Laserfiche WebLink
External reportir~g requirements: Many of the exempt employees are required to comply <br />with regional, state or federal requirements. If they don't comply, there is notification to <br />the City and possibly the imposition of some penalty for non-compliance. <br /> <br />Chain of supervision; Each supervisor is supposed to be monitoring the performance of <br />his or her subordinates and giving appropriate fee. dback to correct any deficiencies. If <br />that's not being done adequately, the supervisor of the supervisor is responsible. <br /> <br />Existing performance appraisal system: The performance appraisal that's now being used <br />is supposed to allow an opportunity for feedback about performance and joint agreement <br />on goals for the future. If an element of performance is missing from the appraisal form, <br />it can be added. <br /> <br />Consequences for poor performance: There is nothing to prevent the imposition of <br />consequences for failure or refusal to perform (be accountable) fight now. If supervisors <br />are not identifying deficiencies, discussing them with subordinates, clarifying what needs <br />to be done, documenting the discussions, and monitoring follow-up, the supervisors <br />should be held accountable by their supervisors. <br /> <br />Concerns about performance based pay in general <br /> <br />Merit pay may conflict with comparable worth requirements: <br /> <br />Shifts the focus from the overall job to those tasks being measured: <br /> <br />Shifts the focus from doing the work to working the process: <br /> <br />Qpinions about performance, based pay are different between administrators and <br />employee~: <br /> <br />It may increase competition at the expense of cooperation: <br /> <br />It is impossible to make evaluation totally objective; <br /> <br />A desire to be measured accurately may encourage people to list eve .rything they do and <br />then use that list as a basis for requesting a revised Time Spent Profile and job <br />reclassification. <br /> <br />Concerns about performance based pay in Ramsey specifically <br /> <br />The organization is too small to keep personalities out of the process: Because there are <br />so few employees, people become very familiar with their co-workers - almost like <br />brothers and sisters. Managers are "working managers," and not far removed from their <br />subordinates. When personalities are incompatible, it's very difficult to conduct <br />objective performance appraisals. Some evaluators compensate by awarding higher <br /> <br /> <br />