performance management systemperformance management system processmaker reviewer guide 2019 version...

Performance Management System

ProcessMaker Reviewer Guide

2019

Version 1

6-10-19

Stage 3: Updating Goals and

Completing Year- End Review

Stage 1: Inputting Annual Goals, Weights and Development

Plan

Stage 2 : Updating Goals and Completing Mid-Year

Review

Performance Management – ProcessMaker Reviewer Guide

2 Talent Development – Training and Development | 2019 ProcessMaker Reviewer Guide

Contents Introduction ............................................................................................................................................................................ 3

Launching Your Browser and Logging In to ProcessMaker ..................................................................................................... 4

Log In Process .......................................................................................................................................................................... 4

Internet Compatibility ............................................................................................................................................................. 5

Home Page and Inbox ............................................................................................................................................................. 6

To Open the Performance Review Form ................................................................................................................................. 6

Verifying Personal Information (Section 1) ............................................................................................................................. 7

Stage 1: Goal Determination – Inputting Goals and Development Plan ................................................................................ 8

Preparing to Input New Goals for the Year in ProcessMaker ................................................................................................. 9

Reviewing the Employee’s Goals, Weights and Development Plan ..................................................................................... 10

Stage 2: Mid-Year Check-In – Updating Goals and Mid-Year Check-in Meeting .................................................................. 13

Reviewing Goals and Mid-Year Comments and Completing the Mid-Year Review .............................................................. 14

Saving the Form .................................................................................................................................................................... 16

Printing the Form .................................................................................................................................................................. 16

Stage 3: Updating Goals and Completing Year-End Review ................................................................................................. 17

Completing Year-End Performance Review .......................................................................................................................... 18

Input Summary Comments and Overall Performance Review Rating .................................................................................. 20

Saving the Year-End Review .................................................................................................................................................. 21

Submitting to Reviewer +1 .................................................................................................................................................... 22

Reviewer +1 Responsibilities………………………………………………………………………………………………………………..…………………………23

Scheduling the Performance Review Meeting ...................................................................................................................... 24

Sending the Form to the Employee for Final Confirmation (After Discussion) ..................................................................... 25

Retrieving & Printing Completed Performance Review Forms ............................................................................................. 26

Viewing the Status of Your Performance Review ................................................................................................................. 27

Appendix –Directions for Completing the Form ................................................................................................................... 29

Appendix – Frequently Asked Questions .............................................................................................................................. 30

Appendix – Rating Scales ...................................................................................................................................................... 36

Appendix – Employee Competencies ................................................................................................................................... 37

Appendix –Manager of Others Competencies ...................................................................................................................... 42

Appendix – Setting SMART Goals .......................................................................................................................................... 44

Appendix – ProcessMaker System Information .................................................................................................................... 45

Appendix - Performance Reviews Language Guide .............................................................................................................. 47

Appendix - ProcessMaker Status Definitions…………………………………………………………………………………..………………………….……50



Introduction

As a reviewer, you will receive an email (via Outlook) each time one of your direct reports has completed a task in any one of the three stages of the Performance Management process. These stages are:

Stage # Stage Name Time Period Employee Steps:

1 Goal Determination Jan - Feb Employees input goals, weights and a development plan for the new year

2 Mid-Year Check-In June – July Employees input progress of goals and development plan at mid-year

3 Year-End Performance Discussion

Nov - Dec Employees input progress of goals and development plan and enter closing comments at year-end

As a reviewer, your steps at each stage include the following:

Stage # Stage Name Time Period Reviewer Steps:

1 Goal Determination Jan - Feb Reviewer checks employee goals, weights and development plan and approves by sending form back to employee.*

2 Mid-Year Check-In (Intended to be an informal, two-way check-in meeting)

June – July Reviewer checks progress updates to goals and development plan input by employee, adds his/her own comments, schedules a mid-year check-in meeting, then sends the form back to the employee for confirmation that the mid-year process was completed.*

3 Year-End Performance Discussion (Intended to be a more formal, two-way conversation encompassing a full year of performance feedback)

Nov - Dec Reviewer checks progress updates to goals and development plan input by employee, reflects on the employee’s full year of performance, adds his/her own comments, assesses and rates the performance of each goal and the demonstration of competencies by the employee throughout the year, adds closing comments and submits the review to the Reviewer +1. Upon Reviewer +1 approval, reviewer schedules the year-end performance discussion with the employee and after that takes place, the reviewer sends the form back to the employee for confirmation that the year-end process was completed.*

*At any stage, if the reviewer thinks changes are needed to employee’s input, reviewer may send the form back to the employee for modification and then follows the same process of review until input is approved.



Launching Your Browser and Logging In to ProcessMaker

This email you receive will include a link to access the Performance Management System (ProcessMaker).

Launch the link in the INTERNET EXPLORER browser. (Internet Explorer is the only browser compatible with

ProcessMaker). Please note, if you are using any other browser, e.g., Mozilla or Firefox, ProcessMaker may not save any of the information you enter in to the form.

Note: A web browser is a software application that allows you to search for and explore information on the internet. Common browsers include Internet Explorer, Firefox, Safari, and Google Chrome. In addition to being able to access various websites, one can also access information hosted on Web servers in private networks. ProcessMaker resides on a private MTA network.

To launch your Internet Explorer browser, click on the icon encircled below. You can usually find it on your “Start” menu or on your desktop, or on the bottom toolbar of your screen as shown below.

Log In Process

In Internet Explorer browser, enter or copy and paste http://performancemgt.mtahq.org in the browser or address bar encircled below. This can be found at the top right corner of your computer screen.

Log in to the system using your Network ID (typically your MNR #) and password (your computer log-in). If that log-in does not work, then try your BSC ID# and your network password.

http://performancemgt.mtahq.org/



Internet Compatibility

To ensure that your system is correctly displaying the form, add the Performance Management System website link to the Compatibility View Settings.

From the Home Page, click Tools, Compatibility View Settings. The Performance Management link (mtahq.org) should display in the Add this website field. Click the Add button and then Close. This feature needs to be enabled only one time. If you already set your compatibility, mtahq.org will appear in the Compatibility View box.



Home Page and Inbox

After logging into the system, the Performance Management Home Page will display.

As a reviewer, you may have a long list of tasks in your Inbox. Use the Search field to locate your employees’ names or the Goal Determination task for each of them. Each employee’s performance review form will be a separate task for your review.

View the list of your assigned performance management tasks in the Inbox. They are listed in the Case column. The Task column will indicate the current step in the review process.

List of Tasks Current Step

To Open the Performance Review Form

To display your employee’s Performance Review Form, view the Task column to find the form’s Reviewer Goal Approval task.

Next, find and double click the 2018 Employee Goal Review task in the Case column.

2018 Employee Goal Review Reviewer Goal Approval

Inbox Search



Verifying Personal Information (Section 1)

Once the MNR Employee Performance Review Form displays, scroll down to Section 1 to ensure the Employee and Reviewer Information fields are correct for each of your employees. The information in this section is pre- populated, therefore it is critical that you check it for accuracy. Inaccuracies will stall the process.

If any information is incorrect, speak with the employee to discuss the necessary changes. Use the “Send Back to Employee for Modification” button at the end of the form (not pictured below) to electronically return the form back to the employee as only s/he will be able to request corrections. The image below shows the employee view of the screen and, as the Reviewer, you will not have access to the “Request Corrections” button below.

