PPM Performance Program

The Physical Plant Management Performance Program provides basic guidelines and minimum requirements to managers, supervisors and employees with regard to performance and evaluation management. This program is not all inclusive and it is noted that exceptions will occur which may require administrative assistance beyond these basic guidelines. Managers, supervisors and staff have respective responsibilities for performance directives and goals.

Supervisory Management

I. Employee Training / Orientation:

Supervisor orients employees to the shop/area and provides in-house training on duties.

Supervisor provides and promotes on-going training and safety training for all employees.

Supervisor monitors training progress and identifies the need for additional training.

Supervisor provides refresher training for all employees on a regular basis.

Supervisor recommends outside training as appropriate for performance improvement.

Specify training for performance improvement.

Recommend career development training.

Makes recommendations to management as needed.

Advises the administration on personal growth training as requested by the employee.

II. Performance Evaluation Process:

The performance evaluation process will be on a continuous basis and submitted in writing to Human Resource Services on an annual basis after appropriate review. The supervisor will utilize measurable standards as established by the department in the review process. The supervisor will use the criteria set forth on the Employee Performance Evaluation Form.

The supervisor establishes a work plan which includes measurable goals and objectives for each employee. The evaluation process should include periodic meetings with the employee to review areas of excellence or areas of improvement needed. The supervisor provides clear and concise performance expectations and reviews the various ratings with the employee. The supervisor confirms that goals and objectives are met in the annual written evaluation. At the time of the annual evaluation, the employee should be well informed of their job performance with no surprises.

In cases where improvement is not realized the supervisor takes the appropriate action and maintains supporting documentation.

Goals and objectives are an integral part of the performance evaluation process. Employees are expected to demonstrate initiative in accomplishing goals set forth through this process. Employees are expected to be pro-active and keep current in accomplishing the goals of their respective area and department.

Goals and Objectives may encompass various aspects of an employees work, performance, and work related behavior. The Supervisor determines throughout the evaluation period if the employee is performing at expected standards based upon a measurable work plan or reasonable behavioral standards. To meet the intent of staff development and optimal expectations of management, a three year development approach utilizing the written performance evaluation is effective in documenting, communicating and promoting performance improvements. This applies to non probationary employees - probationary employees are evaluated throughout the probationary period.

First Year Evaluation - Establish non-threatening goals written into the Performance Evaluation. Verbally describe the purpose of these goals, especially if they are associated with past disappointing performance or behavior in the work place. Verbally encourage the employee to demonstrate improvement in weak areas or on behavioral concerns by working towards the attainable goal. Suggest methods or tools the employee can use to make these improvements and attain the defined goal. Progress is reviewed periodically throughout the year. The Supervisor should support the employee throughout the year by communicating noticeable improvement or obvious failures of satisfying the goal.
Second Year Evaluation - The Supervisor acknowledges in writing the successful achievement of the prior year's goal in the "Progress Achieved" section, or redefines the goal as an "improvement program" still within the "Goals or Improvement Program" section of the evaluation. The text of the improvement program should reference the prior year's written goals and may include previous counseling memo's and/or counseling verbiage may be included in the improvement Program to emphasize the importance of achieving their goals.
Third Year Evaluation - The Supervisor acknowledges in writing the successful achievement of the prior year's improvement program in the "Progress Achieved" section, or identifies continued unsatisfactory performance or behavior concerns. The Supervisor frames these unsatisfactory concerns as a "required improvement" in the "Required Improvement" section of the evaluation form. This may also include reference to any corrective action which may have occurred throughout the previous year. Required improvement guidelines and standards with specific review dates are set throughout the following evaluation period. With no measurable improvement within the third year, corrective action recommendations would follow. Documentation is essential throughout this process.

For the Performance Evaluation criteria written justification is required for the following ratings:

For clear and obvious or well documented performance and actions of Outstanding or Unacceptable behavior.

For perceived performance supported by clear descriptive examples of Exceeds Expectations or Below Expectations performance.

Employees who receive a rating of Below Expectations or Unacceptable may be reviewed again within 3, 6, and 9 months of the annual evaluation as a follow-up procedure.

