1. EVALUATING PERFORMANCE
Each agency has their own evaluation process. This program will include general concepts and is a tool for the officers to use that will help them provide constructive feedback.

2. Why Conduct Performance Evaluations?
An effective performance evaluation process will help the employee develop professionally and to be a valuable asset to the organization. Where all their contributions and actions benefit the organization and the people we serve.
Employees need to receive constant feedback to be sure they are performing as needed. Without it, employees create their own set of performance standards. Often these standards are not up to par with the expectations of others.

3. When Does Performance Get Evaluated?
Performance evaluations are usually completed on an annual basis, more often for probationary employees.
Each and everyone of us evaluates and is evaluated everyday…we just don’t talk about it.
Annual performance evaluations by themselves do not encourage good behavior. This is because they don’t happen often enough. If the only time an officer discusses substandard performance is during the annual evaluation, employees will blame the officer for not providing direction. These feeling are often not articulated to the officer, but can deflect the employees attention away from their own performance.
It is human nature to evaluate our surroundings and cast judgment. This has little impact in someone's personal life (outside their family) because people we meet have little influence on our lives. In our home life and in the work environment they can have great influence. Communicating good or bad behavior must be done at the time of recognition to give the employee (or officer) the opportunity to change the behavior or provide an explanation.

4. The Supervisor’s Responsibility Is To:
Establish clear and concise expectations.
Provide positive and negative re-enforcement. (don’t let things fester)
Create opportunities to discuss performance on a regularly basis, using a consistent format.
Document performance.
Behave in a manner that displays the traits they want to see in their employees.
These bullets will be expanded on in the next few slides

5. Establish Clear and Concise Expectations.
Employees must know the following:
The type of attitude expected during specific circumstances (on scene, at station, during conflicts).
The type of individual motivation expected.
Expectations on training (individual or company).
The roles you and the employee will have in the employees professional growth.
How performance feedback will be expected (on-the-spot, scheduled meetings, annual evaluation)
This information establishes the relationship between the supervisor and the employee. Employees do not respond well to supervisors who are inconsistent with how they manage.

6. Provides Positive and Negative Re-enforcement
When an employee does something well or without prompting, let them know you noticed.
When an employee does something poorly, or requires regular prompting, remind them of your expectations.
Praise publicly criticize privately.
Address borderline behavior early.
Firefighters will test your limits, each time you let something slide, it stretches your limits. The longer the officer lets things slide, the deeper that type of behavior or activity will be engrained, it will become expected. When it gets out of hand and the officers makes an attempt to correct the behavior, the firefighters will make comments like “what’s gotten into him”. A sure sign that the delay has allowed the behavior to become normal. The officer addressing the issue is what’s not normal.
Feedback of a negative nature should never be given when others are present. No matter how positive you try to make it, the employee will be focus on your delivery instead of the behavior that caused it.

7. Create opportunities to discuss performance on a regularly basis using a consistent format
Discuss performance….good and bad.
Have one-on-one meetings regularly.
Should be informal and quick
Use a written outline.
Share the outline with your employees, the process should be transparent…no surprises.
Use the outline for note taking.

8. MONTHLY COACHING WORKSHEET-FF
This document is to be used by Captains and Lieutenants to coach Firefighters
Month:_______________
Employee Name:_____________________
Performance on Scene ______________________________________________
Individual motivation ________________________________________________
Communications ___________________________________________________
Paperwork/reports/documentation ______________________________________
Attendance record _________________________________________________
Participation in training ______________________________________________
Attitude ___________________________________________________________
Working with others _________________________________________________
Professional development ____________________________________________
Professional goals __________________________________________________
Status of assigned projects ___________________________________________
Additional notes:
This slide and the next two make up the coaching outline which is a tool that can be used to help establish the process and provide a document that helps explain what behaviors are valued and expected. Can be used as an outline for discussion. Not everything needs to be discussed, just what is pertinent to the employees recent performance.
Employee Signature:_____________________ Date:________________
Supervisor Signature:____________________ Date:________________

9. Performance on Scene- How does the employee operate tools and/or equipment? Do they operate EMS equipment appropriately? How do they handle EMS incidents? Do they make proper decisions under pressure? Are there any issues with communications during stressful times? Does the employee seem to have physical limitations? Do they conform to safety standards?
Individual motivation-Does the employee demonstrate eagerness to perform? Do they begin tasks, including facilities and equipment maintenance on their own without being told? Do they seek opportunities to learn? Do they take on additional assignments on their own or accept them readily?
Communications- Does the employee routinely share information with others that is clear and concise? Does the employee operate communications equipment appropriately? Do they speak on the telephone or radio clearly?
Paperwork/reports/documentation- Does the employee routinely submit paperwork on time? Is their paperwork completed properly? Is their written documentation constructed completely and with sufficient detail?
Attendance record-discuss how their attendance record was for the month. Discuss if there appears to be any excessive use of unscheduled leave or any punctuality issues. Reinforce good attendance behavior.

