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Transcript of Please take time to introduce yourself and exchange business cards with others at your table…
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WELCOME
Please take time to introduce yourself and exchange business cards with others at your table…
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EMPLOYMENT BEST PRACTICEPART 2
A conversation with HR
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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
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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
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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
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EMPLOYMENT SERVICES
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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.
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EMPLOYMENT AND TRAINING
Provides staffing services, employee development opportunities, and technical assistance to all City departments.
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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
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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…
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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:
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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
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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
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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.
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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…
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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
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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
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OPEN DISCUSSION & QUESTIONS
THIS
NOT THIS
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UPCOMING EVENTS
Dwight Dively-September
Candidate Forum-October
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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?
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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?
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