Q1 Department

Q2 Which Appraisal

Q3 Yrs Service

Felt About Survey

Comment on Performance Apprasial or Survey

Aviation

Professional and Technical

10-14 Years

n

The Supervisor does not actually have the last word on your merit, it is determined by someone that does not know the employee.

Aviation

Supervisory and Managerial

10-14 Years

n

It does not matter how well you do your job...what matters is averaging the departments percentage and who knows who. You can have people who do not do their job getting 8+ % increase and others who get the minimum. There is a great deal of inequity in our department and it is getting worse. We need new management.

Business Dev.& Pro.

Administrative

1-4 Years

n

The appraisal was too generic and the scale too compact to make the rating very objective.

Business Dev.& Pro.

Administrative

25-29 Years

n

It is important that performance is discussed other than once a year. There needs to be more time given to the planning aspect of the performance review process .

Business Dev.& Pro.

Supervisory and Managerial

25-29 Years

p

I am over all pleased with the process.

City Attorney

Professional and Technical

1-4 Years

i

i never received or seen a copy of my evaluation and have not signed it, i am not sure if it went through.

City Attorney

Professional and Technical

1-4 Years

i

While I am overall happy with the review, I am disappointed with the process. My supervisor never met with me one-on-one to discuss any of her comments, some of which are still unclear. Furthermore, I was given the review sheet about an hour before it was due and told to sign it. After reading over it, I had a question. When I asked if she had a minute to discuss the review, I was told that she had to be at City Hall to turn them in within the hour, and, therefore, she could not discuss it with me at the moment. I signed the review understanding how busy things can get around here, but I still have not had the opportunity to discuss the review with my supervisor.

City Attorney

Professional and Technical

1-4 Years

i

My supervisor has not met with me to go over my evaluation. I was provided the evaluation form and told to fill it out myself and return it by the following day. A few weeks later, I was given my evaluation back with additional comments from my supervisor. We were told to review them, make notes of any discrepancies, sign them, and return them immediately to her. I quickly reviewed my evaluation, signed it, and returned it to her so she could take it to City Hall by the deadline (which happened to be that day). She did not meet with me to go over my evaluation. I have not received a copy of my evaluation. She has not informed me about whether or not I will receive a merit increase. Although our evaluations were submitted a couple of weeks ago, I have yet to have a meeting with my supervisor to go over the comments on my evaluation. Some of the comments on my evaluation are unclear, and I would welcome an opportunity to meet with her to clarify them.

City Attorney

Professional and Technical

30-34 Years

i

Usually we get the evaluation and later we find out if we got a merit or that we did get one and the amount much later. I would like to know all of this during the evaluation.

City Attorney

Professional and Technical

5-9 Years

n

The performance appraisal form is not tailored well enough to accurately assess performance of the job actually done.

City Attorney

Professional and Technical

1-4 Years

n

My supervisor had the attorneys in prosecution fill out our own evaluations. She then took those and made changes and filled them out from there. I had concerns over my evaluation that were not addressed and I was not provided the opportunity to speak with my supervisor about them. Though I signed my evaluation, I felt that the time alloted for this was not adequate given that they were presented to us the same day they were submitted to City Hall. I was told that I would be able to meet with my supervisor later about my evaluation, but this has not taken place yet.

City Attorney

Administrative

10-14 Years

n

I had a good evaluation but was disappointed to learn that others within the department who, in my opinion give a marginal at best performance, was given the same rating I was and the same percentage of merit increase which is unfair as the persons who was given equal evaluation and merit has a poor poor work performance and isn't reliable, often MIA and can't be counted on at all- the rest of us have to do their job for them yet they receive the same rating and merit. It is unfair... but a standard that seems to be set throughout the city.

City Attorney

Administrative

10-14 Years

p

It's a good system and I am very satisfied with all aspects of the process.

City Auditor

Professional and Technical

15-19 Years

n

The City Auditor did not follow the evaluation procedures as described by Human Resources. The performance rating was not tied to the merit rate increase. I received fully successful but did not receive a merit increase.

City Manager

Administrative

20-24 Years

n

My supervisor was not in the position for the entire review period, in fact, was still fairly new to the City, yet the previous supervisor was never contacted for input and my previous evaluations were not reviewed. I was told that several people provided input on my evaluation which made no sense to me because I confirmed that the previous supervisor had none. Why is it that employees are not provided an opportunity to ha

City Secretary

Supervisory and Managerial

20-24 Years

n

Why do you all conduct these surveys? Do yo actually use the results for anything other than to justify your job? This evaluation process is still the same old mess. This is not a good way to conduct performance evalatuions and it doesn't help that each department does things differently. The City Secretary's Office for example (where I work) has an additional form that has to be filled out and it is cumbersome and time consuming to complete. It ends up frustrating employees even more. It's not fair because it is so different than other departments. I know some departments use scales and some still assign scores to each section of the evaluation form to come up with a total score and a merit rating. Then there is the other issue of how some folks can get rated down and they work like dogs and others who don't work very hard and always get high ratings. Please, stop being blind. This is not a fair system and it makes management look dumb. It kills morale and has nothing to do with performance.

City Secretary

Professional and Technical

25-29 Years

n

The extra work that employees do have no weigh on the performance appraisal to supervisors. So you worked on projects not on the plan that great for the dept but you get nothing from it, just thanks. Thanks is not what you come to work for.

City Secretary

Supervisory and Managerial

5-9 Years

n

I think HR does not provide a sufficient time frame within which to complete the evaluation AND make the deadline due. We received needed information AFTER the evaluation timeframe had already begun, which hindered the process. Even though information was not distributed in a timely manner, we were still expected to make deadlines set by HR.

City Secretary

Administrative

25-29 Years

n

None. It is obvious, no matter how well you do your job, or how much you have done in the year, the supervisor will give you what they think you deserve, not on what you have accomplished.

City Secretary

Supervisory and Managerial

5-9 Years

n

Mid-year evaluation rating was "has potential"

Civil Service

Professional and Technical

5-9 Years

n

My merit increase was not mentioned or discussed until the end of the evaluation. Since our Director is our Supervisor who conducted the evaluation, we are not allowed to "appeal." So what's the point in commenting in our performance appraisals?