Once the employee recieves the review back, s/he will then use the “Click Here to Request Corrections to the Data Above” button to send notification to Human Resources with a message explaining the change that needs to be made.



Stage 1: Goal Determination – Inputting Goals and Development Plan

Goal and Development Plan

Review Task


Approval Task


Modification Task

Finalize Goals and Development Plan

Task. Wait for Mid-Year Review Goal and Development Plan

Modification Task


Input Task



Preparing to Input New Goals for the Year in ProcessMaker

Prior to accessing the Performance Management System, the reviewer and employee should meet to discuss the employee’s performance goals, development plan and expected competencies for the new year.

Performance Goals

• As goals are cascaded down from the top of the organization, employees are expected to align their

individual goals to the goals of their reviewer, department, and to our Strategic Plan.

• Reviewers and employees should refer to Metro-North's Strategic Plan for 2016 – 2020 to ensure each

employee has at least one goal that reflects a strategic priority and ideally can connect each goal to some

aspect of our Strategic Plan.

• Goal alignment meetings between reviewers and their direct reports are expected to become a standard

practice in our goal setting process.

• Through these meetings, reviewers and their teams share their goals and discuss how those goals support

higher level department objectives and connect to aspects of our Strategic Plan.

• These meetings are intended to provide employees a clear line of sight as to what the departmental,

organizational and individual priorities are. They also serve to heighten employees’ understanding of how

their own goals contribute to those of the larger department or organization. The employee and reviewer

should discuss and establish the employee’s annual performance goals.

• Each employee is required to have a minimum of three and a maximum of five performance goals.

• In addition, the reviewer and employee should discuss and agree on the importance of each goal by

assigning it a weighted percentage. The employee will input the percentages on the performance review

form and the total must be 100%. Knowing the relative weights of each goal helps employees to prioritize

their work on a daily basis, as well as make decisions when faced with competing tasks.

• Each goal should be specific, measurable, attainable, and relevant and time bound. Refer to the form at

the end of this document for writing SMART goals.



Preparing to Input New Goals for the Year in ProcessMaker – Cont.

Development Plan

• The employee and reviewer should also discuss the employee’s development opportunities for the new

year to improve, build on and develop skills and competencies that will enhance the employee's career.

• Each employee is required to have at least one development goal for the new year.

Competencies

• The reviewer and employee should discuss the competencies and behaviors that are expected in order for

the employee to be successful and develop on the job. All employees will be measured against eight core

competencies; reviewers of others will be rated against an additional five.

• The competencies will be listed on the performance review form between the goals and the development

plan.

Reviewing the Employee’s Goals, Weights and Development Plan

Once your employee has input his/her goals, weights and development plan into ProcessMaker and submits to

you, it will show up in your Inbox for review – see sample images below.



Reviewing the Employee’s Goals, Weights and Development Plan – cont.

If changes are required to anything the employee has submitted, send the performance review form back to the employee for modification by clicking the “Return Back to Employee for Modification” button at the end of the form – see image below.

A message box will appear at the top left side of the screen prompting the reviewer to indicate the reason for the modification.

Once you input the reason, select OK and confirm the request.

The employee will receive an email indicating that the form needs to be modified and the reason for the modification. Once modifications are made, the form will come back to your Inbox for your final review and approval and you will follow the next two steps.



Reviewing the Employee’s Goals, Weights and Development Plan – cont.

Also ensure that the system-generated Signature Names, at the bottom of the form, are correct; if they are not, send an email directly to [email protected] to alert them of this discrepancy – see image below.

If after reviewing the employee’s goals, weights and development plan, no changes (or additional changes) are required, the reviewer approves and returns the performance review form to the employee. This will save it in the employee’s Inbox and will be listed as Waiting for Mid-Year in the Task Column.

Note: At stage 1 of the review process, the performance review form will only allow for goal and development plan input. Access to additional sections of the form to input mid-year comments, year-end comments and ratings will be withheld until stages 2 and 3 of the process take place.

mailto:[email protected]



Stage 2: Mid-Year Check-In – Updating Goals and Mid-Year Check-in Meeting

Mid-Year Review and

Comments Task

Mid-Year Review and

Comments Task Mid-Year Approval Task

Mid-Year Modification Task

Mid-Year Discussion Task

Employee Confirmation

Task Wait for Year-End Review



Reviewing Goals and Mid-Year Comments and Completing the Mid-Year Review

When accessing the performance review form for the Mid-Year Check-in process, the Case Column will be listed as 2018 Employee Mid-Year Review.

Review the employee’s performance goals and weights, and read the employee’s comments - see sample image below. In the Mid-Year Comments, employees will be able to indicate any modifications to their goals that occurred after the goals were approved. Please carefully review all goal modifications for accuracy.

If changes are required to anything the employee has submitted, send the performance review form back to the employee for modification by clicking the “Return Back to Employee for Modification” button at the end of the form.

Also ensure that the system-generated Signature Names, at the bottom of the form, are correct; if they aren’t, send an email directly to [email protected] to alert them of this discrepancy.




Reviewing Goals and Mid-Year Comments and Completing the Mid-Year Review – Cont.

If no changes are required, enter your midyear comments and save.

Meet with the employee to discuss his/her performance to date on both the performance goals and development plan. This should include a focus on accomplishments achieved and any additional support needed by the employee. Review goals for the next six months and talk about whether any additional strategies are needed for achieving them or if any additional opportunities for development are needed.

Only after the meeting has been held, re-access the employee’s performance review form, input the date of the mid-year discussion in Section 1 and click the “Send to Employee for Confirmation (After Discussion)” button.

After clicking the “Send to Employee for Confirmation” button, a pop up menu will display requiring the reviewer to approve the mid-year review and send it to the employee for confirmation.

After the performance review form is sent to the employee, it will no longer appear in your Inbox, although you will always have access to it through your Participated Folder in your Inbox.

You will receive an email in Outlook informing you that the employee confirmed that the mid-year review is complete and the conversation took place.

6/22/2018



Reviewing Goals and Mid-Year Comments and Completing the Mid-Year Review – Cont.

Saving the Form

At any stage, if you have made an edit and need to complete the form at a later time, click the “Save” button. The form will remain in the Inbox of the Performance Management Home Page.

Printing the Form

Once you have completed the the mid-year review, print a copy to give to the employee either before or during the discussion. First save it, then print by clicking the “Click Here to Validate and Print” button.

Note: At stage 2 of the review process, the performance review form will only allow for inputting of mid-year comments related to goal and development plan progress.

Access to additional sections of the form to input year-end comments and ratings will be withheld until stage 3 of the process takes place.

After the mid-year review has been completed and confirmed by the employee, the performance review form will remain in the employee’s Inbox. The form will be saved in the Inbox and listed as Waiting for Year-End in the Task column.

When prompted by Human Resources to initiate the year-end process, the employee will go into their Inbox to access the performance review form.



Stage 3: Updating Goals and Completing Year-End Review

Year-End Goal Review

and Comments Task Reviewer Assessment Task Reviewer +1 Final Review

Task

Review by Human Resources

Task for overall ratings (less

than 1.75 only)

Year-End Discussion Task

Employee Confirmation

Task HR Archive Task



Completing Year-End Performance Review

When accessing the Performance Review Form for the last and final stage of the process, the Case column will be listed as Ready for 2018 Appraisal.

