to be shared at a team meeting, to help convey knowledge regarding [specify topic / subject matter]. Prepare to discuss this topic in a way that will share your knowledge and experience, and help build consistent and compliant handling of [topic / subject] across all members of our team, and establish a more in-depth understanding of the [specific topic / system / reasoning behind procedure] among all staff in our unit.

• Consult with experienced team members and use available resources when working on assignments that are less familiar, or in which the subject matter or

process is new to you. Appropriate resources should be reviewed and consulted so that you are able to address the assignment in a manner that incorporates the expertise of others. Resources may include but are not limited to: fellow coworkers, professional resource guides / websites including [cite specific resources, documents, websites or sources], Minnesota Statutes, consulting with your supervisor and/or manager, the county attorney’s office, subject matter experts in [department name], and referring to documented procedures available on our division’s [shared technology site].

• Demonstrate active listening when others are sharing their thoughts and ideas, and when new policies or procedures are being explained. Avoid interrupting team members or interjecting your opinion while they are speaking. Pause and give thoughtful consideration to the information others have shared before responding. Ensure that the comments and feedback you share is presented in a constructive manner, aimed at moving the discussion forward and carrying out department assignments and objectives in the most effective manner possible.

• When assigned to work on team-based projects or initiatives, demonstrate initiative and proactive participation.

o Look for areas where you can make active contributions that will support completion of the initiative or project goals.

o If you are unsure where you should contribute, initiate discussion with the project lead and ask them to identify areas where your contributions can best support the team.

o Then follow through to complete work in the areas identified. o Meet with your supervisor on a weekly basis to report on the specific

role and active steps you are taking as a member of the team. Be prepared to explain what you have worked on during the prior week and the progress you have made, in addition to sharing an update on overall progress for the project / initiative. Discuss roadblocks or challenges with your supervisor, and actively participate in problem-solving ways to overcome any issues that may arise.

Performance Concern: Professionalism and Respectful Workplace


➢ Inappropriate choice of language at times. ➢ Voice level or tone is inappropriate at times

when faced with challenging situations. ➢ Has engaged in behaviors that are

disruptive in the workplace. ➢ Creates conflict between staff members

which has resulted in reduced team productivity.


• You are required to maintain professionalism in the workplace at all times, including in the face of challenging or frustrating circumstances. Shouting, speaking aggressively, using profanity directed toward others, or engaging in behaviors that are disruptive in the workplace are unacceptable and will not be tolerated. It is critical that you present a professional demeanor at all times and represent our office in a positive manner that demonstrates respect toward others.

o Complete online training on managing difficult interactions in the workplace by [date]. Complete de-escalation training by [date].

o When dealing with challenging client or coworker interactions, apply de-escalation techniques and skills learned from completed training to navigate difficult situations.

o Ask questions to understand the other person’s point of view and priorities. o Work to calmly and professionally discuss potential solutions. o If you are unable to achieve resolution through professional interactions and

problem-solving attempts, seek the assistance or guidance of a supervisor. o You are encouraged to consult with the Employee Assistance Program for

additional support in building skills to navigate challenging interactions.

• Paid work time during your assigned schedule must be used to focus on completion of assigned tasks and work duties. Conversation with coworkers must be kept to a minimum, and should not detract from the productivity of you or others on the department work team. Review the Respectful Workplace Policy by [date] and avoid engaging in discussions that convey, support, or perpetuate an environment of disrespect toward colleagues. All employees of [County Name] are required to be familiar with the Respectful Workplace Policy and comply with expectations outlined in this policy to ensure a productive work environment where all employees and members of the public are treated with respect and professionalism.

Performance Concern: Initiative and Commitment

Performance Concerns ➢ Fails to perform required duties. Employee

requires close supervision to ensure they stay on task and complete required tasks and projects.

➢ Fails to establish priorities and course of action to complete assigned tasks. Work progress demonstrates a lack of planning and follow-up necessary to achieve effective results.

➢ Frequently relies on others to provide guidance and direction rather than problem solving and demonstrating initiative to research and propose effective solutions or improvements to work processes.

➢ Fails to follow up on communications in a timely manner.

➢ Has not taken responsibility for self-development / professional development.