Civil Service

Professional and Technical

15-19 Years

n

When asked questions regarding PMP, supervisor has never been able to clarify anything or give examples of good peformance. It appears that regardless of the amount of work done or the quality of the work, the same people will get distinguished and nearly everyone else will get fully successful. It amazes me that a deparment head can be distinguished when nearly everyone in his or her department is merely fully successful. Please explain to supervisors what is meant by good performance so they can relay that info to employees.

Civil Service

Professional and Technical

5-9 Years

n

Performance appraisals in civil service are a joke. One just needs to look at the number of employees that are supposedly performing at a superior/distinguished level in the Civil Service Department. Compare our department with other departments; other departments might have just a handful of superior/distinguished employees per hundreds of employees. Civil Service rates such a high proportion of employees as distinguished/superior; at least 5 or 6 out of the 20 or so people that work in Civil Service are supposedly distinguished/superior. Anyone who has had dealings with this department knows this is not the case. Look at past performance appraisals in Civil Service - it is the same employees year after year that are distinguished/superior. Management is afraid to give anyone a different rating than the rating they had the year before - they give them the same rating year after year. Management needs to look at the definitions of the benchmarks for Fully Successful - Superior and Distinguished. How ca

Civil Service

Operational and Field

1-4 Years

n

My apprasial was filled out & given to my old supervisor & then he was transferred out of the dept. Since then, we have not heard anything about our reviews, what the outcome was or had ANY feedback from our current supervisor. We have been left out in the dark & rumor has it that we got a straight across the board 3% raise. Nothing was mentioned to us about this! Nor is it acceptable since we have spoken to our OLD supervisor & he stated to us that MANY were recommended a higher raise. It seems that the new managment does not agree with this evaluation & instead of addressing issue with each of us, we are being ignored & forced to take what they will give with no feedback or response from us.

Civil Service

Professional and Technical

15-19 Years

n

FACT: Performance appraisals will continue to be subjet to budget limitations and favortism toward select individuals and will never truly reflect the performance of an employee. COLAS should also be re-implemented.

Civil Service

Operational and Field

25-29 Years

n

I WAS VERY DISPLEASED WITH MY EVALUATION. IT IS JANUARRY AND I STILL HAVE NOT BEEN INFORMED BY MY SUPV REGARDING MY PERFORMANCE.

Code Compliance

Operational and Field

10-14 Years

I

Our department just received our evaluations this morning and was told to sign them collectively and turn them in today. That's about as general as it got.

Code Compliance

Operational and Field

1-4 Years

i

I have not recieved my performance appraisal as of 12/20/07. I understand it was due 11/16/07.

Code Compliance

Administrative

1-4 Years

i

I haven't recieved mind yet. I have been waiting patiently for to review it with someone.

Code Compliance

Operational and Field

1-4 Years

i

CAN NOT ANSWER ANY OF THE QUESTIONS ABOVE....MOST RECENT APPRAISAL WAS GIVEN TO A.D. FOR REVIEW BY MGR & A.D. HAS NOT GIVEN APPRAISALS BACK TO MGRS TO REVIEW WITH ANY OF THE INSPECTORS.

Code Compliance

Professional and Technical

10-14 Years

i

Have not received performance appraisal from supervisor.

Code Compliance

Operational and Field

1-4 Years

i

We keep getting the run around as to when our reviews will be fully processed and get back to us. We basically do not know whats going on with our reviews.

Code Compliance

Administrative

10-14 Years

i

I have no idea what I have received on my evaluation

Code Compliance

Operational and Field

1-4 Years

i

Who should be able to tell me about a merit raise and when it's effective?

Code Compliance

Operational and Field

1-4 Years

i

No appraisal completed.

Code Compliance

Operational and Field

15-19 Years

i

Yes, I have yet to be evaluated or know what I am receiving...

Code Compliance

Operational and Field

15-19 Years

i

I have not review my performance appraisal as of yet and it is time for the merit to go in affect and I have not had a review and signed anything

Code Compliance

Operational and Field

5-9 Years

i

I was given a final assessment as to what my merit increase would be therefore, I have no idea what type of merit increase is going to be. I am guessing I won't know until a change is reflecting on my paycheck.

Code Compliance

Operational and Field

1-4 Years

i

when did we do appraisals? I've had three managers since the last time I talked about an appraisal and that was with the manager three managers ago.

Code Compliance

Professional and Technical

1-4 Years

i

I believe the set up and concept is great, but the turmoil in our department resulted in several "No" answers on your survey.

Code Compliance

Operational and Field

1-4 Years

i

No evaluation conducted

Code Compliance

Professional and Technical

10-14 Years

i

As of 01/07/08 most of Code Compliance has no been told about their 06/07 or 07/08 performance.

Code Compliance

Operational and Field

10-14 Years

i

As of 01/07/08, I along with other staff members in district have not received performance appraisals and have no knowledge of merit.

Code Compliance

Supervisory and Managerial

1-4 Years

i

have not recieved an performance appraisal as of 01/07/08

Code Compliance

Administrative

1-4 Years

i

I have not received an evaluation.

Code Compliance

Operational and Field

20-24 Years

i

I did not meet with my supervisor, nor did I see what merit increase I would be getting, filled out my own paper work and gave copy of accomplishments to my manager and have yet to talk or meet with anyone regarding my merit, other than our assistant director telling us that it is on our directors desk for review.

Code Compliance

Administrative

15-19 Years

i

I have not met with my supervisor concerning my performance, January 7, 2008.

Code Compliance

Operational and Field

1-4 Years

i

I HAVE NOT GOTTEN AN EVAULATION

Code Compliance

Operational and Field

15-19 Years

i

The evaluation was not handled in the normal fashion. I equate that with the fact that the person I reported directly to retired less than a month before the evaluation period and someone other than the person I was suppose to report directly to was responsible for my evaluation. It has been a very confusing time to know that other departments have completed their evaluations and you have yet to sit down with your superiors. It may have been a good idea to require the out going person to complete evaluations before leaving. I would like to think that this will be the only time that this department goes through an evaluation period such as this one.

Code Compliance

Professional and Technical

10-14 Years

i

1/7/08 Have not recieved appraisal at this time.