10. Participation in training- Does the employee seek training on their own? Are they showing a positive attitude towards training? Do they take an active role with planning and conducting training sessions?
Attitude- Does the employee demonstrate a good attitude towards; department policies, work assignments, training, fellow employees and citizens? Does the employee accept criticism appropriately?
Working with others- Does the employee do what they can to get along with others? Do they look for opportunities to help fellow workers? Do they show respect to everyone? Is the employee sensitive to differences in others?
Professional development- Does the employee strive to improve their abilities and/or knowledge. Do they participate in educational opportunities to prepare them for advancement to a higher position?
Professional goals- What professional (department/profession related) goals has the employee identified and how are they working to obtain them?
Status of assigned projects- What projects have been assigned to the employee? Have their assignments been completed on time, or making sufficient progress? Does the employee submit accurate and detailed reports?

11. DOCUMENT PERFORMANCE!
Employees must know they are accountable for their actions….good and bad!
It is the Supervisor’s responsibility to document the employee’s job performance.
Employees should see this as an opportunity, rather than as punitive.
Employees can assist the supervisor with documenting performance.
Performance is more accurately captured for the annual evaluation.
This process will allow the employees to be an active rather than a passive participant. Also provides an opportunity for the feedback to go from the firefighter to the company officer. If performance is accurately documented throughout the year, and the outlines are tailored to the agencies evaluation form, the evaluation would pretty much be done. It would also capture the whole year of performance. With just the annual evaluation process, usually the preceding couple months are what’s captured…..except for negative entries, they seem to always be included.

12. To behave in a manner that displays the traits they want to see in their employees
To demand professionalism; one must be professional.
To demand honesty; one must be honest.
To receive respect one must give respect.
An officer can not effectively provide leadership when they are knowingly doing inappropriate things.
They can’t be lazy and expect everyone else to be motivated.
They can’t twist the truth, even by omission, and expect people to be honest.
Your position does not give you respect…people choose to respect you based on your actions.

13. Common Problems Officer’s opinion differs from his/her superior’s.
Evaluation does not have enough documentation to justify rating.
Known performance issues were glossed over or omitted.
This puts the officer in a very difficult position. Documenting performance throughout the year, and providing consistent leadership can eliminate this problem.
Everyone throughout the agency needs to understand how the process works. If an evaluation goes back to the officer, with recommended changes or for more clarification, the officer must consider what is being asked. The officer should not be put in a situation where they enter something other than what they believe to be accurate. If the officer’s supervisor feels it is not accurate, they have the opportunity to add comments to the evaluation. They also have the opportunity to rate the officer’s performance.

14. Justification “Paul is very good on calls”
What does this justify?
“Paul requires very little supervision on calls, he anticipates what should be done and communicates actions he plans to take. On a structure fire, Paul was given the assignment of pulling an attack line and prepare to make entry. He performed his assignment and realized he would have to wait before entry can be made. After receiving approval from me he began assembling an equipment staging area.”
Officers need to justify all categories, particularly when the rating deviates from average. Using examples of behavior will justify your ratings, general statements do not.

15. Common Problems Officer won’t give an outstanding evaluation.
Officer just doesn’t think anyone deserves an outstanding evaluation.
Officer thinks it’s too hard to justify.
This happens when the officer waits till evaluation period to consider an employees performance. This officer will also minimize the impact of negative performance.
This type of problem hurts the good employee and helps the problem employee. Everyone gets rated nearly the same.

16. Common Problems Employee does not agree with the performance rating.
This problem is usually avoided when there is regular performance related interaction. The worst thing an officer can do is ignore problem behavior until it’s time for the evaluation.
Employees feel like they were blindsided when surprises show up on their evaluation. Some employees don’t recognize their own shortcomings. The officer needs to identify these employees and be sure to be very clear when communicating performance issues.