• In order to achieve satisfactory performance, it is critical that you complete weekly duties in all assigned work areas including [scanning documents, filing, responding to front desk customers, and responding to emails].

o Responding to customers at the front desk should be treated as an immediate priority. You are expected to come to the front and assist a customer as soon as they approach the service counter. If you are in the middle of other work, it should be set aside until after you have greeted and assisted the customer. Demonstrating prompt and responsive service is critical to meeting our office’s goal of delivering excellent customer service to members of the public.

o Scanning and filing of documents to be archived into the electronic storage system should be completed throughout the week, reflecting completion of 100 to 140 documents accurately scanned and filed each week in order to meet acceptable productivity standards.

o Filing of hard copy documents should be completed daily. You are to file all documents received prior to [specify time of day – e.g., 3:00pm] in your inbox, on the same day received. Documents received after [3:00pm] can be filed the following business day. Documents need to be timely and accurately filed to ensure all staff members will be able to locate the records necessary for completing their work.

o Emails should be reviewed daily, and you are expected to respond to all emails requiring follow-up action within two business days of receipt. If the request cannot be fully completed within this timeframe, it is still important to follow up with the sender within the required two-day timeframe. You should acknowledge receipt of their request, update the requestor regarding progress as applicable, and provide the requestor a reasonable and achievable completion date. Schedule time in Outlook and update your daily task list to ensure these items are followed up within the timeframe communicated. Maintaining open

communications and ensuring requestors are apprised of progress and/or anticipated completion timelines is important for ensuring a positive customer service experience.

• Work with your supervisor to identify three professional development goals to increase your job knowledge and technical skills during the next 6 months. The goals should follow SMART goals format and should include specific action plan steps. Complete the agreed upon action plan to achieve these goals, and apply newly acquired knowledge and skills in your daily work assignments. Meet with your supervisor every two weeks to report on progress toward completing the identified goals, and to discuss where these skills can be applied on the job.

• Pursue training to develop public speaking and presentation skills. Providing educational sessions that engage your audience and effectively deliver information is a critical function in your role as [job title], and these skills can be developed by investing in additional education and committing to practice new skills and techniques learned.

o Identify one online / webinar training session and one in-person / live training seminar (half-day or full-day course) that will build skills relevant to your [speaking and public educator] duties.

o Present proposed courses to your supervisor by [date]. o Register and attend agreed upon courses by [date]. o OR Complete assigned courses as follows: [state identified training courses

selected by management]. o Meet with your supervisor following each training session to discuss key take-

aways and information that will be helpful and applicable in your work. o Incorporate skills learned during upcoming public speaking / educating sessions

that you deliver. o Meet with your supervisor to obtain coaching and feedback during the week

following each public speaking session.

• Work assignments need to reflect timely progress, initiative, and effective planning toward completion of projects, goals, and priority assignments. Prepare a work task outline for major projects you are assigned to lead, including [project X and project Y].

o Break the project down into primary stages of activity, in a written and/or visual document format.

o Take time to document critical activities, important issues to be addressed, and resources required within each stage of the project. Be specific with items to address in this section so that it can serve as a checklist as the project team works toward completion of each stage.

o Identify realistic and achievable timelines for each stage and/or major activity required to complete the project.

o Review the project outlines with your supervisor during one-on-one meetings on [date] and [date]. Incorporate feedback as needed, to finalize a project outline that can serve as an effective guiding document.

o Set aside work time on a weekly basis by scheduling reserved blocks of time on your Outlook calendar to work on assigned projects and ensure that progress stays on track.

o Discuss challenges and obstacles with your supervisor during weekly one-on-one meetings. If other high priority issues arise, bring these to your supervisor’s attention and engage in timely discussion to appropriately prioritize or identify internal assistance with critical tasks.

• When faced with an unanticipated challenge or question related to daily work processes, demonstrate initiative to research the issue by consulting available resources including [Minnesota Statutes, documented department procedures posted on the department’s staff intranet site, and/or reviewing reference manuals X, Y and Z]. When seeking guidance from a supervisor or the shift lead worker to confirm direction, be prepared to discuss your analysis of the issue and your proposed resolution, and cite the basis for your conclusions. This approach will build research and critical analysis skills necessary to perform the duties of your role as [job title].

• When areas for improvement are identified in department work procedures, consider viable options for improvement and convey suggestions in a constructive manner. Avoid directing negative remarks or blame at specific team members. Instead, discuss issues or process concerns in a manner that is focused on identifying and building effective solutions, and offer constructive suggestions and ideas. Maintaining respectful and professional communications when working to improve procedures will help achieve the most successful outcome.

o Discuss with your supervisor and provide at least weekly status updates to the requestor if the request is more complex and cannot be fully completed within one week.

o If complications require the initial completion date to be extended, you are required to notify your supervisor promptly and also notify the requestor on or before the originally agreed upon delivery date.

o Identify a work plan for completion of complex or extended requests with your supervisor, and follow the agreed upon plan and timelines to achieve improved customer satisfaction.

o Schedule follow-up contact reminders on your Outlook calendar or daily task list to ensure all requestors are kept informed of progress and understand when they should expect to see the completed work product.

o Maintain an electronic task list that documents items to be completed, requestor / contact, and due date (within two days of receipt of the request is the default due date unless the requestor was notified of a different date for completion). This list should be updated throughout the day, as requests and assignments are received. A template worksheet is being provided and examples of how to document required information in the worksheet will be discussed by your supervisor.

o Meet with your supervisor weekly and bring a copy of your task list reflecting the above information and documenting your actual completion / response date for each item.