Code Compliance

Operational and Field

10-14 Years

i

MY PERFORMANCE APPRAISAL WAS NOT DONE ON TIME AND I WAS NOT GIVEN TIME TO REVIEW OR INPUT ON IT

Code Compliance

Operational and Field

15-19 Years

i

The merits are to be in place now and no one in our office knows what they were given. The superivsors do not grade or rate on the same guidelines. Our supervisors don't seem to know what is expected of the inspectors in the next period. And the morale is very low in this office because of the just not knowing.

Code Compliance

Operational and Field

5-9 Years

i

at the time i had an interam manager who did not go over anything with our district.. not what was expected of us, our evaluation nothing.. the current manger who went over how he graded us explained everthing to us

Code Compliance

Operational and Field

1-4 Years

i

No comment - I've seen better.

Code Compliance

Administrative

10-14 Years

n

The process seems to be based upon saving the City money vs being evaluated based upon perfomance. It seems to be a mystery on the amount received. Appraisals not signed until 01-07-08. In Code Compliance:Many inspectors were evaluated by a an interim Manager and they had three Managers within the year. Admin staff were evaluated by someone they never worked for. The grievance process not shared and many dont know what to do. I transfered to another Department right after Oct 1. I was left in the dark about my appraisal until 01-07-08. Then I was just told to sign. These are some of the many reasons why I left Code Compliance. I hope I have better success in my new Department.

Code Compliance

Administrative

10-14 Years

n

I was not told any infomration about my performance evaluation

Code Compliance

Operational and Field

1-4 Years

n

I haven't seen my appraisal yet, the last time I spoke with anyone was three managers ago.

Code Compliance

Operational and Field

10-14 Years

n

since i have not seen or informed of the outcome of my performance, this survey is useless

Code Compliance

Operational and Field

1-4 Years

n

I have not received my yearly evaluation. I cannot answer the questions contained in this survey as I have not received an evaluation at this time. Thank you.

Code Compliance

Operational and Field

1-4 Years

n

Was not given a review!!! They have yet to do anything with the multi-tenant's performance reviews. We have all just been told to wait. Merry Christmas!!!

Code Compliance

Operational and Field

15-19 Years

n

This is a better assessment format. I still would like all of the supervisors to conduct the reviews the same way. At this time you have to deal with your supervisors opinion of how to conduct a review and what the dept wants from them.

Code Compliance

Operational and Field

1-4 Years

n

the scoring was on my supervisors opinion, there wasn't any kind of format for her to follow. I have perfect attendance, never late, always in early, I should have received a '5' since there isn't anyway of improving on attendance, but I got a '4' because my supervisor says no one is perfect.

Code Compliance

Operational and Field

5-9 Years

n

I cannot address the appraisal or the way it was conducted since I have not seen it. Today is 12/21/07. This sends a very clear message to the rank and file that we continue to be low priority and definitely shows a lack of courtesy and respect. "Code is broke. We're gonna fix Code" is a constant chorus from our choir of adm. staff(s) while we, rank-and-file, witness and endure worsening, rude, unprofessional, and subjective leadership.

Code Compliance

Operational and Field

15-19 Years

n

I have not received an appraisal and was not allowed to review what was sent. I learned what my manager sent was changed by assistant Director Mary Morris this is not a fair process.

Code Compliance

Operational and Field

10-14 Years

n

Sorry, none of the above applies since I never received an evaluation, thus my supervisor was unable to rate me, provide feedback or anything else. It is now just 4-days until the new year, so there is no basis for a raise, no basis for future goals, and something about this rings unethical since its in our policy to have completed these evaluations in a timely fashion.

Code Compliance

Administrative

20-24 Years

n

NOT TRYING TO MAKE A COMPLAINT ABOUT THE PERFORMANCE EVALUATION. I'M MAKING THIS COMMENT TO COMPLETE THIS SURVEY. NO PERFORMANCE APPRAISAL WAS CONDUCTED. OUR DEPARTMENT RATED EMPLOYEES WITHOUT DISCUSING HOW WE WAS RATED ARE WHAT THE MERIT INCREASE PERCENTAGE WILL BE. WE WERE TOLD WHAT EVER WAS TURNED IN, IS WHAT WE WILL BE RECEIVING, NO QUESTIONS ASK.

Code Compliance

Supervisory and Managerial

1-4 Years

n

The timely manor in which the performance appraisals were completed and given back to the employees was/is unacceptable. To this date and to my knowledge no one within our dept. has received their performance reveiws. Some are aware of the change actions that were sent out on Monday but their reviews were not discussed with them.

Code Compliance

Operational and Field

1-4 Years

n

Code Compliance

Operational and Field

10-14 Years

n

we did not see our performance appraisal or set down with our to review or sign our evaluation. how long is this type of violation of civil service is going to continue. if you are not going to do anything about this, then do not send us anymore of these meaningless surveys.

Code Compliance

Operational and Field

1-4 Years

n

I feel like the evaluation process and appraisal form does not properly reflect what I do in Code and for the City. My manager *********** is great and does what he can to help but the way we are graded is not realistic. Also why is it that a general 3% is given accross the board yet we have the process and appraisal form to complete.

Code Compliance

Administrative

1-4 Years

n

Our department managers have not been allowed to perform the performance evaluations as of yet. The performance evaluations are being held by our department director and there is no news yet on when he will release them so that we may have our evaluations done. I am fairly new to the city and to a government entity. I believe in the city and the good we can do and strongly believe that we can make Dallas a better city, but poor administration is what is holding us back. A city manager that cares only about lining her pockets and appointing poor leaders to already crumbling departments is not what we need. Our city manager should be more concerned with trying to find the cause of why these departments are in such turmoil and the only way she will know that is by asking the bottom line workers why is it that they are not giving the City their 100%? Our city manager should be concerned about the disappointed and discouraged employee who will more than likely leave the city with a bitter view of city employment

Code Compliance

Operational and Field

1-4 Years

n

we havent had our appraisals yet, and we only go over them once after admin tells us what is expected of us.

Code Compliance

Operational and Field

1-4 Years

n

On 01-07-2008 my supervisor cvalled me back into the office for the evaluation. Evaluation comprised of her handing me the paperwork and asking me to sign on page 2 and the last page. Page 2 signature was already dated for Nov. 2006. At the last evaluation I had asked multiple times and in various ways how I could improve to get a higher rating. The question was never answered. This evaluation encourages someone to do the minimum as come evaluation time everyone is rated the same regardless of what extra duties someone has done.

