SAMPLE POLICY WORK

and work collaboratively to address areas of improvement. • Maintain open communication channels to facilitate constructive feedback.

c. Performance Evaluation Process Performance evaluations are conducted regularly to assess individual performance, support career development, and foster continuous improvement in service delivery. The evaluation process combines objective metrics with qualitative feedback to provide a holistic view of each employee’s contributions.

Evaluation Schedule

Purpose: To establish a consistent, periodic review process that identifies strengths, opportunities for improvement, and developmental needs; ensuring ongoing alignment with agency objectives and regulatory requirements. Policy Statement: Performance evaluations will occur at least annually, with the possibility of semi ‑ annual reviews as required for new hires, performance improvement plans, or regulatory mandates. Evaluations will be based on standardized assessment tools and clear, measurable performance benchmarks.

Procedural Guidance:

Annual Reviews: –

Full evaluations occur annually. Follow ‑ up reviews may be scheduled semi ‑ annually for employees on performance improvement plans. – Supervisors and HR collaborate to generate evaluation forms that address key performance indicators: service delivery quality, adherence to protocols, client feedback, teamwork, and professional development. Evaluation Tools: – Use standardized evaluation checklists, performance rating scales, and self ‑ assessment questionnaires. –

Integrate quantitative data (e.g., punctuality, service hours, client incident logs) and qualitative feedback (e.g., communication skills, teamwork, problem-solving abilities). – Incorporate 360 ‑ degree feedback from peers, direct reports, and clients where applicable. 3. Documentation and Review: – Supervisors complete a detailed evaluation report and discuss it during an in ‑ person appraisal meeting. – An official performance evaluation meeting is documented, noting strengths, performance gaps, and a structured plan for professional