Changes are coming to simplify our evaluation process. Beginning tomorrow, May 15, 2019, regular employee performance evaluations will be sent out with seven core competencies developed through the Organizational Culture and Leadership initiative, rather than the 13 rating areas currently in the performance-evaluation system.
Employee performance evaluations that are “launched” on or after May 15 will use the new core competencies. As an example, if an employee’s self-evaluation was opened by the system on May 14 that evaluation would still be conducted with all 13 rating areas, not the revised seven.
The core competencies will help us develop talent and strengthen our succession planning, selection, performance, diversity and inclusion efforts. It’s important to infuse these competencies into our employee performance reviews:
Focus on people – Develop and deliver service-oriented solutions that meet or exceed expectations. Honor each interaction and relationship with respect and consideration, even under difficult circumstances. Provide the highest level of service to internal and external customers. Anticipate and balance customers’ needs with City priorities. Develop mutually beneficial solutions. Be open to ideas for improvement.
Build trust – Ensure honesty and integrity to gain confidence and support of others. Treat people fairly and ethically. Be truthful and forthright. Respect people’s perspective and concerns. Maintain confidentiality. Show consistency between words and actions. Address issues proactively.
Ensure accountability – Take responsibility for the outcomes of one’s own work and foster a sense of ownership in others. Set appropriate expectations for self and others. Demonstrate dependability. Persevere despite obstacles. Explore different approaches. Enlist the support of others and support others to do the same.
Communicate effectively – Deliver clear, concise messages and actively listen to ideas and questions. Tailor communication to diverse audiences to promote dialogue and mutual understanding. Establish clear expectations and inspire action to achieve intended outcomes. Actively listen and respond to develop trust. Recognize non-verbal cues and look for meaning behind words used. Welcome feedback and different points of view. Openly share information.
Collaborate inclusively – Build effective working partnerships, alliances, and teams. Develop and maintain productive relationships inside and outside the organization. Constructively seek and consider diverse input. Encourage others to develop and deliver strong solutions. Interact effectively with those who have different styles, backgrounds, or personal values. Actively contribute to the overall team effort.
Make quality decisions – Make sound, timely decisions and recommendations. Accept complexity and uncertainty. Assess risk appropriately. Understand how elements relate to each other. Exhibit sound judgment. Define decision criteria, weigh options, and consider trade-offs. Balance data gathering, analysis and experience to make well-reasoned decisions in a timely manner.
Be adaptable/agile – Change approach or methods to best fit the situation and effectively balance competing priorities. Anticipate change, use constructive feedback to increase strengths. Approach situations with openness. Integrate changes smoothly and react well under pressure.
By intentionally applying these core competencies, we will continue to build upon the great reputation of the City team to be excellent partners to each other and to our community. You should seek clarification from supervisors or managers if you aren’t clear on how the core competencies apply to your specific job. Supervisors will begin providing feedback to employees on how well they are applying these competencies in their daily work in the near future.
You can download the Core Competencies to keep at your desk.
Explore the next step - How do we live our Core Competencies?