Review the employee’s updates to their performance goals, check the weights, and read the employee’s comments - see sample image below. In the Year-End Comments, employees will be able to indicate any modifications to their goals that occurred after the goals were approved. Please carefully review all goal modifications for accuracy.

If changes are required to anything the employee has submitted, send the performance review form back to the employee for modification by clicking the “Return Back to Employee for Modification” button at the end of the form. Remember, you can’t make any modifications to the employee’s Performance Review comments. A best practice is to discuss the necessary changes with the employee first, then send the form back to them. . The employee can make any changes and then re-submit the form to you for approval.



Completing Year-End Performance Review – Cont.

Also ensure that the system-generated Signature Names, at the bottom of the form, are correct; if they aren’t, send an email directly to [email protected] to alert them of this discrepancy.

Review your own documentation kept throughout the year to remind you of the employee’s progress on each goal for the entire year. Take time to reflect on your evaluation of their results in order to provide a fair and accurate assessment of each goal.

Scroll down to Section 2 and review the 3-point rating scale you will use to rate the employee’s performance against their goals: 3 = Above Expectations, 2 = Meets Expectations, 1 = Below Expectations

Enter your own comments in the Reviewer’s Comments box and select ratings that support your comments.

An overall Final Goal Rating will automatically be calculated by the system based on all the individual ratings you selected. Those forms with an overall Final Goal Rating below 1.75 will be routed to HR for review.





Assess and rate the employee’s proficiencies in the MNR competencies (Section 3)

The competencies listed on the Performance Review have been identified as those that should be demonstrated by successful Metro-North employees and managers. All employees are rated based on their performance of the eight core competencies. Managers of others are also rated on an additional five leadership competencies. Reviewers are responsible for rating each competency using the 3-point rating scale (see Competency Rating Description Document in the Appendix).

An overall Final Competency Rating is calculated by the system based on the individual ratings you have chosen. Forms with an overall Final Competency Rating below 1.75 will be routed to HR for review.

Input Summary Comments and Overall Performance Review Rating

Your comments on the employee’s overall job performance should focus on an entire year of performance and include reference to their accomplishments, challenges faced, development needs, etc.

New: In addition, as of 2018 and onward, employees and reviewers will be prompted to comment on the employees “Station Terminal Auxiliary Response” (STAR) Program participation in their overall comments.




The system will calculate the Final Overall Rating which combines the employee’s Final Goal Rating and Final Competency Rating.

Saving the Year-End Review

At any time, you can Save the review and return to it at a later time. Or, when complete, click the Save button. The form remains in the Inbox of the Performance Management Home Page.

Robin took on the leadership of the team to set priorities, create a project timeline, assign roles and send out communications. Robin also was supportive of the company’s STAR responsibilities by helping during two planned service disruptions. She has been a valued contributor on our team over this past year.

12/22/2018




Submitting to Reviewer +1

Once you have completed and proofread your assessment of the employee’s performance, click the “Submit to Reviewer + 1 for Approval” button to make the document available to the reviewer + 1.

Your name, title and current date are listed in the signature area. A pop-up menu will display confirming that you are sending the form to the Reviewer + 1 for final review and approval and that reviews with an overall final rating below 1.75 will be sent to HR for review. Click OK to continue or Cancel to continue working in the form.

Note: In some instances, the Reviewer +1 approval step will be bypassed. If so, you will see a pop-up message indicating this after you select the “Submit to Reviewer +1 for Approval” button. In this case, the performance review will remain in your Inbox and you should go ahead and schedule the year-end performance appraisal meeting with your employee. (Bypasses are allowed for more senior level reviewers who have many direct reports.)

12/24/2018




Reviewer +1 Responsibilities

The Reviewer + 1 should read the year-end review thoroughly, ensure the Reviewer is comfortable having an honest conversation with the employee and be comfortable that the review reflects the employee’s performance for the year. If the Reviewer +1 needs to send the Review back to the Reviewer for modification, they can select the “Send Back for Modification” button. A review sent back to the Reviewer, will appear in the Reviewer’s Inbox and will need to be approved again by the Reviewer +1. If the Reviewer+1 approves of the review, they will select “Approve”. An approved review will be returned to the Reviewer in order for the Reviewer to print it and schedule the performance review meeting.



Printing the Form

Be sure to save the Form before printing it to ensure you capture the most recent version of your assessment.

Click the “Click Here to Review and Print Form (After Saving)” button.

Scheduling the Performance Review Meeting

After the review has been approved by the reviewer + 1, and HR if necessary, you will receive an email in Outlook (see sample image below) indicating that the form has been approved and you are now ready to schedule the performance review meeting with the employee.

Click the embedded link and log into ProcessMaker.

The form will be located in the system’s Inbox with the Ready for Employee Meeting task name.

12/19/2018




Scroll to the bottom of the screen to print a copy of the Performance Review Form to give to the employee either before or at the meeting.

Do not click the “Send To Employee” button until after you have conducted the performance review meeting with the employee.

Sending the Form to the Employee for Final Confirmation (After Discussion)

After you and the employee have met to discuss the performance review, re-access the form. You will be required to input the Date of Evaluation Discussion in Section 1 and send the review to the employee for his/her meeting confirmation. A pop-up message will display asking you to confirm that you discussed the performance review with the employee.

This is your last step in the performance review process. The employee will end the process by confirming s/he has received the Performance Review Form and discussed it with you.

12/29/2018

January to December 2018



Retrieving & Printing Completed Performance Review Forms

All completed Performance Review Forms will be saved and archived in the system, and you will be able to access them at any time through the Participated Folder, located on the left side of your screen. The completed forms will be saved and listed as an HR Archive task.

• In the Participated Folder you can find your own past performance reviews, reviews that you completed

for employees on your team and current pending items that you will also find in your Inbox.

• To access archived reviews, go into the Participated Folder, single click on the Summary Icon and a

Summary Box will appear (see image below). Select the More Information tab and the Review

should appear.

• Scroll down until you see CLICK HERE TO PRINT FORM. To print the Form: Click on CLICK HERE TO PRINT

FORM. It will launch an Adobe file. Use the Adobe program to print the review.

You can widen the review screen by clicking and dragging the arrow that appears when you hover over the corner of the screen

Participated Folder Summary Icon Performance Review Form

HR Archive Task



Viewing the Status of Your Performance Review

When in the current (not archived) Performance Review Form, you can also click on the Information Tab found on a tool bar above the form (see image below) to see the status of your performance review through a dropdown screen that reveals the Process Map and the Case History.



Viewing the Status of Your Performance Review – Cont.

Process Map - provides a visual representation of the flow and current status (in red)

Case History - provides a line by line explanation of the task flow and the associated dates each task was completed by whom

To get out of the Process Map or Case History and back into the Review Form, simply toggle between the Case #, Process Map and Case History tabs encircled above.



Appendix –Directions for Completing the Form

Section 1: Employee and Reviewer Data - This section is pre-populated and provides information which identifies the employee being reviewed and his/her direct manager.

• Reviewer: The individual who directly supervises the employee and conducts the performance review. • Reviewer + 1: The direct supervisor of the employee's manager.

It is critical that employees, reviewers and reviewers + 1 review for accuracy. If any corrections are needed, only the employee has access to the “Click Here To Request Corrections To The Data Above” button, which advises Human Resources of any needed, changes to that section only.

