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Manager/Supervisor Resources

County Policy requires that performance evaluations be given at the end of probation and annually based on the job anniversary date. 

Performance Management is NOT a one time a year event. It is something that should be on-going and regularly given throughout the year. Feedback is provided and received more easily when it is given regularly and frequently.  Please consult your HR Generalist if you have questions on performance management.

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Guides:

Videos:

The timeline below is automatically set on the County standard evaluation. We recommend you review these dates and generate Google calendar reminders if necessary.
  • 45 days before evaluation is due, the evaluation is automatically generated and the supervisor will be notified via email.
    • Log in to NEOGOV
    • Add or edit current goals to begin the evaluation process
    • Start the evaluation
      • 360 evaluations should be launched, if applicable, with a due date the supervisor sets when initiating the 360’s.
  • 20 days before the evaluation due date, the employee's self review is due.
  • 15 days before the evaluation due date, the supervisor's ratings on the evaluation are due.
  • 4 days before the evaluation due date, the employee's second level supervisor's review, approval, and signature of the evaluation is due.
    • If evaluation has a “Below Expectations” rating, it will automatically be routed to the HR Generalist for review before it can be presented to the employee.
  • 2 days before the evaluation is due, the supervisor will meet with the employee to discuss the review. If the supervisor would like the employee to review the evaluation prior to this meeting, the evaluation must be approved and signed prior to this meeting.
  • 1 day before the evaluation is due, the supervisor will approve and sign the evaluation.
  • 0 days before the evaluation is due, the employee will sign off on the evaluation.

Year-Round Performance Management (Supervisors)

  • Meet with your employees one-on-one regularly (may need to consider a higher frequency with new employees, and lower frequency with seasoned employees).
  • Utilize the Journal function in NEOGOV throughout the year, and encourage your employees to do the same. These can be added directly into the evaluation with one click.
  • Plan your time accordingly using HR’s recommended timeline listed above.
  • Schedule enough time for the meeting and presenting the evaluation. Don't rush.
  • You will receive a notice 45 days before your employee’s evaluation is due. If you would like to have additional notice, please request a list of when all your employees' performance evaluations are due from your department's payroll rep or HR Generalist.
  • Decide if you will provide a copy of the evaluation to the employee before delivery. Keep in mind your individual employees and how they may respond.
  • You must use the County Performance Evaluation Form unless you have a department specific form previously approved by HR.
  • Encourage your employee to complete a self-evaluation.
  • Consider collecting 360 feedback from peers and coworkers. Contact your HR Generalist for options.
  • Merits are processed automatically by payroll on a bi-weekly basis. Ensure you are leaving enough time to prepare the evaluation and notify your generalist if the employee does not qualify for a merit increase based on performance.

BELOW EXPECTATIONS:
Demonstrates expected performance inconsistently. Performance failed to meet expectations in one or more essential areas of responsibility. Achieves some, but not all priority goals. Knowledge, skills, and/or abilities have not been demonstrated at appropriate levels. A performance improvement plan (PIP) may be considered as a way to monitor performance improvement. Please contact and work with your HR Generalist on the PIP.

EXAMPLES OF BEHAVIORS
  • Requires close supervision to achieve some work responsibilities.
  • Inconsistently contributes to solving problems.
  • Occasionally looks for reasons why work or goals cannot be accomplished, rather than looking for ways to complete the work.
  • Inconsistently demonstrates exceptional customer service.
  • Occasionally has difficulty managing multiple priorities.
  • Occasionally has difficulty handling change and may reject ideas without due consideration.
  • Not always open to constructive feedback, and at times may place blame elsewhere.
  • Infrequently receives positive feedback from customers and colleagues.
  • Occasionally has difficulty maintaining a positive and professional manner, including when under pressure or in stressful situations.
DESCRIPTIVE WORD SUGGESTIONS
  • Substandard
  • Below par
  • Inferior
  • Below average
  • Imperfect
  • Poor
  • Unfit
  • Unacceptable
  • Lacking


MEETS EXPECTATIONS:
Consistently demonstrates effective performance. Consistently meets and occasionally exceeds goals and expectations. Performance is reflective of a fully qualified and experienced individual in this position. Viewed as someone who gets the job done and effectively prioritizes work. Contributes to the overall objectives of the department and/or organization.