Performance Concern: Job Knowledge and Technical Skills

Performance Concerns ➢ Lacks necessary job knowledge to

effectively fulfill assigned duties. ➢ Has not demonstrated sufficient

engagement and initiative to learn and hone new technical skills necessary to successfully perform the job.

➢ Fails to retain instruction or take sufficient notes that can be referred back to, in order to complete tasks accurately after direction is provided.


• Complete technical training on [XYZ program] by [date]. Apply the information learned in your daily work assignments when utilizing [program XYZ].

• Enhance job knowledge so that you are prepared to provide accurate responses to customer inquiries in the area of [identify subject matter]. Enroll in certification courses to build knowledge related to your role and responsibilities as [job title], and successfully complete identified courses by [date].

• Complete online training in Excel by [date]. Convert current manual/paper tracking of [XYZ subject matter] to an organized Excel worksheet format that will streamline [task XYZ] and reduce manual calculations.

o Present a proposed format in Excel to your supervisor at your weekly meeting on [date].

o Incorporate feedback and prepare a final template by [date]. Submit this to your supervisor for review and approval.

o Convert the prior 6 months of data into the worksheet by [date] and ensure that all [XYZ items] are tracked in a consistent and accurate manner going forward by utilizing the Excel template.

• Take detailed notes during monthly training sessions and use these notes to develop written procedures and checklists for each major training topic. Work to develop detailed procedures and checklists that will support you and other staff in accurate and efficient completion of work processes.

o These procedures should be clear and include sufficient detail so that a new hire or temporary worker in our office would be able to follow the steps to accurately complete required processes.

o Provide draft procedures / checklists to [coworker X] to have them test and provide feedback, and use this feedback to hone the documented guidelines.

o Procedures and checklists should be presented to your supervisor for final review, feedback, and approval by [date].

o Finalized and approved procedures and checklists should then be posted to our team’s intranet page for future reference.

o Refer to these procedures and checklists when completing daily processes to ensure that all required elements are completed, and no steps are inadvertently missed.

• Required procedures for operating [equipment item Y] and completing [process X] are posted on our team’s intranet site. When assigned to operate [equipment item Y] and complete [process X], you are to refer to the established procedures and follow guidelines to ensure accurate completion of duties. If you have questions, you are to reach out to the supervisor on duty and obtain clarification before proceeding with the process. It is required that you follow these guidelines to ensure that work assignments are completed accurately and on schedule, and to reduce wasted product.

• Identify and complete three professional development and technical training seminars that will increase job knowledge and skill level in the areas of [subject matter].

o [Minnesota professional associations X and Y], and [online industry website] routinely offer relevant training opportunities. Their course offerings should be reviewed to identify specific class topics and dates when you can complete the required training.

o Email proposed course information including a course description, training date, and costs to your supervisor and obtain approval prior to registering.

o Complete the agreed upon professional development and training seminars. o Schedule a meeting with your supervisor to take place within one week following

completion of each course, and come prepared to discuss what you learned and key take-aways that will be applicable to your work. Provide course hand-outs and your notes from each session to facilitate discussion.

Performance Concern: Organizing and Planning, Time Management

Performance Concerns ➢ Fails to complete assigned projects in a

timely manner. ➢ Fails to draw on available resources to

problem-solve when faced with challenges. Needs to develop an effective project plan in order to make appropriate incremental progress toward completion of assigned project. Supervisor has needed to repeatedly push for next steps to be identified and addressed rather than the employee taking initiative to identify and complete the steps necessary to finish the assigned project.

➢ Struggles to complete tasks due to ineffective time management. Does not demonstrate necessary skills to effectively prioritize competing workplace demands.


• Complete assigned training course on effective time management by [date].

• Identify daily and weekly work tasks, and document these items to create a daily workplan / checklist.

o Prepare an initial draft to discuss with your supervisor at your next weekly check-in meeting. Incorporate feedback from your supervisor and prepare the finalized workplan / checklist by [date].

o Refer to this document to stay on track with daily and weekly assignments. Check off items as they are completed, and log additional non-routing items you work on during the day.

o Review your completed log on a weekly basis with your supervisor to facilitate discussions of progress and accomplishments, and to build skills to effectively prioritize workload.