Code Compliance

Administrative

1-4 Years

n

I received my performance appraisal on January 7, 2008. I felt that this information should had been given to me months before now. I was unpleased with the amount due to the grade that was made on the report. If you are to give the same raise to everyone, what is the purpose of the survey? I feel that this was a waste of time and could have been done in a more professional and timely manner.

Code Compliance

Operational and Field

1-4 Years

n

For the most part my supervisor was fair on some issues,but I feel the evaluation is very biased.Some of the things we were being evaluated on were irrevelant. How can I be evaluated by a manager who has never been an Inspector before ?

Code Compliance

Supervisory and Managerial

5-9 Years

n

The process is broken and you are losing good employees.

Code Compliance

Operational and Field

15-19 Years

n

This was a poor way to give an evaluation.Rush to get the evaluation done,rush to get them signed no decussion just review and sign.

Code Compliance

Operational and Field

15-19 Years

n

our dept attempted to submit our forms with us seeing them or signing them. The evals were completed by persons not involved with our day by day work and there was no explanition for why the numbers from 1 thru 6 were picked. we were told if we did not agree to apeal. this is not the way to run a ship.

Code Compliance

Supervisory and Managerial

15-19 Years

n

The appraisal was done at the last minute and was not completed for the entire year. It was subjective and not objective. Very poor job by management. This needs to be revamped.

Code Compliance

Administrative

20-24 Years

n

Anyone receiving a merit increase in a Superior or Distinguist rating will not be given a raise by January 17th of 2008. We were told that there reevaluating all Superior and Distinguist performances because of some reason. I think this is unfair. It makes you wonder if employees should perform or just not care. Were being penalized because of high performance?

Code Compliance

Operational and Field

1-4 Years

n

I was shocked that the first words from my manager were "do you want to go over this or just turn to the back page and see your raise?" Being that the review was conducted at the last minute I felt that we were rushed. The system is all too subjective instead of objective.

Code Compliance

Operational and Field

5-9 Years

p

I believe we have had a meeting and discussed the new evaluation form that will be used for 2008 to 2009 and will help.

Communication & Info.

Professional and Technical

5-9 Years

i

I have already spoken with my supervisor regarding the discrepancies.

Communication & Info.

Administrative

1-4 Years

i

I was not given a copy of my appraisal and even after I requested a copy from my supervisor I'm still waiting for it......

Communication & Info.

Professional and Technical

5-9 Years

n

Any survey that does not distinguish between levels of management in the quesions is a poor questionaire. Above my excellent supervisor are levels of secretive managers that make avoidable mistakes. The Performance appraisal survey does not get at that problem. The city is losing a good person because the hard questions he asked are not answered until it is too late. The effort to make me feel I can improve has taken hold and make the performance procedures good procedures.

Communication & Info.

Professional and Technical

5-9 Years

n

Communication & Info.

Professional and Technical

5-9 Years

n

It was unfair for everybody to receieve the same score regardless of their performance, while some people who are "connected" got extremely high scores despite their poor performace.

Communication & Info.

Professional and Technical

1-4 Years

n

The appraisal form was very generic. My supervisor gave me very generic scores accross the board without even considering my performance. After discussing each point with him he changed the scores but acted like this was the first time that he had read through them. I believe that performance appraisals should be based on performance and that I should not have to contest every score in order to receive a score higher than the generic 3.

Communication & Info.

Operational and Field

20-24 Years

n

The performance appraisal means nothing in here. The evaluation was a just a procedure that they had to go through.

Communication & Info.

Operational and Field

20-24 Years

n

Yes It really don't matter how hard or good you work you still will get the same merit as all your other coworker in you group. Plus it would've been good if all employees of the City Of Dallas would have received a merit increase like Mrs. Suhm or at least a cost of living raise. But no more then a 3% rise is a slap in the face and it is also saying you guys only care about the City Manager and the Police and Fire employees. Why employee any other employees when the City Manager and the Police & fire employees can run city hall by their self. All performance is a joke it don't stand for anything!

Communication & Info.

Professional and Technical

25-29 Years

n

I was not told what percentage raise I will get, it is not on the performance review I was told to sign either.

Communication & Info.

Professional and Technical

25-29 Years

n

Reality...the performance appraisal is based on the overall department percentage budgeted and NOT how well an employee performed. I would hope the City consider doing a cost of living raise for FY08-09.

Communication & Info.

Professional and Technical

25-29 Years

n

The performance appraisal system seems flawed. I did fine. However, because there is only so much for raises and because there must be a bell curve, grading someone as above average means that you must grade someone below average. There are plenty of employees around her that deserve below average. However the end result seems to be that almost everyone is down the middle. That isn't life and doesn't make sense. Everyone does not do the job the same. I have never been in a group that didn't have high achievers.

Communication & Info.

Professional and Technical

25-29 Years

n

I still do not know what percentage I am getting, The only way I will know is when I see it on a pay stub and calculate what the percentage is. I know I can get a larger raise by retiring than what the city gives me now! I will be leaving in 2008.

Communication & Info.

Professional and Technical

1-4 Years

n

In the two years time i have been with the city i was promised three merit increases. To date i have yet recieved the said increases. leading me to believe the city is full of empty promises.

Communication & Info.

Operational and Field

20-24 Years

n

My supervisor ************ (CIS) is not going to do anything of these things.What he does do is sleep all night and will burned you and get you in trouble the first chance he gets.

Communication & Info.

Professional and Technical

25-29 Years

n

Go the extra mile and your only reward is blisters. Who around here can afford new shoes?

Communication & Info.

Professional and Technical

25-29 Years

n

I do not know what my merit increase will be, I guess it will be a suprise. What a way to run an operation!

Communication & Info.

Operational and Field

25-29 Years

n

The appraisal process simply make good employes rated as average, raises are averaged across the department for an average raise of 2%- so raises are NOT individually determined, but averaged. Basicly not allowed to have a rating of more than a 3 (out of 5). I tried one year, with documentation. It was rejected, and I was told to resubmit it using all 3s as ratings. I guess it is just all a big paperwork game...

