PAP.9.5.150 Evaluations

(a) At the end of the probationary period, the Directors/Managers shall prepare a written performance evaluation in accordance with Section PAP.9.4.140 of this manual.

(b) Each team member shall receive an annual written performance evaluation from their Directors/Managers at least once every 12 months. The success of the Gaming Enterprises depends on quality performance by team members. The Gaming Enterprises shall manage and develop team members in ways that will enable them to reach their full potential. The evaluation will highlight the team member's strengths and weaknesses, and ways to improve or enhance job performance. The team member and the Directors/Managers must sign the evaluation. The team member's signature does not necessarily indicate concurrence, but does record acknowledgement and delivery of the document. Team members should not expect that evaluations will automatically result in a change in pay. However, the Gaming Enterprises will rely on evaluations, in addition to all other relevant information, to make decisions about an employee's terms and conditions of employment.

(c) The performance appraisal review is a formal and effective tool in measuring the performance of each team member. When properly conducted, this performance management system focuses on communicating expectations to the team member, objectively observing and evaluating performance, and providing the team member with feedback that can improve overall performance.

(d) No supervisory or management person can be evaluated until all persons they are responsible for have current team member reviews turned into the Human Resource department.

(e) Failure of the Directors/Managers to complete an evaluation for their employees may result in disciplinary action.

(f) Steps to Successful Performance Management. By following these steps, the supervisor will remove any anxiety about the contents of a team member's file.

(1) Set expectations and goals at the beginning of the annual review period.

(A) Goals are methods by which job expectations can be established. Those responsible for performance appraisals need a good understanding of goals and how to use them during the appraisal process.

(B) The appraisal process starts when the team member and supervisor reach a mutual understanding of what needs to be accomplished. If expectations are not clearly stated, mutually understood, and presented in measurable terms, performance will be difficult to evaluate.

(i) Conditions that will exist when the desired outcome has been accomplished;

(ii) A time frame during which the outcome is to be completed; and

(iii) Resources the employer is willing to commit to achieve the desired result.

(D) Goals should be challenging but reasonable, feasible and achievable, and established with the participation of those responsible for meeting them.

(2) Have team member submit a self-appraisal as part of the annual performance appraisal. The self-appraisal is a wonderful tool that will provide supervisors with feedback regarding how well they have communicated with their team members throughout the year. If the team member's self-appraisal score is dramatically different than the supervisor's score, it could indicate that not enough communication occurred between the supervisor and the team member regarding performance.

(g) Procedures.

(1) All team members will receive an Introductory Period review upon completion of their Introductory Period (ninety days). This review shall not include a merit increase.

(2) The reviewing supervisor will complete the appraisal and obtain the signature of the Department Head prior to conducting an appraisal interview with the team member. The performance appraisal must be completed on time.

(3) An appraisal interview must be conducted. The appraisal interview presents both an opportunity and a difficult situation. It is an emotional experience for the supervisor and for the team member. The supervisor must communicate both praise and constructive criticism. A major concern is how to emphasize the positive and still discuss improvements that are needed.

(4) The team member should be encouraged to respond, give their own feedback, and to write comments on the appraisal form.

(5) If a salary increase is warranted, a Personnel Action Form (PAF) is to be completed by the reviewing supervisor. At no time should any salary change be discussed with a team member until final approval is received. The effective date of the salary increase will be the beginning of the team member's next 12 month review cycle.

(6) Management may review a team member more frequently than annually.