Section 2: Position Specific Goals - This section provides a summary of "what" the employee accomplished over the past year. It lists the goals that the employee and manager agreed upon at the beginning of and throughout the year, the results achieved against the goals, and the manager’s assessment of the results achieved.

In developing goals, managers and employees should refer to MNR’s Strategic Plan Priorities and Drivers and consider how their goals align with any of these. The employee will input his/her annual goals into the form and comment on the results achieved for each goal. Each employee is required to input a minimum of three goals and a maximum of five. Each employee is required to have at least one goal that reflects a strategic priority and ideally can connect each goal to an aspect of our Strategic Plan.

Reviewers will review and approve employee goals and weights at the beginning of the year, review and comment on employee progress at mid-year and assess, rate and comment on the employee’s performance for each goal at year- end. The reviewer can either approve or send the review form back to the employee for modification at any of these stages. The system will automatically calculate the overall Final Goal Rating.

During the year-end process, Reviewers + 1 will review the goals, comments and ratings and either approve or send the review form back to the reviewer for modification.

Section 3: Standard Competencies - This section provides a summary of "how" the employee accomplished their goals. Competencies are the demonstrated or observable knowledge, skills, abilities, and behaviors critical to successful job performance. The competencies listed below have been identified as those that should be demonstrated by successful Metro-North employees and managers. All employees will be measured against eight core competencies. Managers of others will be rated against an additional five competencies. The reviewer will be responsible for assessing and assigning a rating for each listed competency based on the employee’s proficiency in each during the performance period. The system will automatically calculate the overall Final Competency Rating.

Refer to the section in this document entitled “Behaviors and Ratings Descriptions.”

Reviewer + 1 will review the competency ratings and either approve or send the review form back to the reviewer for modification.



Appendix - Directions for Completing the Form (cont.)

Section 4: Summary, Overall Performance Rating and Signature - The employee, reviewer and reviewer + 1 will each have an opportunity to add summary comments to the review.

The system will calculate a Final Overall Rating which combines the employee’s overall Final Goal Rating and Final Competency Rating. The reviewer’s summary comments on the employee’s overall job performance should support the employee’s Final Overall Rating and include key accomplishments, challenges faced, and development opportunities.

The employee’s, reviewer’s and reviewer + 1’s signatures will be effective when they complete their performance review tasks and click either the Approve or Submit button.



Appendix – Frequently Asked Questions

Category Question Answer

Corrections 1. How do I request a correction to my Reviewer and/or Reviewer +1 information if:

• it is inaccurate

• my Reviewer or Reviewer +1 is no longer here

• I recently transferred between departments

Before requesting a Reviewer or Reviewer +1 correction, first speak with your current Reviewer to discuss and confirm the necessary changes then click the “Click Here to Request Corrections to the Data Above” button to send notification to Human Resources. Be sure to input the correct Reviewer information into the box that appears before sending it to HR. Allow two business days for change(s) to be processed, then the form will reappear in your ProcessMaker Inbox, and you will receive an Outlook email to restart the process.

Edits/Changes 2. Can I change my goals or weights in my review throughout the year?

Yes. Although you will not be able to go back and change your goals from a previous stage in the process, you can change the weights in the appropriate field, then input the updated goals and explain the change in the current stage’s comment box.

Edits/Changes 3. As a Reviewer, how do I send back a review to my employee if they need to edit it?

In the review, scroll down to the bottom and click the “Send Back to Employee for Modification” button at the bottom of the ProcessMaker form.

Employee or Reviewer Status Change

4. What if I have already submitted my review, it’s no longer in my inbox, and my reviewer has changed?

If your previous Reviewer still works for Metro-North, please ask him/her to send the review back to you in ProcessMaker. You can then send it for correction to change your Reviewer’s name (see Correction question and answer). If the previous Reviewer no longer works at Metro–North, please contact your Manager of Administration to ensure your Reviewer information has been changed in the HR system, then send an email to [email protected] with:

• Your new Reviewer Information • Your Reviewer +1 Information




Appendix - Frequently Asked Questions – Cont.


Employee or Reviewer Status Change

5. If an employee transfers to a new department in the middle of the year, are both Reviewers required to contribute to his/her review?

Both the prior and current Reviewer should have input into the review. However, the Reviewer currently managing the employee will receive the performance review form in the system and be responsible for completing it. In this case, the current Reviewer should contact the former Reviewer to obtain input into the employee’s review. If the employee’s previous Reviewer is not available, then the new Reviewer should complete the review, focusing on the employee's work to date.

General 6. What is ProcessMaker? ProcessMaker is the performance management system used at Metro-North Railroad for performance reviews/appraisals. The entire performance appraisal process is documented in and guided by ProcessMaker, and all performance review forms will be stored in ProcessMaker for future reference.

General 7. Who must complete a performance review?

All employees who started a non-agreement position prior to July 1, 2018. Employees currently on medical or military leave must complete the review when they return.

General 8. Who are my Reviewer and Reviewer +1?

Your Reviewer is your Supervisor and your Reviewer +1 is your Supervisor's Reviewer.

General

9. When are new employees able to input goals?

Employees hired/transferred before July 1 will get access to ProcessMaker in roughly 4-6 weeks of coming onboard.

General

10. If I start after July 1, how do I keep track of my goals?

You and your Reviewer will receive an email from Talent Development containing a Goal Worksheet (Word document) to capture your goals until you can enter them into ProcessMaker.

General

11. What if my Reviewer is “out on leave” during the goal, mid-year, or year-end process?

Depending on the length of the Reviewer’s leave, employees should find out from their management who will be their temporary Reviewer. Once this is confirmed, they will then need to select the “Click Here to Request Corrections” button in Section 1 of the performance review form in ProcessMaker and indicate who the temporary Reviewer will be.

General

12. Why do I see a message that my Reviewer +1 is to be bypassed?

Due to volume, more senior level Reviewers may be bypassed in the Reviewer +1 step. These Reviewers serve as +1 for dozens of Reviewers and it would be very difficult for them to manage reading through all reviews.





General

13. How do I handle the year-end review process for an employee who has been out on leave for half of the year?

When the employee returns, have him/her input a note to the effect that they were out for a specific period of time in each goal, development plan and summary comments box.

The Reviewer will do same and indicate that, as a result, each goal was discontinued. When the review gets to the final year-end stage, the Reviewer adds that the review will be archived as incomplete.

This process enables anyone looking at the review in the future to understand the history that took place.

General

14. What if a Reviewer is new to a department or to the Reviewer role and has little experience writing reviews and working with existing employees, how should the review process be handled?

The new Reviewer should work with his/her Reviewer to determine an effective review process for the existing employees.

The Reviewer User Guide is a comprehensive resource to follow. Training is also provided throughout the year.

General

15. What is my role as a Reviewer +1 in the Year End process?

To read the year-end review thoroughly, ensure the Reviewer is comfortable having an honest conversation with the employees and you are comfortable that the review reflects the employee’s performance for the year.

General

16. Does acknowledging my annual review in ProcessMaker mean I agree with it?

No. Your acknowledgement of your annual performance review simply means that you met with your Reviewer and received their feedback.

General 17. Does ProcessMaker time out? Yes, ProcessMaker does time out after a certain amount time of inactivity. You will be warned before it does. It is recommended that you save information you have entered into ProcessMaker before you log off the system. If you wish to continue to work on the performance review you must log back in the system.