• Prepare written SMART goals to support successful completion of assigned projects including [project X and project Y]. Use established goals as the basis to successfully complete assigned projects by identified deadlines.

o Email your draft goals, following the SMART goals format, to your supervisor by [date] and be prepared to discuss them with your supervisor at the following weekly one-on-one meeting.

o Incorporate feedback and finalize SMART goals by [date]. o On a weekly basis, identify the specific next steps you will take to work toward

project completion. Come to your weekly one-on-one meeting with your supervisor with an outline of proposed next steps and discuss your work plan for the upcoming week. Follow through to complete agreed upon steps in order to maintain consistent progress.

• Consistently use your Outlook calendar to schedule and track meetings as well as to schedule blocks of time set aside to focus on project completion. Use the scheduled project time to complete weekly project related tasks.

o Approximately [10 hours per week] should be focused on [Project Y], so appropriate time should be reserved in your planned schedule.

o If weekly project assignments are completed with extra schedule time available, the additional work time should be used to work on the team document scanning project.

o Your Outlook calendar should be shared and viewable by your supervisor, and should clearly identify your location and scheduled project work time, in addition to client or internal meetings being reflected.

o Ensure your Outlook calendar is updated and accurate on a daily basis. o Progress and current status of [Project Y] should be reported at the weekly team

meeting to keep the team and your supervisor informed regarding this important initiative.

• When roadblocks or challenges arise related to completion of [Project Y], it is your responsibility to identify the issue and demonstrate initiative to promptly problem-solve and identify possible solutions. Draw on appropriate resources to accomplish this goal.

o Challenges and proposed options and ideas for resolution should be discussed with your supervisor at weekly check-in meetings, or addressed in a timely manner to keep the project moving forward by requesting additional discussion and guidance outside of regular weekly meeting times as needed.

o Arrive at meetings with your supervisor, prepared with ideas for addressing the issue, and having researched relevant information to present to your supervisor and discuss during the decision-making process.

o This may require consulting appropriate resources in advance of presenting a proposed solution when you meet with your supervisor. This could include, but is not limited to, consulting with experienced colleagues or subject matter experts to obtain guidance and relevant information, researching relevant Minnesota Statutes or other applicable regulations and published guidance, or reaching out to network contacts who perform similar work at other counties to identify how the issue is being handled in comparable organizations.

o Making use of available resources and demonstrating initiative to dig into potential solutions, and propose researched options to the supervisor, is an expectation for successful performance in your role as a professional level [job title].

Performance Concern: Goal Setting and Commitment to Achieving Goals

Performance Concerns ➢ Failed to complete assigned goals. Needs to

focus on development of realistic project plans including the steps required to achieve the goal, and set timelines for completion of each stage.

➢ Fails to align goals with department or organizational objectives and priorities.

➢ Demonstrates lack of initiative to work toward successful completion of goals.

➢ Leaves peers and management struggling to understand the status of a project. Needs to demonstrate initiative to provide regular updates on status of assigned work.

➢ Supervisor needs to organize staff more effectively to ensure they are working toward department goals and priorities. Needs to work more closely with staff to identify actionable goals and plan the steps necessary to accomplish them. Needs to check in regularly with staff to ensure the plan is carried out appropriately, or to engage in effective problem solving when obstacles or challenges are encountered.


• Annual performance goals must be developed and provided to your supervisor no later than [date].

o Goals should align with established department initiatives and/or be focused on process and workflow improvements that will help advance the performance of the department.

o All goals must follow the SMART goals format so that written documentation describes a goal that is specific, measurable, attainable, relevant and time-targeted.

o Your proposed goals should be appropriate to your level of knowledge and experience as a [senior… title], and identify a special project or level of challenge that goes beyond routine tasks.

o Discuss proposed goals with your supervisor and obtain approval of your goals for the upcoming year.

• Provide regular updates regarding status of each of your goals at monthly meetings with your supervisor. Report on goal progress and discuss any challenges or roadblocks you’ve encountered.

• Ensure consistent project progress is achieved by setting incremental goals to complete each required step and task, to bring [project X] to successful completion by [end of third quarter].

o Break down the project into major stages, and identify priority tasks that must be completed in each stage.

o Identify target dates for completion of each major stage of the project. o Review the proposed project work plan and goals with your supervisor on [date].

Incorporate changes as recommended by your supervisor. o Refer to your project work plan goals regularly to keep progress on track. Report

on progress toward meeting project completion goals with your supervisor at weekly meetings throughout [second and third quarter].