Communication & Info.

Operational and Field

20-24 Years

n

This appraisal doesnt mean a thing to me. It who kisses who butt.

Communication & Info.

Professional and Technical

10-14 Years

n

I think some of the managers may need to be trained in some area's and be honest when evaluating employee's. I didn't make an issue concerning my performance because I already know from my manager's own lips that I cause him stress. I know that I know my job & co-workers I work with know I know my job. So I come here and perform my job and try not to worry about the negative feed back. I think "honesty" & experience needs to be a BIG quality in selecting Managers. I don't understand how someone can manage when they have not been trained or is not experienced in a general area.

Communication & Info.

Professional and Technical

5-9 Years

n

My opinion on the performance is it is a waste of paper. Too confusing and time consuming.

Communication & Info.

Professional and Technical

15-19 Years

n

This is a total farce, it's meaningless. The rank and file are tied to an averge of 3% and the City Manager gets 10%?!? That's crap.

Conv. & Event Svcs.

Operational and Field

5-9 Years

i

I did not have same supervisor at the end of year. new supervisor did not know work and could not do an objective review. the old supervisor did not do a review before leaving.

Conv. & Event Svcs.

Professional and Technical

20-24 Years

n

Too last minute and rushed not given advance notice

Conv. & Event Svcs.

Operational and Field

15-19 Years

n

THE APPRAISAL IS UNFAIR AND MAKES IT HARD FOR EMPLOYEES TO RECEIVE BETTER APPRAISALS. SUCH AS, NOT ALLOWING ROOM FOR ADVANCEMENT. PRECENTAGES ARE PRESET BEFORE THE EVALUATION PROCESS IS PUT IN PLACE. EMPLOYEES SHOULD BE GIVEN A SET PRECENTAGE AND GIVEN A CHANCE TO INCREASE THAT BY HE/SHE PERFOMANCE THROUGHOUT THE YEAR. FOR AN EXAMPLE. 2 TO 3 PRECENT IS NORMALLY GIVEN EVERY YEAR GIVE EACH EMPLOYEE A CHANCE TO IMPROVE THE THAT BY 1 OR 2 PRECENT FOR THE YEAR.(MOTIVATION) IF YOU RECEIVED THE NORM YEARLY YOU WILL ONLY PERFORM ENOUGH TO RECEIVE ONLY THAT (REPORGRAM THE PRE-PROGRAM).

Conv. & Event Svcs.

Professional and Technical

1-4 Years

n

The process was not really followed through accurately. Don't know if it was delayed, but the performance plans are always rushed to get done by the City Manager's time line. No real thought/feed back is ever provide on how I can excel within the Dept/City.

Conv. & Event Svcs.

Operational and Field

5-9 Years

n

I had a new supervisor,and I was not happy with the way the evaluation was conducted.

Conv. & Event Svcs.

Operational and Field

15-19 Years

n

There needs to be some person/step in place to ensure the supervisors have followed the preformance measure process. The cutrent system does not provide a check and balance system to ensure that each employee has a part in the perfomance process and is given at least the two required performance measure reviews each year. year.

Conv. & Event Svcs.

Supervisory and Managerial

30-34 Years

n

It all appears to be a numbers games that has very little to do with actual job perfomance. Anything rating over Fully Successful was strongly discouraged.

Court & Det. Svcs.

Administrative

30-34 Years

I

This department is base on favortism. I think that it needs to be stop

Court & Det. Svcs.

Supervisory and Managerial

25-29 Years

n

everyone no matter what type of job they did was equal - strong workers did not get rewarded

Court & Det. Svcs.

Administrative

40+ Years

n

Court & Det. Svcs.

Administrative

5-9 Years

n

Not that I am being picky but my supervisor/manager did not do a good job at any of the above possibilities to make me a better employee and an assett to the department. I think they need more classes to make them more customer friendly to internal customers and only to external customers.

Court & Det. Svcs.

Professional and Technical

1-4 Years

n

I feel that it should not be called performance appraisal since your merit is not based on job performance but rateher on quota. Except for personal satisfaction, why should one do excellent work when it is not going to be recognized and rewarded monetarily?

Court & Det. Svcs.

Administrative

20-24 Years

n

THE EVALUATION WILL NEVER BE CONDUCTED ON A FAIR BASES IN THIS DEPARTMENT BECAUSE IT'S NOT BASED ON YOUR ACCOMPLISHMENTS BUT ON WHO THE DEPARTMENT CHOOSES TO GIVE SUPERIOR TO.REGARDLESS TO WHATEVER GOALS YOU ACHIEVE DURING THE EVALUATION PERIOD THE BOTTOM LINE IS NO ONE CAN EVER TELL YOU HOW TO ACHIEVE SUPERIOR THAT'S A MYSTERY TO ME.

Court & Det. Svcs.

Supervisory and Managerial

25-29 Years

n

appraisal does reflect my activity - how can you double your performance from the previous year and still only become fully successful

Court & Det. Svcs.

Supervisory and Managerial

20-24 Years

n

why is it so impossiable to acheive superior

Court & Det. Svcs.

Professional and Technical

1-4 Years

n

My supervise had no clue in how to conduct an performance evaluation...We didn't have any discussion prior to the review he just ask me write down in word document about my accomplishment without the performance plan format.

Court & Det. Svcs.

Supervisory and Managerial

20-24 Years

n

Court Services has a standard of rating employees "Fully Successful" even if they should have received a higher or a lower rating. The City says that we are on a Pay for Performance plan but does exemplify that it the overall apprasal ratings and/or merit increases. Lastly, I have been told that the ratings in each area on the appraisals, do not indicate or correspond to the overall ratings. This makes no logical sense and should be reviewed and/or changed. If, throughout the entire appraisal a scale of 1 - 5 is used, why wouldn't the final rating, also with five possible ratings, correspond to the same? There are five definitions at the beginning of the appraisal, a scale of 1 - 5 used throught the appraisal, and five possible ratings. Logically, the ratings throughout should be used to determine the overall rating, accordingly.

Court & Det. Svcs.

Supervisory and Managerial

25-29 Years

n

Why do these surveys when the majority of the city employees will only get the pre-determined merit increase amount regardless of how well they do their job?

Court & Det. Svcs.