EXAMPLES OF BEHAVIORS
  • Identifies problems and frequently presents viable solutions to problems. (May require some coaching to determine the appropriate solution and the plan to execute the solution.)
  • Often demonstrates a willingness to complete work that may be out of the scope of their regular responsibilities.
  • Consistently demonstrates exceptional customer service.
  • Is able to handle multiple priorities.
  • Is open to implementing process improvements and often suggests process improvements and development opportunities for him/herself, the team, and the department.
  • Is open to change and maintains a positive attitude throughout the change.
  • Openly receives constructive feedback and opportunity for improvement and development.
  • Consistently receives positive feedback from customers and colleagues.
  • Often demonstrates leadership among peers and colleagues.
  • Maintains a positive and professional manner when under pressure or in stressful situations.
DESCRIPTIVE WORD SUGGESTIONS
  • Reliable
  • Consistent
  • Steady
  • Go to
  • Confident
  • Intentional
  • Trustworthy
  • Collaborative
  • Team player
  • Rising star
  • Responsible

EXCEEDS EXPECTATIONS:
Contributions have tremendous and consistent positive impact and value to the department and to the organization. May be unique, often one-time achievements that measurably improve progress toward organizational goals. Easily recognized as a top performer compared to peers. Viewed as an excellent resource for providing training, guidance, and support to others. Demonstrates high level capabilities and proactively takes on higher levels of responsibility. Consistently demonstrates high levels of effort, effectiveness, and judgment with limited or no supervision. Achieves valuable accomplishments in several critical areas of the job.

EXAMPLES OF BEHAVIOR
  • Consistently presents viable solutions to problems and the plan to execute the solutions.
  • Routinely demonstrates a willingness to complete work that may be out of scope of their regular responsibilities.
  • Consistently volunteers to take on new tasks and/or initiatives and sees through to completion without the need for direction and with little to no coaching.
  • Effectively handles multiple priorities.
  • Consistently looks for process improvements and development opportunities for him/herself, the team, and the department.
  • Consistently demonstrates exceptional customer service.
  • Is always willing to lead change, and help others through change.
  • Consistently seeks out constructive feedback and opportunity for improvement and development.
  • Consistently demonstrates leadership among peers and colleagues.
  • Consistently maintains a positive and professional manner when under pressure, or in stressful situations.
DESCRIPTIVE WORD SUGGESTIONS
  • Top of the curve
  • Outstanding
  • Top performer
  • Excellence
  • Star
  • Highly Responsible
  • Resourceful
  • People go to them for answers
  • Independent
  • Highly trusted
  • Innovative, continuous improvement
  • Best of the best
  • Outdoes others
  • Outshines

Set SMART goals with your employees during their performance evaluation.

  • SPECIFIC
    Define the goal as much as possible with no unclear language. Who is involved? What do I want to accomplish? When will it be done? Why am I doing this? What requirements do I have?
  • MEASURABLE
    Can you track the progress and measure the outcome? How much? How many? How will I know when my goal is accomplished?
  • ACHIEVABLE
    Is the goal reasonable enough to be accomplished? How so? Make sure the goal is not out of reach, or below standard performance.
  • RELEVANT
    Is the goal worthwhile and will it meet your needs? Is each goal consistent with the other goals you have established, and fit with your immediate and long-term plans?
  • TIMELY
    Your objective should include a time limit. (Complete this step by month/day/year.) It will establish a sense of urgency and prompt you to have better time management.
  • Feedback provided in the evaluation should only be reflective of performance during the date range associated with the current evaluation.
  • Be specific with your examples - provide facts, not opinions.
  • Describe the impact and possible consequences (operations, customer, coworkers, etc.) of the behavior or action - positive or negative.
  • Be clear and objective. Define expectations and include specific timeframes.
  • Direct, honest, straightforward communication is best. Sidestepping the truth doesn’t allow the employee the opportunity to improve and can make supervision more difficult.
  • All feedback provided in the evaluation should be previously discussed with the employee.
  • Make sure your comments match your ratings.
  • If the overall rating is below expectations, the evaluation will automatically be routed to your HR Generalist to review before it can be sent to the employee.
  • If delivering in the office, meet in a quiet, confidential location. Another option is going to lunch or coffee.
  • Consider writing a personalized thank you note to the employee.
  • Start the conversation by acknowledging the employee’s contributions over the evaluation timeline.
  • Empathize, don’t sympathize. If you would like to discuss delivering a difficult evaluation, contact your HR Generalist.
  • Take time to celebrate.
  • Allow time for the employee to process the feedback and to ask questions.
  • Be prepared to continue the conversation at another time if needed
  • If you have not already done so, sign the evaluation in NEOGOV. The system will release the evaluation to the employee to electronically sign. Once it’s finalized, provide a copy to your payroll rep to enter into UKG.

* Please note that the following processes and procedures are related to the County standard evaluation form. Workflow may differ depending on the Employee Evaluation form your department uses.

Human Resources Department

HOURS: Monday - Friday, 8:00am-4:30pm

200 West Oak, Suite 3200, Fort Collins, CO 80521
PO Box 1190, Fort Collins, CO 80522
PHONE: (970) 498-5970 | FAX: (970) 498-5980
Email Human Resources
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