• Provide regular updates regarding status of [major project] at monthly team meetings.

o Report on progress, share information that will be helpful for other team members to know, and take advantage of this opportunity to seek feedback and ideas from others regarding significant decision points.

o Schedule special sessions outside of the regular monthly team meeting as needed to provide updates on the project and seek input from other team members, to maintain progress on track for timely completion.

• As a supervisor, it is your responsibility to ensure that all direct reports have established annual goals that are aligned with department and county initiatives, and/or goals that identify appropriate employee development opportunities.

o Clearly communicate expectations and internal deadlines for employees to submit draft goals to you.

o Review and provide feedback on draft goals of staff members to ensure they follow the SMART goals format.

o Meet with each employee to discuss and provide guidance as needed to assist your team in establishing effective goals.

o Follow up with any direct reports who have not entered their agreed-upon written goals into [the performance evaluation technology system] by [date].

Performance Concern: Listening Skills and Responsiveness

Performance Concerns ➢ Fails to listen attentively and synthesize the

information when others are speaking. ➢ Interrupts others while they are speaking.

Makes negative remarks that shut down group conversations, and result in other team members refraining from sharing ideas or engaging in active discussion of new concepts at team meetings.

➢ Is pointed in demonstrating nonverbal behaviors that show disrespect for others’ ideas.

➢ Has failed to apply instructions and direction communicated at team meetings.

➢ Fails to consider constructive criticism and work to improve performance in response.

➢ Fails to give appropriate consideration to staff concerns. Needs to demonstrate improved engagement with staff and take appropriate steps to problem-solve and address the concerns raised by those completing assigned tasks.


• When new processes, procedures, or information are presented at staff meetings or training sessions, maintain focus on the information being presented throughout the session. Reduce distractions by putting away mobile devices during the training session. Take notes on the information so that you are able to apply the instruction accurately when completing assigned work.

o Training on the new technology system will be presented to all staff on [date], and a webinar on legislative changes that impact our department’s work is scheduled for [date]. These sessions present an opportunity to practice active listening skills and take notes to support improved work performance.

o During the weekly meeting with your supervisor following each session, be prepared to share your notes and discuss important information you learned from each session.

o Demonstrate successful application of the new information in your work following attendance at training sessions, including the specific sessions mentioned above.

• Practice active listening when others are speaking and avoid interrupting the speaker or interjecting negative remarks while information is being shared or presented. Take the time to consider information shared by others before responding. Ask questions to build a more complete understanding of new concepts, and demonstrate an openness to exploring and discussing various ideas and options. At a minimum, provide space and opportunity for concepts to be discussed by others and avoid making statements that are likely to shut down creativity, innovation, and constructive discussion. Provide feedback including potential drawbacks and concerns, or alternative ideas, in a constructive and respectful manner.

• Demonstrate active listening skills and commitment to a respectful work environment to support effective exchange of ideas within your work group. Be aware of your body language and non-verbal signals when engaging in conversation with colleagues and attending team meetings. Cell phones and laptops should be silenced and set aside to

demonstrate courtesy to those who are speaking. Give your attention to whoever is speaking. Appropriate postures and actions that can demonstrate this include making eye contact and turning toward the speaker. Avoid postures or actions that demonstrate disinterest or a negative response to information being presented, including rolling eyes or taking out other work while a colleague or supervisor is providing an update during the team meeting. All county employees are responsible to support a respectful work environment and a collaborative team environment, which includes demonstrating courteous and professional demeanor while listening to information and ideas shared by others.

• Establish a regular weekly [or monthly] meeting schedule with each staff member [direct report].

o Encourage each staff member to report on project and assigned work progress, significant developments, and challenges or roadblocks they have encountered.

o Take notes during these meetings. o Provide feedback and guidance, and assist with problem solving to support staff

in successful performance. o Take the time to listen, consider, look into, and follow up on concerns that staff

members may share. o Some issues may not have an immediate or clear solution. In these cases, your

follow-up actions should include consulting appropriate resources to determine your course of action as the supervisor. Resources may include discussing with your manager / department heard, consulting with human resources, or reaching out to professional contacts or knowledgeable county colleagues.

• It is important to pursue ongoing professional growth and development opportunities. Performance feedback and constructive criticism from supervisors and those with whom we work most closely can provide valuable guidance regarding areas of opportunity for further growth, development and focus. Take time to consider feedback and demonstrate investment in pursuing professional development by identifying several goals and training options in focus areas identified. Discuss proposed goals and training options with your supervisor to establish an approved plan to advance your professional skills and knowledge during the upcoming year.