Supervisory and Managerial

25-29 Years

n

how can you double your activity from the year before and only be rated fullly sucessful

Court & Det. Svcs.

Supervisory and Managerial

20-24 Years

n

I was not evaluated on any Job that I did for over a year. I was evaulated on my Job as a Clerk. No Job that I currently performed was I evaluated on.

Cultural Affairs

Supervisory and Managerial

25-29 Years

i

The process was ok with my direct supervisor/manager. The fact that the appeal process stopped with the "reviewer"elimnates the concept of an "appeal" process.

Cultural Affairs

Supervisory and Managerial

25-29 Years

I

Working with my direct supervisor was an OK process for the FY07 review. The Big Rocks required by the director were redundant.

Cultural Affairs

Supervisory and Managerial

10-14 Years

n

As a long-time supervisor, I can say without reservation that the performance appraisal process is broken. Managers are discouraged by the department director from giving any rating other than "Fully Successful." Raises should never be linked to ratings if it means that the rating an employee earns is influenced by the raise amount. The process has become demoralizing, demeaning, irrational and unethical.

Cultural Affairs

Supervisory and Managerial

15-19 Years

n

I also do not believe that departments should be made to fit the bell curve. If everyone in the department is successful, they should be rated as such. To insist on a bell

Cultural Affairs

Supervisory and Managerial

15-19 Years

n

Better train Managers as to the complete process of the system!

Cultural Affairs

Professional and Technical

5-9 Years

n

The problem is with the system and the Directors, not my supervisor. We are being graded by way of a budget, not our performance. Our supervisors' hands are tied by a bad system. They are forced to falsify our records. As a whole, City employees have been working under heroic conditions and have not been paid for it and now not recognized for it. The idea that for me to be recognized for my Superior or Distinguished service, it is REQUIRED that someone else must lose, is both unethical and immoral. To succeed, someone must be brought low. That's blood money. This system promotes divisiveness and sycophants. To put in lines under 'superior' like "There is no area in which your work needs to be improved" provides huge loopholes for management to downgrade an overworked staff. Who among us is so perfect that they don't have something they can improve upon? (Question List forwarded to H.R.)

Cultural Affairs

Professional and Technical

10-14 Years

n

This evaluation process is very cumbersome. To start the planning so far into the fiscal year seems to defeat the purpose of planning. Then to not have any real on-going discussion about your performance other than when problems arise is also not very useful.

Cultural Affairs

Supervisory and Managerial

1-4 Years

n

I did not have a feed back on the first six months evaluation. I was given a 3. there were no comments at all in the form I received back from supervisor. There was an oral comment that "Every one was etting a 3"Then My supervisor requested I report from then on tho the Assistant Director. I am a Manager III level

Cultural Affairs

Supervisory and Managerial

10-14 Years

n

My supervisor was not prepared for my evaluation. She admitted she was requested to hurridly assess my performance and turn it into her supervisor with urgency due to the fact that my supervisor had been out sick and was late in submitting her evaluation to her manager. I felt she did not afford an adequate amount of time to fairly review my accomplishments, etc. It was certainly not my fault that she was ill, but I do feel she could have found an adequate amount of time considering the importance of this matter. So I felt that I was not worth her time which promotes apathy. During the course of my review with her, she admitted she did not know how to score me on some goals as she could "not remember what I did". I informed her that everything was detailed on my "Big Rocks" summary and she noted that she did not read that. Based on that comment and the fact that my review had already been scored, submitted to management, and my final assessment was made, it was overwhelming unfortunate that "after the

Cultural Affairs

Professional and Technical

1-4 Years

n

The entire merit system was so rigged to keep anyone from getting a significant that the entire process was laughahle. I was required to put together a documentation package that was longer than my graduate school application, and for what? $15 a week. It was also clear that for me to get that raise, some of my colleagues had to take less, regardless of what they actually might have earned. When news that the city manager got a $25,000 raise for doing what??...keeping PAYROLL down, I was thrilled beyond belief that what was saved in my paltry raise could go to so deserving and underpaid an employee.

Cultural Affairs

Professional and Technical

5-9 Years

n

The system is the problem, not my supervisor. His/her hands are tied from giving me and my fellow employees the proper grade of superior or distinguished. We are woefully understaffed and are doing more than just our original jobs (thanks to all of the RIF's). You want outstanding service, but you do not wish to pay for it. This 'push poll' is geared to legitimize this system and blame front line staff. Your ‘concern’ for our input is quite false since you refused to fix this system last year. If and when you fix the system, what benefit cut or rate hike are you going to hit us with so that you can steal our miniscule pay hike?

Cultural Affairs

Professional and Technical

1-4 Years

n

I am disappointed in the entire process, which appears to me to be less about actual performance appraisal and more about completing forms, utilizing out-of-date and/or fashionable business jargon, and forcing job performance evaluation to fit into arbitrarily applied pigeonholes. I will hardly mention the pitiful so-called "merit" increases that don't even begin to meeting cost-of-living increases. On the whole, a disappointing and depressing exercise.

Cultural Affairs

Supervisory and Managerial

20-24 Years

n

My performance appraisal was a one way conversation. From my supervisor to me. I was told what the rating would be prior to the evaluation. There was not one encouraging word during the appraisal about my work. My work was the highest achieved in the department; financiallly, customer service, and goal achievement. The supervisor used the appraisal period as a time to dismiss the staff and to threaten management.

Cultural Affairs

Supervisory and Managerial

20-24 Years

n

In being fair to all, there is a need for improvement to the current performance evaluation process. There should not be retaliatory acts toward an employee just because they voice their concerns, defend the city processes or disagree with how their superiors handle or discuss certain situations that the employee feel are wrong and unfair. They'll take offense and use the performance evaluation as a retalitory tactic. Majority of employees are loyal, work very hard and will defend any derogatory remarks against city staff and processes. In return, employees find this will cause retaliation from some managers. In an orderly and professional manner, employees should feel free to voice thier opinions without retalitory tactics, especially when they are voiced in a professional and orderly manner. Everyone working for the City are adults and should be treated as adults.

