Mr. SCOBORIA. That's right. The CHAIRMAN. And supposing the transfer is made, what is the written record that remains of his personnel record? Mr. SCOBORIA. His written record would be his "Unsatisfactory" service rating, a record of the hearing, the recommendations that were made, and the complete story of the transaction. The CHAIRMAN. Then, if he went to another department and made good, there would be a record that he made good there? Mr. SCOBORIA. That's right. The CHAIRMAN. So that he wouldn't be forever damned, so to speak, by an "Unsatisfactory" rating Mr. SCOBORIA. The transfer record is really a vindication of an "Unsatisfactory" rating that was put in there. I might say that if an employee receives two "Unsatisfactory" service ratings he is mandatorily dropped from service. The CHAIRMAN. That is by virtue of regulation? Mr. SCOBORIA. That's right. The CHAIRMAN. Do you prefer the system you are now using over any system that you have ever had in the past? Mr. SCOBORIA. Yes; and, as a matter of fact, that is on record from both management and labor. The CHAIRMAN. You mentioned the fact that you thought that in the future you were going to have to make some changes and alterations in this. Along what lines do you intend making those new alterations and changes? Mr. SCOBORIA. I think that the records that we will have to have will be records that will allow management to give recognition for outstanding service. The CHAIRMAN. In other words, where you have an individual who is exceptionally good Mr. SCOBORIA. That's right. The CHAIRMAN (continuing). Your rating will have "This individual is exceptionally good." Mr. SCOBORIA. Yes. The CHAIRMAN. In other words, on the basis of that you can really pick out the personnel in the department who might be entitled to advancement in that department or transfer to some other operation in the Government where his or her qualifications could be used to full and complete advantage. Mr. SCOBORIA. That is correct. The CHAIRMAN. Do you have any other suggestions, Mr. Scoboria? Mr. SCOBORIA. I have none at the present time. The CHAIRMAN. Mr. Riley, do you have any questions to ask? Mr. RILEY. Yes, Mr. Chairman. I would like to ask the witness whether he finds that this system has reduced the human element in the compilation of ratings-is it desirable? Mr. SCOBORIA. Yes, I think it is very desirable. Under the old system instead of building up morale we were breaking it down and we were constantly having trouble between management and labor simply on account of the rating system. Mr. RILEY. Do you find that this system under which you operate has eliminated some or mostly all of the favoritism that might otherwise exist? Mr. SCOBORIA. I think it still exists to a certain extent and will always exist but I think that our present system has definitely, built up the morale among our employees. Mr. RILEY. How long has this system been in force? Mr. RILEY. Do you have any material that you would like to offer that might be included in the record? Mr. SCOBORIA. Yes, I would be glad to leave this with the committee [indicating]. Mr. RILEY. Thank you. The CHAIRMAN. Thank you very much, Mr. Scoboria. Mr. SCOBORIA. Thank you, Mr. Chairman. (The following is the material which Mr. Scoboria submitted for the record:) All underlined elements marked E and all other elements marked F or All underlined elements marked at least F, or any underlined elements ments Any underlined elements marked U not compensated by G or better marks on underlined elements CREDIT FOR LENGTH OF SERVICE: One quarter point (on a base of 100) will be added by the Personnel Director for each complete. year of State service COMMENTS: If the rating on the reverse of this sheet does not reflect an adequate evaluation of this employee, or is lean than Good, it must be supplemented by an explanatory statement below. If this report marks the end of the employee's WORKING TEST PERIOD, complete one of the following statements. This employee has passed the required working test satisfactorily and appointment will be permanent Rating noted by Signature of Employee CONNECTICUT STATE PERSONNEL DEPARTMENT SERVICE RATING INSTRUCTIONS I. WHO IS TO BE RATED AND THE FORM TO BE USED Service ratings are required for all permanent employees in both competitive and non-competitive positions in the classified service in accordance with the provisions of Section 474h of the 1945 Supplement to the General Statutes. Form 15 revised is to be used to rate all such employees. II. WHO PARTICIPATES IN THE RATING PROCESS The Rating Officer shall be the person who has immediate supervisory responsibility over the employee to be rated. The Reviewing Officer shall be the supervisor highest in line of authority above the rating officer who has personal knowledge of the employee to be rated and of the standards of performance of the unit in which the employee is assigned as compared with standards in other units. Reviewing officers may find it desirable to have ratings routed through intermediate supervisors. The Appointing Authority shall be the head of the agency unless such authority to approve service ratings has been delegated to another supervisory official with the approval of the Personnel Director. III. STANDARDS TO BE USED A. Definitions.—Uniform standards of rating should be maintained both within and between the several agencies as far as practicable. Annual step increases are contingent on service ratings of not less than "Good.' The following definitions are set down as a guide to raters in determining whether an E, VG, G, F, or U mark shall be used: 1. E= Excellent: An employee shall be considered "Excellent" with regard to any element if the service covered by that element is outstandingly better than would ordinarily be expected, after a training period, of a competent and acceptable employee in that class and grade of work. 2. VG Very Good: An employee shall be considered "Very Good" with regard to any element if the service covered by that element is better than would be expected, after a training period, of a competent and acceptable employee in such a position. 3. G=Good: An employee shall be considered "Good" with regard to any element if the service covered by that element conforms to what would be - expected, after a training period,. of a competent and acceptable employee in that class of position. 4. F Fair: An employee shall be considered "Fair" with regard to any element if the service covered by that element is somewhat less than would be expected, after a training period, of a competent and acceptable employee in such a position. 