Performance Concern: Creativity and Innovation, Adapting to Change

Performance Concerns ➢ Needs to demonstrate greater effort to

develop solutions or recommendations before asking for help. Needs to work on being more resourceful when working on assigned tasks and projects.

➢ Demonstrates resistance to change. Is rigid and unwilling to adapt when presented with new information.

➢ Frequently displays a negative outlook regarding change which is damaging to team morale and productivity. Quickly jumps to the role of naysayer when new or different ideas are proposed by team members and supervisor.

➢ Does not create new solutions or seek to improve processes.

➢ Is unwilling to take risks, even when there is a compelling reason to consider a new or different approach.

➢ In role as supervisor or project lead, discourages creative solutions from team and is unwilling to reasonably consider or incorporate the ideas and input of others. Fails to gather staff input when it would have been appropriate and beneficial to do so.


• Before seeking assistance from others, demonstrate initiative, resourcefulness, and independent problem-solving skills by reviewing available resources for guidance.

o Appropriate sources of information may include: established work procedures and checklists which are documented and available on the department’s intranet page [and/or in the binder of printed procedures provided to you], consulting relevant Minnesota Statutes including [Sections XXX, XXX, and XXX], and referring to your training manual and notes from the technology training provided to all staff members on [date] and [date] to build skills in the new technology system. In many situations, researching your question by consulting these resources will provide the necessary information to complete work tasks in an accurate manner.

o If after reviewing appropriate written guidance and resources, you are still unclear or require additional assistance, you should consult with the supervisor or lead worker on duty.

o Whenever possible, present the relevant material you have reviewed and suggest the solution you believe would be appropriate, including the reasoning behind your recommendation. Sharing this information when you seek additional guidance will demonstrate your engagement in the decision-making process, and will support you in honing independent problem-solving and research skills necessary to be successful in the job as you move forward.

• Demonstrating engagement and commitment to learning new information and processes is critical to maintaining an acceptable and successful level of performance in the position of [job title]. As department goals and initiatives, industry best practices, client needs and external trends/influencing factors, and the law continue to develop and change, it is critical that all staff in our department are responsive to new and changing needs.

o When new information and requirements, department initiatives, or modified work practices are communicated, you should listen and consider the

information, ask questions to gain understanding, and take notes as needed to translate the new information into effective and responsive work practice.

o Your daily work approach should reflect incorporation of new information or approaches that are required of all workers in the position of [job title] and discussed at team meetings and training sessions. If you are unsure how to incorporate new information into your daily work practice, you should discuss and seek guidance from the supervisor or the trainer presenting the material.

o Refrain from making disparaging remarks during team meetings where new processes and requirements are presented, in a manner that is disruptive to the group learning setting. Concerns, questions, and constructive criticism should be shared in a respectful manner during team meetings and training sessions. Constructive engagement during team meetings is encouraged.

o Direct additional discussion or objections that are not appropriate for group sessions to appropriate channels for resolution. This may include additional one-on-one conversation with your supervisor.

o As new requirements or processes are communicated to staff, it is your responsibility to follow through and apply the information in your work practice as directed. If you are unclear on how to do so, you should consult with your supervisor for guidance.

• In your role as a [job title], you are responsible for ensuring successful and effective completion of [general process]. Current procedures and practices in this area reflect opportunity for streamlining and improvement. In addition, more strategic oversight could help reduce errors in [process X].

o By [date], review [process X] in detail and identify specific areas for improvement. Discuss recommendations with your supervisor and implement agreed upon changes to [process X] by [date].

o Schedule a kaizen or other appropriate continuous improvement event by [date] to address [process X]. Involve staff representatives from various segments of [process X] to review the current procedures and steps, and identify areas for streamlining or improvement.

o Identify who will be responsible to complete each change item and establish realistic dates for completion.

o Follow up to ensure all process changes are completed.

o Bring the project team back together by [date] to discuss the new process and review any additional areas for follow-up or improvement.

o Provide your supervisor with regular updates at weekly meetings as you move forward with leading staff through this change initiative.

• New approaches and strategic risks must be given appropriate consideration to ensure the division continues to deliver a high level of service.

o When innovative new approaches and evolving best practices are topics of discussion at professional organization meetings and/or made available in industry publications, you should demonstrate initiative to research and learn more about these concepts and options whenever they may be relevant to our county.

o Include relevant new information in updates provided during weekly meetings with your department head. Be prepared to discuss related considerations and share your analysis of how the information should inform county decisions.

o Whether your recommendation is to adopt new processes, further analyze or explore, or implement new approaches, it is important that noteworthy subject matter in this service area be included and addressed in regular one-on-one meeting agendas with your department head. You are to keep your department head informed of pertinent issues and considerations in your industry/area of professional practice, and discuss your analysis and/or incorporation of this information in relation to your unit’s work practices.

o Your analysis and decision making regarding new information should place excellence in service delivery and best practices as priorities, in order to best serve members of the public.