Cultural Affairs

Professional and Technical

5-9 Years

n

The problem is not with the Superviser.But being told that we can not get higher than a 3 out of 5 rating with out taking money out of my co workers pocket.and being told by my Super that he would have liked to a rate us higher. But was told to rate every one fully successful. I just finish a customer service class given by the city. I try my best to give the people of dallas and there visitors the best service I can. Is the city giving there best customer service to there employees? Lets practice what we preach.

Cultural Affairs

Professional and Technical

15-19 Years

n

This performance evaluation model looks great on paper until you incorporate the bell curve which shifts the focus back to the organizational budget rather than having anything to do with a fair assessment of an employee's job performance. I have witnessed how this system tears down positive attitudes and morale within great work teams which have taken years to build. Ultimately this system breeds mediocrity as employees have no real incentive for improvement, due to the fact that they know the City's upper management is only interested in the bottom line (and their own individual bottom lines) rather than valuing employees who provide dedicated service. If the budget is fixed, perhaps it would be more honest and less insulting if all employees across the board receive a 3% or 5% increase (or whatever is available in the budget) EXCEPT for those employees who truly do need to improve their caliber of service. For managers who have multi-talented high performance staffs, this business of forcing supervisors to

Customer Service

Administrative

20-24 Years

n

The process needs a complete overhaul. I think a lot of the problems are driven by the perceptions (right or wrong) about the influence of the "bell curve." There is also not enough time given to establishing real performance goals. Goals are extremely subjective when they do not have to be. Finally, the batch approach to rating employees is a real constraint on the process.

Customer Service

Supervisory and Managerial

1-4 Years

p

excellent!!!

Dallas Fire-Rescue

Operational and Field

1-4 Years

i

I received an overall rating of Superior, which is normally 6% and for some reason it was changed to 5%. I'm not sure of the reasoning and did not w ant to appeal or fight over 1%..but why?

Dallas Fire-Rescue

Operational and Field

10-14 Years

n

Someone changed some points on my appraisal. It have been addressed by the Chief .

Dallas Fire-Rescue

Administrative

10-14 Years

n

What's the purpose of supervisor(s)evaluating their employee's performance as superior or above if higher management is just going to knock it down to Fully Successful? What a great boost to employee morale. I find this process a waste of City time and a major discouragement for employee's to want to excel in their jobs.

Dallas Fire-Rescue

Operational and Field

20-24 Years

n

FY07/08 will be a joke. The responsiblities do not reflect on what the individuals will have to do.

Dallas Fire-Rescue

Administrative

25-29 Years

n

I was told I could not get the highest appraisal because the merit had to match the appraisal and we could not get anymore than the percentage we received according to the head of the Dept.

Dallas Fire-Rescue

Administrative

20-24 Years

n

The 2007-2008 Performance Appraisal was not well thought out. Does not show my specific goals and objectives.

Dallas Fire-Rescue

Administrative

5-9 Years

n

I feel that my merit was not base on my performance my job was a new position. I had no training what so ever I schedule appointments for 18 inspectors talk to 30-40 contractors everyday providing good customer service. I deal with inspectors that did not cooperated with me in my new position they hated the ideal of having a scheduler. My position has been drugged through the mud I have to sit and listen to people talk about how they don't like the position. But I am still hanging in doing my good customer service to the contractor who loves having a scheduler to set appointments. I was a part of ZOOM but yet and still i got a 3% what more can I do to be superior. I feel I have done above and beyond my duties. I LOVE MY JOB. I feel like I am not appreciated.

Dallas Fire-Rescue

Supervisory and Managerial

5-9 Years

n

the perormance appraisal given to me changed twice before the year was over and than things were added on at the scoring stage that did nothing to help me. I felt there was nothing I could have done to achieved the superior rating I hoped to get

Dallas Fire-Rescue

Operational and Field

1-4 Years

n

needs to be restructured & supervisors need to have better understanding to explain

Dallas Fire-Rescue

Operational and Field

1-4 Years

n

I dont agree with the fact that my immediate supervisor gave me a rating and someone above supervisor changed my rating

Dallas Fire-Rescue

Operational and Field

1-4 Years

n

with the evaluation form we use, they only count the first half of the evalutaions toward the merit increase. the second part is still filled out eventhough most of the the categories make no sense in relation to the position 911 operator. if they need to "sway" your overall results (usually negatively) they rate these categories low and then use it to affect you merit increase in order to play with the numbers and make the budget work. this is common knowlegde in the 911 dept and the supervisors speak indirectly about it. thought it does not affect me personally i do not appreciate how they plan games to make the numbers/budget work insteads of truely and fairly evaluating each employee.

Dallas Fire-Rescue

Professional and Technical

1-4 Years

n

I feel,once a supervisor has graded his employee based on his/her job performance and accomplishments, another individual should not be able to lower it based on a city budget. Ones performance should be based on a job performed

Dallas Fire-Rescue

Supervisory and Managerial

1-4 Years

n

Overall the process was a farce. All year long I performed above defined parameters or "superior" according to performance review standards. I ended the year with a "superior" rating, but was denied that rating and I still don't know how this was justified. Upon appealing the rating I was told that it was my job and that there would be no distinction despite the clearly defined and achieved "superior" parameters on the performance appraisal. If the city doesn't want to recognize individual merit it should change the increase from merit or performance based to a cost of living increase. It's extremely unfair to define performance measures and then not honor the level of those measures achieved by any individual. In addition it places the city in a position of unfavorable liability due to not honoring it's own established performance measurements as merited by it's employees. This of course causes a domino effect upon individual morale and productivity as they are not taken into account, or as they are taken in

Dallas Fire-Rescue

Supervisory and Managerial

15-19 Years

n

Now starting off this years performance we all in the 911-311-WCS Call Center just received our reviews mid December and come January our Mgr its Making changes to something we haven't even started. This is where I feel the department is setting us up for failier.

Dallas Fire-Rescue

Supervisory and Managerial

20-24 Years

n

the perf appraisal for 07/08 is a laugh- it is pre filled and has nothing todo with what i do

Dallas Fire-Rescue

Administrative

25-29 Years

p

I appreciate the new format for the appraisal. It is definitely a "plus".

Dallas Police

Professional and Technical

20-24 Years

i

THIS EVALUATION WAS A TRUE REFLECTION OF MY ABILLITY. IT IS NOT FAIR WHEN YOUR OVERALL EVALUATION IS AFFECTED BY ONE AREA. ALSO NOT AN EQUITABLE APPEALS PROCESS.