General

18. Where can I find help on how to use ProcessMaker?

For questions about use of the ProcessMaker system, this user guide is your best resource. Your department’s Manager of Administration may also be able to help you. For training on the use of the ProcessMaker system, which includes a segment on goal setting, contact [email protected]

General

19. Who should I contact if I have a technical problem with my performance review?

For issues logging in please see Log-In and Systems questions and answers.

If you believe you are experiencing a technical problem with the ProcessMaker system, please e-mail detailed information about the problem to [email protected].


mailto:[email protected].





General

20. Can we upload attachments in ProcessMaker?

No – that feature is not functional.

General 21. Is ProcessMaker available 24/7? No, ProcessMaker is unavailable from 11:30 pm to 12:30 am.

Log-In and Systems

22. How do I log in to ProcessMaker?

Using the Internet Explorer browser, enter http://performancemgt.mtahq.org in the browser. Log in to the system using your Network ID (typically your MNR #) and password (your computer log-in). If that log-in does not work, then try your BSC ID# and your network password.

Log-In and Systems

23. Which internet browser should I use to log in?

Internet Explorer is the only compatible browser. Please do not use other browsers.

Log-In and Systems

24. What is my network ID? Your network ID is your MNR Employee number.

Log-In and Systems

25. What do I do when I receive a Log-in Error Message?

When logging in: • Ensure you are using Internet Explorer. • Use the correct ID and password (See Q&A #22 above.) • If your password is close to expiring, please change it,

restart your computer and try again. • Try cleaning your cache (Tools > internet options >

Delete > then check Temporary internet files and click the delete button.)

Log-In and Systems

26. Can I access ProcessMaker from home?

No, you must use an MNR network computer to log in to ProcessMaker.

Navigating in ProcessMaker

27. How do I know if I have pending items in my ProcessMaker Inbox?

When you log into ProcessMaker, you will see your Home Screen. Check your Inbox Folder, on the left side of your screen, as any pending performance reviews for yourself or any of your direct reports are located there.


28. Where are the previous reviews I have completed for either myself or my employees?

You can find previous performance reviews by selecting the Participated Folder in ProcessMaker. The Participated Folder is located on the left side of your Home Screen.


29. What is the Participated Folder in ProcessMaker?

The Participated Folder in ProcessMaker is a history of all performance reviews you have completed for yourself or your direct reports.


30. How do I exit out of the Performance Review Form to return to my Inbox?

Click on the Inbox Folder, to the left of your screen.


31. What if my performance review disappeared from my ProcessMaker Inbox?

If you no longer see your performance review in your Inbox, check the Participated Folder, located on the left side of your Home Screen. The Participated Folder will also show if any other user has your review (like your Reviewer) or what stage the review is in.

http://performancemgt.mtahq.org/






32. What do I do if my employee states that s/he submitted his/her review but it is not in my Inbox?

Have the employee review their Inbox to verify they submitted the form. If not, they need to do so. (Saving does not submit the document.)

Ask the employee to go into their Participated Folder and look to see who is listed as the Current User. Have the employee contact the current user and ask him/her to send it back to the employee.

Performance Issues

33. How do I handle reviews for an employee with performance issues?

If you have an employee with performance issues, contact Human Resources - Employee Relations for assistance in preparing the employee's performance review. They can help you properly draft the review so that it clearly lays out the issues and details the steps that the employee needs to take to correct his/her performance. Please note that this extra review will take one to two weeks to complete so plan accordingly in order to make the review submission deadline.

Any review with a rating less than 1.75 automatically goes to an HR queue. The review will not move forward until HR has spoken to the Reviewer.

Printing 34. How can I print my own review? Save the review first, then scroll to the bottom of the screen and select the “CLICK HERE TO PRINT FORM” button.

Printing 35. How can I print my review after I have sent it to my Reviewer?

Follow these steps: 1. Log in to ProcessMaker. 2. Click on the Participated Folder – on the left

side of your Home Screen. 3. Identify the performance review you want to

print. 4. Right click on the Summary Icon and click the

second option “Summary” or click on the Summary Icon and a Summary Box will appear.

5. In the Summary Box, click on the “More Information” tab at the top of the pop- up screen.

6. You will see another screen pop up with the performance review.

7. Enlarge the box to see more of the performance review form.

8. Select “Click Here To Print Form” in the performance review form.

9. The performance review will open in another screen; select print.



Appendix – Rating Scales

To summarize job performance during the appraisal process, the following three-point rating scale has been established. This scale should be used throughout the entire appraisal process.

3 ABOVE EXPECTATIONS: Performs Above Job Expectations. Work performance consistently exceeds expectations. Employee demonstrates a very high level of performance in all areas of responsibility resulting in an overall quality of work that is superior and either (1) successfully completed a major project or initiative or, (2) made exceptional or unique contributions in support of the unit, department or Agency objectives.

2 MEETS EXPECTATIONS: Performs Well to Meet Job Expectations. Work performance is good and consistently meets expectations. Employee achieves job expectations in all areas of responsibility and, at times, may exceed expectations.

1 BELOW EXPECTATIONS: Work performance does not consistently meet expectations in one or more areas of performance. A Performance Improvement Plan (PIP) must be developed outlining actions that need to be taken by the employee to get performance in line with agency expectations for the position.

When an employee receives an Overall Rating of less than 1.75, the manager must meet with a representative of the Human Resources Department prior to meeting with the employee to discuss the overall rating and develop a plan of action.



Appendix – Employee Competencies

CUSTOMER FOCUS

Demonstrates that customers (internal or external) are a high priority. Identifies customer needs and expectations and responds to them in a timely and effective manner. Anticipates impediments and prevents delays or other adverse consequences from affecting the customer. Keeps customers informed about the status of pending actions and inquiries about customer satisfaction with products or services. In contrast, an employee lacking this competency tends to disappoint customers, leaves them feeling neglected and unimportant or that otherwise fails to meet their needs or expectations.

1. Below Expectations - Has difficulty anticipating and identifying customer needs, and is not always able to ensure that their needs are met. Must work more closely with customers.

2. Meets Expectations - Makes customers a priority, and has been able to identify their needs. Attempts to set realistic expectations. Works toward meeting customers' needs and expectations and at times, exceeding them.

3. Above Expectations - Consistently considers customers to be a priority, and listens to their needs. Is frequently able to anticipate their needs. Maintains communication with the customer to set realistic expectations. Strives to ensure that customer needs and expectations are met and often exceeded.

PROMOTING DIVERSITY

Treats everyone in a manner that demonstrates fairness and consistency. Is highly aware of the need for an evenhanded approach in assigning work; offering educational and training opportunities; and providing access to privileges, visibility at meetings, and credit for accomplishments. The employee engages and participates in activities in support of the agency’s Equal Opportunity Employment Policy. In contrast, an employee lacking this competency tends to distribute opportunities unequally, favor certain employees, and make decisions or give credit in a manner that suggests unfairness.

1. Below Expectations - On occasion, has not treated all subordinates in an equitable manner. Has not always given all subordinates fair opportunities to take on new responsibilities or pursue development opportunities.

2. Meets Expectations - Good at treating all subordinates in a fair, consistent, and equitable manner. Understands the importance of ensuring that all subordinates are given fair opportunities to take on new responsibilities and pursue development opportunities.