• In your role as a supervisor, encouraging staff engagement, innovation, and effective team problem-solving is important to support successful team performance and to build positive workplace culture and morale.

o Identify opportunities to seek input from staff members and give due consideration to their feedback and suggestions. Work to incorporate staff feedback to improve business practices and procedures, and make decisions that are informed by the insight shared by team members. Ask for staff input on potential next steps and recommendations related to [project Y]. Identify various decision points where staff involvement could improve overall outcomes, and include opportunities for team member engagement in the project plan.

o Discuss these proposals with your supervisor to establish an agreed-upon work plan that takes staff expertise into account. Follow up with your supervisor to discuss team feedback and discuss how you are incorporating staff insight into the decision-making progress and next steps. Work with your supervisor to review talking points for upcoming team meetings and to develop an effective communications plan and a work plan that encourages staff engagement.

Performance Concern: Customer Focus and Customer Satisfaction

Performance Concerns ➢ Does not always listen to customers well,

and level of service during customer interactions leaves customers dissatisfied on a recurring basis.

➢ Has demonstrated frustration with customers who have asked questions or not been satisfied with initial response.

➢ Failed to engage effectively during more challenging customer interactions. Needs to maintain professionalism with customers at all times, even in challenging interactions.


• Providing excellent customer service must be a top priority in your role as [job title] and is one of our department’s primary objectives. When a customer approaches the front counter, demonstrating prompt attention and delivering effective service should be the first priority. When a customer approaches the front counter, other work projects you may have in progress need to be momentarily set aside in order to attend to the customer promptly. Take time to listen to the customer’s specific questions and concerns. Ask questions to clarify what they are seeking and to better ascertain how you can effectively assist them. When you are not able to provide the answer the customer is hoping for, whenever possible, explain the reasoning and/or Minnesota Statute that is the basis of the information you need to share in response. Whenever possible, suggest alternative options or additional sources of information that may assist the customer in moving their inquiry or issue forward. Draw on resources available and seek input from experienced coworkers, the supervisor, or a knowledgeable subject matter expert in our office when appropriate to assist with challenging customer interactions or non-routine questions/requests.

• You are expected to maintain a professional demeanor and communicate in a respectful and courteous manner even when working through challenging customer interactions. It is not acceptable to raise your voice or make disparaging remarks when working with a customer. Most challenging customer interactions can be successfully navigated and resolved by using good communication skills and drawing on training and resources available from your department. It is expected that you develop and hone skills to successfully navigate disagreeable customer interactions in your job.

o Information should consistently be communicated to customers in a professional tone, and be focused on sharing relevant factual data and resources to move the discussion forward in a productive manner.

o Sharing relevant Minnesota Statutes when providing information, and explaining the reasoning behind the department’s response can help build increased understanding and allow you to keep the conversation productive. Seek ways

that you can guide the customer to an acceptable resolution or understanding of the relevant laws governing their situation.

o When appropriate, use de-escalation techniques shared in recent training and/or involve a supervisor or manager when a customer demonstrates behaviors or responses that warrant an elevated response, or where you need assistance to successfully resolve the issue.

o Always keep in mind that employee and public safety should be our first priority. When de-escalation techniques do not work or are not appropriate to the situation, employees should employ sound judgement to call 911, lock down the department, and/or take other emergency action specific to the incident.

• Customer complaints regarding level of service or interactions with representatives of the [county department name] should be rare. Staff members serving members of the public in the position of [job title] are typically the subject of [0 – 2] customer complaints per year. Most staff members are the subject of no customer complaints during a typical full-time annual service period. When a concern is brought forward by a customer, the circumstances will be reviewed by your supervisor and discussed with you. You are expected to provide effective and professional customer service. It is imperative that you modify your approach to serving and interacting with customers in order to achieve immediate and sustained acceptable levels of service when representing our office.

• Complete “customer service excellence” training, and “engaging in effective communications” training by [date].

• Complete “dealing with difficult customers” training and “de-escalation techniques training by [date].

• Improve customer service by promptly attending to the front counter, making eye contact and greeting the customer, and asking “how may I help you?” to open each interaction in a courteous manner. Be aware of non-verbal cues and body language when interacting with customers. Your verbal communications, body language, and facial expressions should demonstrate engagement and interest, professionalism, and respectful interactions with each customer.

