	Human Resources Management

Introduction

Administration and Management

Service Delivery Administration Standards

Service Standards

HR 6: Performance Review

The organization holds both supervisors and supervised personnel accountable for performance and facilitates open, two-way communication as a means to encourage performance improvement.

Update: Revised Standard - 03/01/11

HR 6 Original Standard:

The organization holds personnel accountable for their work performance.

HR 6.01

The organization has a standardized process for providing every full-time and part-time employee and volunteer with a written performance review at regular intervals that involves the employee or volunteer and the supervisor.

Update: Added Second Interpretation - 05/01/11; Update: Revised Standard, Revised First Interpretation - 03/01/11

HR 6.01 Original Standard and First Interpretation:

Every full-time and part-time employee and volunteer receives a written annual performance evaluation conducted by the person to whom he or she reports.

Interpretation: Performance evaluations are conducted in-person where possible. Casual volunteers do not need to be evaluated.

Interpretation: Performance reviews should be conducted in-person where possible. Casual volunteers do not need to participate in the organization’s performance review process.

Interpretation: When determining the timelines for the performance review, the organization may consider the qualifications and experience of the worker and the supervisor, and the complexity and intensity of the service.

HR 6.02

The performance review process assesses job performance, recognizes accomplishments, provides constructive feedback, and emphasizes self-development and professional growth, in relation to:

specific expectations defined in the job description;
organization-wide expectations for personnel;
objectives established in the most recent review, accomplishments and challenges since the last review period, and objectives for future performance;
developmental and professional objectives;
recommendations for further training, skill building, and other resources that may contribute to improved job performance; and
knowledge and competence related to the characteristics and needs of service recipients, if applicable.

Update: Revised Standard, Added Research Note - 03/01/11

HR 6.02 Original Standard:

Performance evaluations assess job performance, and emphasize self-development and professional growth, in relation to:

specific expectations defined in the job description;
organization-wide expectations for personnel;
objectives established in the most recent evaluation and objectives for future performance as they relate to the organizations' mission and goals;
developmental and professional objectives;
recommendations for further training and skill building; and
knowledge and competence related to the characteristics and needs of service recipients, if applicable.

Research Note: Research suggests that adding narratives to the review is more effective in capturing job performance than numerical ratings alone.

HR 6.03

The organization promotes a work environment that supports active participation by personnel in the performance review process.

Update: Revised Standard, Added Interpretation - 03/01/11

HR 6.03 Original Standard:

Personnel have the opportunity to sign the performance evaluation, obtain a copy, and provide written comments.

Interpretation: Staff members should have the opportunity to sign, obtain a copy of, and provide comments on all written reviews.

HR 6.04

The organization monitors the quality of services provided by independent contractors.

Interpretation: Mechanisms used to monitor quality may include quarterly quality improvement review, evaluation of services, or another assessment performed by a third party.

NA Services are not provided by independent contractors.

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	PURPOSE: A stable, qualified workforce contributes effectively and efficiently to consumer satisfaction and positive service delivery results.

RELATED FILES


	CONSUMER The individual, family, group, or community that seeks or receives services.


	SERVICE One or more organization-operated programs or activities that have a common general objective and deploy the organization's material and human resources in a planned and systematic manner. An organization that publicly promotes or identifies itself in writing as offering a service, is licensed to deliver a service, assigns personnel and/or space to a service, or allocates financial resources to a service is considered to offer that service.


	PERSONNEL The body of employees and/or volunteers that carries out the organization's tasks under the organization's administration and/or supervision. This definition does not include foster parents who are specifically referenced in relevant standards


	PERFORMANCE A measure of how well an organizational system provides services to consumers. Performance is often based on key indicators, such as rates of service, cost per consumer, degree of satisfaction with services, and extent of consumer access to services.


	QUALITY In this context, the extent to which contemporary and generally recognized standards for professional practice are met and exceeded, and desirable service outcomes achieved.


	INDEPENDENT CONTRACTOR An independently employed individual who contracts with an organization to do a piece of work according to his/her own methods and is subject to an employer's control only as to end product or final result of the work, not as to the means whereby it is to be accomplished.


	EVALUATION The review and assessment of organizational operations, programs and services.


	ASSESSMENT An evaluation, which utilizes professional expertise and skills in the collection and analysis of data to understand and describe the nature of service needs of an individual, family, or group. Assessment, as in needs assessment, is also used to determine priorities of program planning and service development for the organization as a whole. See also DIAGNOSIS.