3. Above Expectations - Consistently treats all subordinates in a fair, consistent, and equitable manner. Always ensures that all subordinates are given fair opportunities to take on new responsibilities and pursue development opportunities.



Appendix - Employee Competencies – Cont.

PROMOTING SAFETY

Makes sure to understand safety practices expected by the organization. Takes no shortcuts that increase the risks of accidents, personal injuries or equipment failures. Identifies and addresses unsafe practices in the workplace. In contrast, an employee lacking this competency is largely unaware of safety expectations, takes shortcuts that increase safety risks, and/or fails to recognize unsafe practices and/or take timely action to increase safe practices by others.

1. Below Expectations - Must make a greater effort to understand the safety practices expected by the organization. Sometimes takes shortcuts that increase the risk of injuries or equipment damage. Often fails to notice potential safety risks or bring them to the attention of the appropriate individuals.

2. Meets Expectations - Generally understands every safety practice expected by the organization. Does not take shortcuts that increase the risk of injuries or equipment damage. Notices most potential safety risks and brings them to the attention of the appropriate individuals.

3. Above Expectations - Understands every safety practice expected by the organization. Leads by example in not taking shortcuts that increase the risk of injuries or equipment damage. Consistently looks for potential safety risks and brings them to the attention of the appropriate individuals.

FUNCTIONAL EXPERTISE

Possesses sufficient job skills and knowledge to perform the job in a competent manner. Is able to demonstrate skills and knowledge necessary to regularly address the functions and challenges of the job. In contrast, an employee lacking this competency does not possess sufficient job skills or knowledge to meet the job requirements or may have the skills and knowledge, yet struggles to apply them to regular tasks on a day-to-day basis.

1. Below Expectations - Does not consistently demonstrate the skills and knowledge needed to perform the job competently. Will benefit from further training.

2. Meets Expectations - Has sufficient skills and knowledge to perform the job competently.

3. Above Expectations - Has strong to expert-level skills and knowledge.




RESULTS ORIENTATION

Achieves results within established timelines. Understands and demonstrates that intentions to produce results and the achievement of results are not the same. Expects obstacles to occur and does not use them as an excuse for not reaching goals. In contrast, an employee lacking this competency seeks to justify poor results by emphasizing intentions to perform, gets derailed by obstacles by failing to identify and take effective steps to overcome them, and/or who frequently misses deadlines without providing sufficient notice and sufficient justification to supervision.

1. Below Expectations - At times, achieves results on schedule, yet needs to give more attention to results and deadlines. Sometimes wants credit for intentions or activities, even when results fall short. At times, obstacles derail efforts to achieve results on schedule.

2. Meets Expectations - Meets deadlines and sometimes gets work done ahead of schedule. Understands that results count much more than intentions or activity levels. Addresses unforeseen obstacles and does not usually get derailed by them.

3. Above Expectations - Always meets deadlines and often gets work done ahead of schedule. Always demonstrates that results count much more than intentions or activity levels. Anticipates or addresses unforeseen obstacles and refuses to get derailed by them.

QUALITY OF WORK

Has established a track record of producing work that is accurate and reliable; demonstrates attention to detail and reflects well on the organization. Is personally committed to high quality work and encourages others to have similar standards. In contrast, an employee lacking this competency cannot be relied upon to produce high quality work; does not value producing high quality work; pays inadequate attention to detail, and by this behavior, sets a poor example for co- workers or direct reports.

1. Below Expectations - Sometimes produces high quality work. Lacks attention to detail.

2. Meets Expectations - Meets expectations in terms of producing high quality work. Good attention to detail.

3. Above Expectations - Exceeds expectations in terms of producing high quality work. Excellent attention to detail.




MANAGING

MULTIPLE

PRIORITIES

Handles multiple assignments and priorities and ably fulfills all commitments. Readily accepts new

responsibilities and adapts well to changes in procedures. Gives appropriate priorities to competing

work demands. In contrast, an employee lacking this competency struggles to stay focused when

faced with multiple priorities; focuses only on one or two job priorities while neglecting others;

and/or hesitates, complains or refuses to accept new assignments and/or adapt to new procedures.

1. Below Expectations - Has difficulty managing multiple priorities and adapting to changes in

procedures and conditions. Hesitant or unwilling to accept new responsibilities.

2. Meets Expectations - Able to manage multiple priorities, and adapt to changes in procedures

and conditions. Displays a positive attitude toward accepting new responsibilities.

3. Above Expectations - Manages multiple priorities effectively. Adapts to changes in procedures or conditions easily. Accepts new responsibilities with enthusiasm.

TAKING INITIATIVE

Recognizes opportunities and initiates actions to capitalize on them. Looks for new and productive ways to make an impact. Demonstrates this characteristic when it comes to generating new ideas or processes, capitalizing on new business opportunities, and seeking out and taking on increasing levels of responsibility. Uses sound judgment about when to take action on his/her own and when to seek guidance or permission from supervision. In contrast, an employee lacking this competency fails to notice opportunities, waits to be asked or instructed before taking action, seldom offers new ideas and/or expresses reservations about taking on additional responsibilities.

1. Below Expectations - Requires encouragement and input from managers before taking on new responsibilities or looking for solutions to problems. Hesitant to take on new responsibilities or act on opportunities.

2. Meets Expectations - Looks for resolutions to problems, involving management at times. Willing to take on new responsibilities and act on opportunities.

3. Above Expectations - Resolves problems with minimal assistance from management. Takes on new responsibilities and acts on opportunities



Appendix –Manager of Others Competencies

LEADERSHIP Articulates a vision that is appropriate to the organization’s mission and inspires others to follow.

Models high quality behaviors and motivates others to undertake challenging tasks and projects. In

contrast, an employee lacking this competency fails to articulate a desirable, consistent vision, or

one compelling enough to generate enthusiasm or commitment; expects exemplary behavior from

others but fails to demonstrate such him/herself; and/or attempts to lead but fails to inspire others

to be proactive and assume challenging assignments.

1. Below Expectations - Fails to articulate a clear vision or that vision is not compelling enough to

generate enthusiasm or commitment from followers. At times, expects specific behavior from

others, yet does not personally do these things. Has struggled to convince followers to voluntarily

take on enough challenging assignments to make a significant impact.

2. Met Expectations - Is effective at articulating a vision that others choose to follow. Usually models

behaviors expected of others and usually inspires others to undertake challenging tasks and projects.

Tends to attract and engage loyal followers.

3. Exceeded Expectations - Is very effective at articulating a vision that others choose to follow.

Always models behaviors expected of others and always inspires others to undertake challenging

tasks and projects. Is the kind of leader who attracts and engages loyal followers

PROVIDING FEEDBACK

Provides performance feedback in a timely and effective manner. Keeps employees informed about

what is going well and what needs to be improved. Such discussions are frequent and clear and also

serve to encourage positive behaviors. In contrast, employees lacking this competency give

infrequent or sporadic feedback; provide feedback in a manner that tends to reduce self-esteem,

mutual respect and motivation; and allows performance problems to grow into larger issues.

1. Below Expectations - Does not provide regular feedback to subordinates, or use feedback to

encourage desired behavior. Hesitates to meet with subordinates to deal with problems.

2. Met Expectations - Good use of feedback to subordinates to encourage the desired behavior.

When problems and issues occur, meets with subordinates to deal with them.

3. Exceeded Expectations - Very good use of feedback to subordinates to encourage the desired

behavior. Meets with subordinates on a regular basis, and deals with issues and problems in a

proactive manner.



