WELCOME

Please take time to introduce yourself and exchange business cards with others at your table…

EMPLOYMENT BEST PRACTICEPART 2

A conversation with HR

MARIA BATAYOLA-FACILITATOR

Panelists: Darwyn Anderson, Director Employment,

Training & Equal Opportunity, City Personnel Frank Emerson, Staffing Operations Consultant,

City Personnel Janice Flaagan, Sr. Personnel Specialist, DoIT Glenda Graham-Walton, Executive Director, Civil

Service Commission Shannon Morrison, Records Management, City

Personnel

CITY HR STAFFINGJANICE FLAAGAN

City Personnel Director

Appointing Authority/Department Head

DepartmentHR Directors and Managers

Department HR StaffSr. Personnel Specialist

Personnel SpecialistAssistant Personnel Specialist

Labor Relations / Bargaining Units

Civil Service Commission

THE RULES AND LAWS THAT BIND US JANICE FLAAGAN

Federal Laws State Laws City of Seattle Charter Seattle Municipal Code Personnel Rules Department Rules and

Policies

EMPLOYMENT SERVICES

CITYWIDE PERSONNEL DARWYN ANDERSON

The purpose of the Citywide Personnel Services program is to establish Citywide Personnel Rules, provide human resources systems, information, services, and expert assistance to departments, policy makers, and employees.

EMPLOYMENT AND TRAINING

Provides staffing services, employee development opportunities, and technical assistance to all City departments.

RECORDS MANAGEMENTSHANNON MORRISON

Collect and Hold Personnel Files for Terminated Employees– The Record includes the supervisor’s file, the confidential file and employment file…

-Records are kept for six+ years-Employees can review files at least once

per year-Employees may receive one free copy of

file-Departments can review files for previous

employees-IF employee is a top candidate for a position

COMMON RECORDS MANAGENT ISSUES-CHALLENGES

Incomplete Files Missing documents Erroneous non-work

related items in file Files not transferred

to Personnel or New Department

REMEMBER-EMPLOYEES HAVE THE RIGHT TO ACCESS THESE RECORDS…

PERFORMANCE MANAGEMENTGLENDA GRAHAM-WALTON

Clear understanding of the job and expectations

Effective orientation, education, and training

Measureable and attainable goals and objectives

Regular and on-going coaching and feedback

Performance management is the process of creating a work environment or setting in which an employee is enabled to perform to the best of his/her abilities and includes:

SMC 4.04.180 Performance evaluation. A., The Personnel Director shall develop and monitor a City-wide performance evaluation system and shall work with departments to ensure compliance therewith. Such system shall include, but need not be limited to:

1. An expectation that every City supervisor will provide a formal job-related performance evaluation to each of his or her subordinate employees at least annually;

2. Provision for employee comment on the evaluation;

3. Review of the evaluation by the rater's supervisor, and right of the employee to have the evaluation reviewed by a higher authority, up to and including the appointing authority.

B. The results of evaluations may be used to: 1. Improve communications with employees; 2. Help identify and recognize outstanding employee performance; 3. Help identify and correct inadequate employee performance; and 4. Help demonstrate cause for personnel actions.

PERFORMANCE MANAGEMENT AND EMPLOYEE DEVELOPMENTGLENDA GRAHAM-WALTOM

1.5.4 Job Expectations The setting and communication of job expectations is a

goal of the performance evaluation system. All supervisors and employees should identify employees’ job expectations: on at least an annual basis to set expectations for

the coming year, when the employee begins a new job, when there are changes in job expectations, and when an employee needs or requests clarification

about his or her job expectations.

PERSONNEL RULE 1.5

PERSONNEL RULE 1.5.5 PERFORMANCE EVALUATION

The results of performance evaluations shall be used to: Improve communications with employees, Help identify and recognize outstanding

employee performance, Help identify and correct inadequate employee

performance, and Help demonstrate cause for personnel actions.

PERSONNEL RULE1.5.6 COMMUNICATING PERFORMANCE DEFICIENCIES

Supervisors should address deficiencies in an employee’s job performance immediately, rather than waiting for the formal performance evaluation…

PROJECT HIREFRANK EMERSON

Employees at “risk of layoff” and employees laid off for less than one year

Opportunity for consideration for a position at a level equal to or less than the employee’s current position

Employee must be qualified for the position

Rosters of eligible employees are submitted to hiring departments

PROJECT HIRE ELIGIBILITY

Regular full and part time employees Employee must be nominated by

department Employee must be at risk of losing

his/her position

OPEN DISCUSSION & QUESTIONS

THIS

NOT THIS

UPCOMING EVENTS

Dwight Dively-September

Candidate Forum-October

DOCUMENTATION DO’S:PER ERIN OVERBEY’S PRESENTATION LAST MONTH

Prepare documents promptly and date them

Be factual, specific, and detailed: provide examples

Pay attention to grammar, spelling and punctuation

Be mindful of tone and objectivity Be consistent in your documentation:

do the performance reviews reflect problems?

DOCUMENTATION DO’S:

Prepare documents promptly and date them

Be factual, specific, and detailed: provide examples

Pay attention to grammar, spelling and punctuation

Be mindful of tone and objectivity Be consistent in your documentation:

do the performance reviews reflect problems?