• Providing a positive and courteous customer service experience for individuals calling our office is a critical priority for your role.

o The main phone line should be answered promptly, within two rings when you are at your desk and not serving a customer at the counter.

o You are to greet all callers with the following “[Department name], this is [employee name], how may I help you?”

o Additional calls are to be answered promptly, greeted, and courteously asked to hold while you attend to the callers in order of receipt.

o When you will be away from your desk for a scheduled break, attending a meeting, or working on assigned duties in the back records storage room of the office, you are expected to forward calls to [name or phone line] to ensure all customers receive prompt service.

o Consistently following these guidelines to ensure effective service for customers calling our office is required to achieve satisfactory performance. Calls will be monitored to ensure service expectations are met, and your performance in this area will be reviewed at weekly meetings with your supervisor.

Performance Concern: Ethics and Integrity

Performance Concerns ➢ Supervisor trusts that staff will work ethically

and effectively with limited supervisory oversight or review, but at times the level of trust is not justified. Needs to engage more regularly in reviewing staff output and maintain effective supervision. Needs to follow up more promptly and effectively with staff to ensure and confirm that work is being completed and meets expected performance and/or ethical standards.

➢ Employee has demonstrated lapse in integrity and failed to represent the office professionally while attending off-site training.

➢ Employee has failed to follow policy, engaging in actions that could damage public trust or cause the county to fail to meet public accountability requirements.


• Performance concerns arising from the group you supervise could be reduced or eliminated through improved supervisory oversight and monitoring of performance. Sound judgment must be reflected in supervisory decisions to entrust staff with increased responsibilities and reduced oversight and guidance.

o Establish checks and balances, and appropriate review of procedures carried out by staff in your area of responsibility.

o Assess existing procedures and develop appropriate separation of duties, along with opportunities to incorporate regular review of information to ensure procedures are completed with accuracy and integrity.

o Present outlines of current process compared to new/proposed process to your department head for discussion by [date].

o Implement new procedures by [date]. o Monitor efficiency and outcomes over the following quarter, reporting back to

your department head regarding progress or challenges at regular meetings every two weeks.

• Management expectations for staff compliance with [policy X and policy Y] addressing [subject matter] are to be conveyed at your next regular monthly staff meeting. It is the responsibility of the supervisor to monitor staff compliance and hold staff members accountable for policy violations. Concerns related to staff member compliance in this area, whether reported by others or observed through supervisory oversight and review, must be addressed promptly. This may include investigating concerns, providing coaching/guidance/additional training, and/or disciplining staff. Work with the human resources department to effectively address concerns and take appropriate follow-up action. Consider group training provided by [department or entity] [or Employee Assistance Program (EAP) group sessions] to build staff member skills and understanding of the importance of compliance with [policy X and policy Y] to ensure an effective [or respectful] [or compliant] workplace.

• You are required to abide by all requirements set forth in the county’s Discrimination and Harassment Prevention Policy, Respectful Workplace Policy, and Ethics Policy both in your regular workplace and while representing the county during conferences, training seminars, or other travel or attendance at offsite events related to your role with the county. You are required to represent the county in a professional manner at all times when participating in professional association events that you attend as a representative of the county based on your position of county [job title], and have gained access to by way of your county-paid membership in the professional association.

o Review these county policies by [date]. Email your supervisor to confirm in writing when you have completed this requirement.

o Complete re-training assigned through [technology system X] by [date]. Provide certificates of completion to your supervisor after each session.

o Attend upcoming countywide annual training on [related subject matter] during the [month of X] and discuss the information and how it applies to your work for the county at your next regular meeting with your supervisor following your attendance at the training session.

o Read assigned book on [related subject matter] by [date]. Discuss the information with your supervisor at your regularly scheduled one-on-one meeting, including key takeaways or insights you learned from the assigned reading.

o It is recommended that you contact the confidential Employee Assistance Program (EAP) to discuss additional development and/or address concerns related to this area.

• It is required that you follow the county’s Attendance and Time Reporting Policy at all times.

o Timecards must be completed accurately on a daily basis. o Requests to work additional hours beyond your regularly scheduled shift must be

discussed with your supervisor, including presenting the reason for the request. You shall not work outside your regularly schedule shift or work overtime unless you obtain advance approval from your supervisor.

o All hours worked must be recorded and reported in the county’s electronic timecard system.

o It is critical that all employees adhere to this policy and related procedural requirements in order to meet the county’s obligations for public accountability

and trust, and to ensure our department operates within established budget parameters.

o If you have questions or concerns related to prioritization of workload, you are to bring relevant information to your supervisor’s attention at your regularly scheduled weekly meeting to allow for joint problem-solving and informed decision-making by management.