Appendix - Manager of Others Competencies – Cont.

MANAGING

TEAM

PERFORMANCE

Takes action to ensure that employees fully understand their roles, responsibilities and

performance standards/expectations and provides ongoing feedback and support as employees

strive to achieve expectations. Engages in two-way conversations throughout the year that ensure a

current understanding of expectations, performance gaps and actions required to close any gaps. In

contrast, an employee lacking this competency fails to regularly and adequately communicate

expectations, address performance gaps, and/or provide support in overcoming barriers.

1. Below Expectations - Does maintain regular communication with employees. At times,

employees are unclear about their responsibilities and the standards expected of them.

2. Met Expectations - Meets regularly with employees to ensure that they understand their roles

and responsibilities. Maintains a good working relationship with employees, and works with them

to resolve performance issues.

3. Exceeded Expectations - Always works closely with employees to ensure that they understand

their roles and responsibilities. Maintains an excellent working relationship with employees, and

works with them to resolve performance issues.

BUILDING OUR FUTURE LEADERS

Encourages and facilitates skills development by identifying areas that need development, finding

appropriate training and development resources, reducing or neutralizing barriers to such

development, and encouraging and motivating skills development as a desirable and practical way to

enhance long-term personal impact and effectiveness. In contrast, an employee lacking this

competency is primarily focused on short-term results, sees skills development as someone else's

responsibility, creates barriers to development, fails to communicate the long-term benefits of skills

development to employees.

1. Below Expectations - Does not encourage employees to develop their skills. Has not

demonstrated an ability to help employees to identify areas for development. Does not remove

barriers to employee development.

2. Met Expectations - At regular intervals, works with employees to assist them in identifying areas

for development and removing barriers to development. Motivates employees by showing them

the benefits that could arise if they pursue development opportunities.

3. Exceeded Expectations - Always works closely with employees to assist them in identifying areas

for development and removing barriers to development. Uses an enthusiastic manner to motivate

employees, by showing them the benefits that could arise from pursuing development

opportunities.



Appendix - Manager of Others Competencies – Cont.

BUILDING TEAM ENVIRONMENT

Establishes an environment that creates incentives for, and eliminates barriers to, a shared goal/team

environment. For example, articulates common goals, communicates how individual roles contribute

to team success, provides clear direction, and removes or reduces resource issues and other

obstacles to team success. In contrast, and employee lacking this competency rewards competitive

behavior within the team, fails to connect individual roles to team goals, talks/writes about the

importance of teamwork without demonstrating that behavior and/or fails to play a key role in

neutralizing resource issues and other obstacles to team success.

1. Below Expectations - Lacks experience in team building and defining roles. Has difficulty

motivating team members to work together. Has not clarified roles and responsibilities to team

members.

2. Met Expectations - Has influence in team building and defining roles. Able to motivate team

members to work together. Assists in clarifying roles and responsibilities to team members.

3. Exceeded Expectations - Does a very good job of building strong teams, with minimal barriers to

success. Always motivates team members to work together, and ensures that roles and

responsibilities are understood.



Appendix – Setting SMART Goals

Specific Measurable Achievable Relevant Time-oriented

Specific goals are:

• Concrete • Well-defined

• Detailed • Straightforward

• Focused • Action-oriented

When setting goals that are Specific, ask the following questions: What am I trying to achieve? Use action verbs such as develop, execute, conduct, build. Why is it important? What steps do I need to take?

Who is going to be involved?

When do I want this task to be completed?

Measureable Goals:

• Measurements for goals help you know you are making progress toward completing the goals.

• Progress measurements also allow for course corrections along the way for both direction and pace.

• If you set a goal that is measurable, you will have tangible evidence of completion of the goal.

When setting goals that are measurable, ask the following questions: How will I know when this goal has been achieved?

What measurements can I use?

What milestones can I use to track progress toward completion?

Achievable Goals: Can I actually accomplish this goal (realistically in the expected time frame - not an aspiration or vision)? Will it challenge me yet still be attainable and not cause frustration in being unable to complete it?

Relevant Goals: Relevant goals align with the goals of the department and the strategic priorities of the company. Since the goals

also relate to your role in the company, you have the resources to accomplish those including skills, equipment, time and staff.

When setting goals that are Relevant ask the following questions:

• Will this goal help meet/support department goals and MNR’s Strategic Plan/Priorities?

How will pursuing this goal affect other performance goals? Do I have the resources to accomplish this goal? Do I need to rearrange my priorities to accomplish this goal?



Time-Bound Goals:

Appendix - Setting SMART Goals – Cont.

• Time-bound goals are those that have deadlines for completion. The time frames create a sense of urgency and lead to action.

• The deadlines, just as with overall goals, must be achievable and realistic.

• For a complex goal, break it into small parts and set a deadline for completion of each phase.

When setting goals that are Time-bound, ask the following questions:

• What is the earliest—yet achievable and realistic—date for this goal to be started and to be completed?

• Have I included these dates in the statement of the goal?

• Are there other projects/goals that must be completed first, or are there others that are reliant upon the completion of this goal?

Source: Society for Human Resources Management (SHRM)



Appendix – ProcessMaker System Information

System Accessibility & Availability

ProcessMaker can only be accessed from an MNR server, so it cannot be accessed from home.

It can only be accessed from the Internet Explorer browser. Please note, if you are using any other

browser, ProcessMaker may not save any of the information you enter in to the form.

• It will be down from 11:30 pm – 12:30 am each night. Employees who work the overnight shift can

complete the reviews during their shift, except during those specific hours.

Inbox – Where You Will Initiate All 3 Stages of the Performance Review Process

To access the Performance Review form, do not click on the Summary Icon, instead you may:

• Right click anywhere on a particular row (except on the Summary Icon) and then click Open or

• Double click anywhere on a particular row (except on the Summary Icon) to go directly into the

form.

• Case – will state what has to be done and whose workflow it is.

• Process – It will always say MNR Employee Evaluation Process

• Task – indicates the current step in the process.

• Sent By – last person in the workflow. First step will always be sent by the ProcessMaker Administrator

• Due Date – determined by HR. Will always be listed in red after the date passes to reflect that the task

is overdue.

• Last Modify – last date that the form was accessed

• Priority – usually Normal

ProcessMaker Tips: Saving the Review

At any time, you can click the Save button at the end of the form to complete it at a later time. This will

save it in your Inbox for future reference.

Submitting the Review • At the end of each stage, once you “Submit” your review to your Reviewer, the form should leave your

Inbox. (It will not leave if you only “Save” your input, as you can save it and come back to it to

complete at another time.)

• Check that the Review has in fact left your Inbox. If it hasn’t, go back into the form and resubmit.

If this still does not get it out of your Inbox, then send an email to the Performance Management

mailbox advising of this so they can look into and fix the situation.

Editing the Review The only one who can edit a review is the owner of it. If changes are needed, the reviewer must send

the review back to the employee (owner) who can then make those changes.