III. Attendance Program:

In evaluating employees, attendance should be considered as a key factor. Poor attendance can affect productivity. Employees must adhere to PPM Rules and Regulations when reporting absences. Supervisors must evaluate and monitor use of sick leave, etc. This includes patterns established such as Monday/Friday off in a consistent manner, employees off sick consistently in addition to frequent unscheduled vacation time taken, etc. Supervisors should not approve vacation time for unscheduled absences due to sick. Exceptions must be approved by the administrator.

IV. Standard Criteria for attendance that meets expectations or above:

6 or less unscheduled absences during the annual evaluation period. (Continuous days off for the same initial illness, i.e., influenza, personal injury etc. should be viewed as one unscheduled absence).

No AWOL

6 or less instances of tardiness during the annual evaluation period.

Employees with one or more years of service should retain a sick leave balance of an average of 6 or more days in the first 12 months of service and a minimum of 6 days per year cumulative carryover thereafter. A major injury or illness should be taken into account if an employee falls below this cumulated carryover amount of sick leave.

Employees with consistently poor attendance will be placed on the Human Resources 3 tier Attendance Program. Failure to improve attendance could result in corrective action.

1st Phase - 3-5 days sick leave balance accumulation over the prior 12 month period. Required to present a doctor's note for each unscheduled absence. 6 Month improvement period.

2nd Phase - 1-3 days sick leave balance accumulation over the prior 18 month period. Required to continue to present doctor's statements for each unscheduled absence. May receive a Work Directive regarding attendance. Unscheduled absences may result in "dock in pay".

3rd Phase - 0-1 day sick leave balance accumulation over the prior 24 month period. May be required to be examined by the State appointed physician for fitness to work.

Note: It is important to note that exceptions to the above are cases where employees, upon approval, opt to use sick leave balances for severe or long term illness/injury, surgery, or related circumstances.

Requests for catastrophic leave donations will be evaluated by Human Resource Services and the Director on a case by case basis. Employees who have abused their sick leave may not receive a recommendation from the Director for the Catastrophic Leave Donation Program.

V. Corrective (Formerly Disciplinary) Action:

Supervisors recommend corrective action when an employee violates state policies and procedures, rules and regulations, willfully causes damage to state property, repeatedly performs below the required standards of their position, or frequently behaves in a manner indifferent to the prescribed practice of this department; specifically exhibitions of dishonesty, disrespect for others, or an unacceptable work ethic. Supervisors are required to work with employees to develop improvement plans with definitive goals to avoid more serious corrective action. These improvement plans can be in the form of verbal or written work directives, verbal or written counseling or recommendations to the appropriate administrator for corrective (disciplinary) action such as reprimand, suspension or dismissal for repeat or serious violations. Supervisors should follow H/R policies and procedures in developing improvement plans or when required. Employee action beyond work directives should be approved by a Manager and reviewed by the Manager of Administrative Services, PPM. Only a department Administrator (usually the Director) will make a formal recommendation for corrective action including reprimand, suspension or dismissal.

Employee Management

I. PPM Rules & Regulations:

Employees receive a listing of PPM Rules and Regulations. The rules and regulations are reviewed with the employees by the supervisor. Employees are required to adhere to PPM Rules and Regulations. Supervisors are responsible to enforce rules and regulations.

II. Training / Safety:

All employees are active members of the PPM Safety Team. All employees are expected to be familiar with University emergency procedures. All employees are expected to practice preventive safety measures. The PPM Manager of Operations/Safety/Training Program administers the program and assures the following:

Monthly safety meetings - All employees required to attend.
Weekly and as needed tailgate safety meetings - Defined and conducted by Supervisors or Managers for all shop/area employees and submitted to the PPM Safety/Training Program Coordinator.
Specialized Safety Training - Certified training, equipment operations training, etc., as recommended by the Supervisor or Manager. Annually and as needed due to job requirements. Equipment operations training may be performed by the appropriate Supervisor or Manager and documented by the Program Coordinator.
Accident prevention training - All employees required to attend.
Safety Observance - All employees are required to attend.
Safety Observance - All employees are expected to report unsafe conditions, equipment or hazards observed on campus to their supervisor and/or the Safety Coordinator.
Established safety committees (as required by bargaining unit contracts) will make appropriate recommendations to the PPM Director.