5. U=Unsatisfactory: An employee shall be considered "Unsatisfactory" with regard to any element if the service covered by that element definitely fails to measure up to what would be expected, after a training period, of a competent and acceptable employee in that class and grade of work. B. The Standard.-The rating shall be determined in accordance with the following standard. Where the use of this standard does not give a proper adjective rating in the opinion of the rating or reviewing officer, deviations from the standard are permissible but must be explained on the reverse of the form. Deviations are permissible when the employee's performance with respect to certain especially important elements is so outstanding that it completely overshadows inadequacies with respect to other elements. 1. All underlined elements marked E, and all other elements marked F or better, will justify a rating of Excellent. 2. All underlined elements marked VG or better or a majority of underlined elements marked VG or better with the rest of underlined elements marked G or better, and all other elements marked F or better, will justify a rating of "Very Good." 3. All underlined elements marked at least G, or a majority of underlined elements marked G or better with the rest of underlined elements marked at least F and compensated by VG or E marks on underlined elements, and all other elements marked F or better, will justify a rating of "Good." 4. All underlined elements marked at least F, or any underlined elements marked U compensated by G or better marks on underlined elements will justify a rating of "Fair." 5. Any underlined elements marked U not compensated by G or better marks on underlined elements will justify a rating of "Unsatisfactory." IV. RATING PROCEDURE A. Period of service to be covered by the rating.-Regular ratings shall be filed with the Personnel Director by February first of each year except as otherwise specified by him and shall cover the performance of each permanent employee during the preceding calendar year. B. Special circumstances. 1. Probationary employees: Employees serving three-month working test periods shall be rated ten days prior to the end of the third month of service. Employees serving six-month working test periods shall be rated ten days prior to the end of the sixth month of service. Both sides of the rating form shall be used and the statement covering the working test period shall be completed. 2. Service ratings and annual increases: A rating must be filed, if not already submitted, for any permanent employee upon completion of twelve months' service, covering any and all services performed by him during the previous calendar year in order for the Personnel Director to determine whether or not he is eligible for an annual step increase. 3. Employees who have worked under more than one supervisor: Each rating officer shall rate the employee at the time his supervision ends. When regular ratings are to be made these interim reports shall be sent to the rating officer then having supervision over the employee who shall consider the interim reports in arriving at his report. C. Instructions for rating.-Each employee's name, title, length of total state service in completed years, as of December 31st of the previous year, period covered by the rating, and the agency name and division should be typed on the forms before distribution to the rating officers. Three copies should be prepared for each employee if he is to receive a copy of his completed rating. Only two copies need be prepared if the employees are to sign their individual ratings. 1. To the Rating Officer: (a) Arrange the forms in groups according to class and grade. (b) Indicate on each form whether or not the position is administrative or supervisory by placing a check mark in one of the two boxes. (c) Become familiar with the various elements of the rating form. Most of them will be clear as to meaning when applied to a particular job. In certain cases the explanations below may be helpful. (1) Accuracy: freedom from errors or mistakes; exactness; correctness; exact conformity to truth or to rules. (2) Amount of acceptable work accomplished: degree to which quantity of satisfactory work produced approaches requirements. (3) Completing assignments on time: Provides a means of evaluating the degree of promptness shown by the employee in completing regular assignments, in performing work according to set schedules or in accomplishing a special piece of work before a dead line. (4) Cooperativeness: working harmoniously with others: good teamwork. (5) Dependability: trustworthiness; reliability; carrying out instructions without close supervision; regularity of attendance. (6) Effectiveness in meeting and dealing with others: Consider whether employee accomplishes his objectives by using tact and leadership methods rather than coercion; whether he creates a favorable impression of the organization he represents; whether he gains the respect of the persons with whom he has contacts. Avoid overlapping with No. (7) and No. (13). (7) Effectiveness in presenting facts or ideas applies to both written and oral presentation. Consider whether what employee has to say is concise and to the point without being brusque; in the case of written presentation consider whether conclusions drawn are logical and subject matter is well expressed and convincing. (8) Improving performance: Consider the employee's development during the period covered. Is he careful not to make the same mistakes again after they have been pointed out to him and corrected. (9) Industry refers to steady attention to the job at hand. It does not pertain to the amount or quality of work produced. (10) Initiative: Taking steps or making suggestions on one's own account to improve existing procedures, methods, ways, or forms used in the work, or devising new ways of doing the work. (11) Judgment: Consider sense of proportion, common sense approach. Are decisions well founded? (12) Knowledge of job means the all around knowledge of the particular field of work and of the fundamentals on which it is based. (13) Personality is that which constitutes, distinguishes and characterizes a person. Consider personal qualities such as voice, manner, appearance, speech, behavior. Does the employee make a favorable impression? Is he usually pleasant and cheerful? Does he inspire confidence? (14) Physical fitness. Consider general physical condition only as it affects the employee's work. (15) Planning and organizing work. Consider the employee's effectiveness in planning work to be done so as to utilize his time to the best advantage. Are important things handled first? (16) Presentability of work means the arrangement and appearance of work. It has no connection with accuracy o planning and organizing work or effectiveness in meeting and dealing with others. |