Appendix - Performance Reviews Language Guide

Below are sample words and phrases that may help you when writing supporting comments on the performance review form. Overall Performance

demonstrates competence in many areas

has the ability to perform a wide variety of assignments

handles all assignments in a highly professional and competent manner is a seasoned professional that consistently demonstrates a dedication to our organization quality of work reflects high professional standards

Job Knowledge knows basic principles and methods

clearly understands purposes, objectives and procedures of department

thoroughly understands all aspects of the job possesses real practical experience utilizes experience and expertise from previous jobs

demonstrates strong technical and operational knowledge

stays current and well informed is knowledgeable and can apply knowledge in a practical manner shares knowledge with the group is viewed by others in the field as an expert

Job Performance

consistently exceed performance standards/expectations/criteria

excels in developing solutions to complicated problems possesses the characteristics of leadership and service excellence displays trust and confidence is customer focused and driven

extremely resourceful and attentive to detail

maintains a high degree of involvement possesses a positive outlook is an important contributor to the success of the department sets high performance standards and meets them

Dependability

is consistent, dependable and accurate in carrying out responsibilities to a successful conclusion fully accepts responsibilities and meets deadlines achieves results even when facing major obstacles stays focused on the task/fulfills all commitments

is extremely reliable and supportive

is always fully prepared consistently punctual/ is regular in attendance effectively follows up on all assignments



Job Productivity

Appendix – Performance Reviews Language Guide – Cont.

makes substantial contributions to the department

is a consistently high producer performs at a peak level far exceeds standards or expectations

produces beyond what is expected

produces at a rate that is exemplary maintains peak performance exhibits a commitment for producing results displays high production while never sacrificing the quality component can handle multiple tasks with ease

Cooperation

interacts effectively with peers develops positive working relationships

well accepted by other members of the department

builds trust and rapport is an excellent team player extremely cooperative with employees at all levels of the organization respects the opinion of others

encourages participation

promotes cooperation exercises influence for teamwork and positive working relationships

Initiative

looks to improve work processes

strongly motivated to achieve results strives for maximum effectiveness gives a focused effort seeks total involvement

turns past failures into successes

capitalizes on opportunities operates effectively under any condition is results oriented and always focused maintains self-motivation




Work Environment and Safety demonstrates strong safety consciousness maintains strict adherence to safety guidelines and regulations

contributes with ideas on protecting and improving workplace safety

always keeps a safe and neat work area uses and promotes all safety techniques and equipment helps others in recognizing safety requirements and responsibilities

makes safety suggestions

supports safety education and awareness

The Employee Performing Below Expectations

• fails to demonstrate…

• demonstrates a limited knowledge of…

• is not meeting performance standards in regards to…

has had difficulty in mastering

• fails to abide by rules and regulations as they pertain to…

• is inconsistent in…

The Employee Performing Below Expectations – Cont.

• needs to focus on…

• must demonstrate…

• is unable to …

• areas for improvement are …

opportunities for skill enhancement include:• performance improvement should be focused on …

Adjectives That Can Help accurate, adaptable, adept, alert, ambitious, analytical, articulate, capable, challenging, charismatic, thinking, competent, complete, composed, concise, confident, conscientious, constructive, consistent, cooperative, courageous, courteous, creative, decisive, dedicated, definite, dependable, determined, diligent, discreet, dynamic, eager, effective, efficient, energetic, enterprising, enthusiastic, excellent, exceptional, exciting, extraordinary, fair, fine, flexible, genuine, great, hands-on, harmonious, helpful, honest, imaginative, important, industrious, ingenious, innovative, involved, keen, knowledgeable, logical, loyal, mature, meaningful, motivated, objective, observant, open-minded, optimistic, organized, outstanding, patient, perceptive, perfect, persevering, persuasive, pleasant, poised, polished, positive, practical, precise, productive, professional, progressive, prudent, punctual, realistic, reliable, resourceful, respectful, responsive, self- confident, sincere, sound, special, state-of-the-art, stimulating, strong, successful, superb, superior, supportive, tactful, thorough, trustworthy, truthful, understanding, unique, utmost, valuable, versatile




Action Verbs That Can Help accomplishes, achieves, acquires, acts, adapts, adjusts, administers, advises, analyzes, anticipates, applies, approves, arranges, articulates, aspires, asserts, assigns, assists, assures, attains, authorizes, builds, calculates, carries out, challenges, checks, coaches, commands, completes, comprehends, conducts, considers, contributes, cooperates, coordinates, copes, creates, dedicates, delegates, demonstrates, determines, develops, directs, discusses, displays, disseminates, distinguishes, effects, elicits, emphasizes, employs, empowers, emulates, encourages, enhances, enlightens, enriches, establishes, evaluates, excels, exhibits, expects, explores, expresses, facilitates, focuses, follows-up, foresees, formulates, fosters, fulfills, gains, generates, gives, grasps, guides, handles, helps, identifies, implements, improves, influences, initiates, inspires, insures, interacts, interprets, investigates, knows, learns, maintains, makes, manages, meets, motivates, negotiates, observes, obtains, optimizes, orchestrates, organizes, overcomes, oversees, participates, perceives, performs, plans, possesses, practices, prepares, prevents, processes, promotes, provides, pursues, realizes, recognizes, recommends, reflects, reinforces, relates, relies, represents, resolves, responds, reviews, revises, schedules, secures, seeks, serves, shows, solves, stimulates, strengthens, strives, submits, supervises, supports, sustains, thinks, trains, treats, understands, uses, utilizes, verifies, vitalizes, weighs



Appendix – ProcessMaker Status Definitions Stage 1 Status Definition

Goal Determination Employee is ready to enter goals. At least three but not more than 5 goals are entered. A weight must be assigned to each goal. All weights must total to 100%. A development plan goal must also be entered. There is no assigned weight for this.

Reviewer Goal Approval

Reviewer approves the employee’s goals, weights and development plan or sends them back to the employee for further modification.

Waiting for Mid-Year

Workflow is in a waiting state where it will stay until it is programmatically moved forward to the next stage. The form will be viewable while in this stage but is read only. There is no action required in this stage.

Stage 2 Status Definition Employee Mid-Year Submission

Employee enters current status in achieving their goals. Goals and goal weights can be modified, removed, or added along with their associated weights at this time. The three goal minimum still applies. Employee will also enter a mid-year status for their development plan.

Reviewer Mid-Year Approval

Reviewer approves any goal modifications and mid-year comments entered by the Employee. Reviewer can also enter comments for each goal and the development plan. Reviewer can send the form back to the employee for modification if necessary.

Employee Mid-Year Confirmation

Employee confirms that a mid-year discussion of the mid-year performance review took place with the Reviewer.

Waiting for Year-End

Workflow is in a waiting state where it will stay until it is programmatically moved forward to the next stage. The form will be viewable while in this stage but is read only. There is no action required in this stage.

Stage 3 Status Definition Employee Year-End Submission

Employee is ready to enter year-end comments to explain how they achieved their performance and development goals. Goals can also be modified, added, or removed along with their associated weights at this stage. The three goal minimum still applies.

Appraisal Stage Reviewer is ready to enter ratings for Employee.

Final Review of Appraisal (by R+1)

Reviewer + 1 is ready to approve the appraisals of the Reviewer.

Ready for Employee Meeting

Reviewer is ready to meet and discuss the appraisal with the employee.

Employee Appraisal Review

Employee confirms that a year-end discussion of the performance review and ratings took place with the Reviewer.

HR Archive The review is complete and archived. No further action is required.

HR Review HR reviews appraisals with an overall goal or overall competency rating below 1.75.

Any Stage Definition Awaiting Correction Employee has submitted a correction request to MNR Human Resources to review and

correct if necessary.

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