Dallas Police

Supervisory and Managerial

25-29 Years

i

Appraisal was Appealed & was Successful. Appraisal Form is fine when used correctly. New Managers & Executives need more in-depth training on Successful Coaching / Development of Staff / Teams and their Actions as Leaders Set the Tone - and can create a Positive, Energetic, Cohesive Team - OR - can create a detrimental, negative and hostile work environment.

Dallas Police

Professional and Technical

20-24 Years

i

How can I obtain an evaluation as Mary Shum did with the same raise!

Dallas Police

Supervisory and Managerial

25-29 Years

i

Some graded dimentions are outside the scope and control of the employee.

Dallas Police

Operational and Field

25-29 Years

i

My performance appraisal was not done for 2007.

Dallas Police

Operational and Field

15-19 Years

n

My evaluation was left in my box for my signature. No discussion, No opportunity for feedback, no counseling during the entire period. I was given no credit for the many functions I perform that are asked of me regularly and appear no where on my evaluation. I can't imagine the process being any more screwed up.

Dallas Police

Supervisory and Managerial

20-24 Years

n

I think this appraisal system is a waste of time and paper.

Dallas Police

Operational and Field

10-14 Years

n

My supervisor just call me into the office and said I did better. No copy just sign.

Dallas Police

Operational and Field

5-9 Years

n

only problem is that it isn't a merit increase cause the city limits it so that it must equal out so that department wide it is only 3%.

Dallas Police

Administrative

10-14 Years

n

I feel that as an employee I should have a part in evaluating management. I feel that the way that the management leads reflects on my performance evaluation. How they manage their team should be a basis for their evaluation. I feel that management does not see the things that are done everyday because they feel that they are beneath working along side of their employees. I hope that the future management performance evaluation allows input into how the employee is being lead by their supervisor.

Dallas Police

Supervisory and Managerial

25-29 Years

n

I believe the annual performance appraisal process is a waste of time and should be trashed. Supervisors tell subordinates throughout the year if they are or are not performing up to standard. Most of these appraisals are used to just pat someone on the back. They then come back to haunt us when the employee files a grievance for one reason or another.

Dallas Police

Administrative

20-24 Years

n

My supervisor advised me that the across the board raise that I was getting this year was 3% because that was all the City Council approved. My evaluation in no way reflected my work over the last year. For the performance planning for the next rating period, simply told me to "be perfect."

Dallas Police

Operational and Field

5-9 Years

n

I didn't consider this a performance appraisal, everything is always done at the last minute, it's always a rush situation in order to get it to HR before the deadline. This could truly be done in a more timely manner by the supervisor.

Dallas Police

Professional and Technical

10-14 Years

n

The fact that the City tells the evaluators that the average merit sould be a certain percent ensure that you will never get folks to excell at thier job. You evaluate everyone to be just average therefore you get just average effort. The system does not work.

Dallas Police

Professional and Technical

1-4 Years

n

Dallas Police

Supervisory and Managerial

10-14 Years

n

I think the City of Dallas should ensure consistency on all performance plans. Currently the City of Dallas makes too many changes and it is sometimes unclear what may or may not be expected of myself and the employees that I supervise.

Dallas Police

Administrative

25-29 Years

n

he said he had to give us a certain grade because we could'nt get over 3%

Dallas Police

Professional and Technical

20-24 Years

n

section two on the performance evaulation does not exactly tie into the goals for determining the total weighted value regarding the evaulation grade. For example you can make a 0 in part two but still get a good grade on the overall due to the weighted value being so little of the average in section two. The goals have alot of value, but section two is of very little unless tied to a specific value.

Dallas Police

Professional and Technical

25-29 Years

n

I feel the different levels of merit increase are a lie. My employees that were outstanding could not be rewarded because the other employees met objectives. The system does not reward those who go above and beyond their job, it only rewards those who did what they were suppose to!

Dallas Police

Professional and Technical

25-29 Years

n

Yes. I think the appraisal performance system is very discouraging for a lot of employees. Supervisors generally know and evaluate employees, not based on their performance, but rather how much the department can afford. Also, good employees have to suffer unfair ratings because of this. If the city wants to institute a fair and impartial system, they need to start over. THIS IS NOT A TRUE MERIT BASED PERFORMANCE SYSTEM - IT IS BASED ON WHO YOU ARE AND WHO YOU KNOW.

Dallas Police

Administrative

10-14 Years

n

There are many different position within the City of Dallas and the position of supervisors and managers are not tested to make sure that they can lead or even manage people. The real testing should be done at all levels and not just go by the education or the persons resume.

Dallas Police

Operational and Field

20-24 Years

n

Quotas given in certain areas of responsibility seemed to be artificially created. Guidance was refused when queries were made as to how these quotas were to be made.

Dallas Police

Professional and Technical

5-9 Years

n

the system allows for to much cheating, I busted my but and got a meet standards, others did hardly nothing and got an exceeded. the daily evaluations which add up to yearly evaluations , allow for a lot of cheating, no follow up by supervisors. this infates the scoring and makes the syetem useless. needs to be fixed.

Dallas Police

Operational and Field

15-19 Years

n

The final performance appraisal rating should not be changed simply because the budget allows a certain percent.That is not fair.Everyone should be eligible to receive the same rating regardless of the amount of employees in a department.

Dallas Police

Administrative

1-4 Years

n

It's not working! Supervisors are failing to do the bare minimum to ensure compliance with this program. I never have had or beleive I will ever have what should amount to a coaching session with a Dallas Police Supervisor. Not because I do not wnat to or believe it would be beneficial, but because police supervisors have no clue how to give effective feedback, and coach subordinates.

Dallas Police

Supervisory and Managerial

10-14 Years

n

If this performance management really maters, how come the slugs that don't do anything, including fellow supervisors, never get severely disciplined or terminated.

Dallas Police

Operational and Field

10-14 Years

n

I had to ask supervisor who of the 4 supervisors would be doing my report, since my direct supervisor would not be doing it for some reason. I don't believe the form is fair, because you can come in and work as hard as you can and still not make a 6% because the supervisors are worried that someone will get a 0% increase. The performance approval is not based on your performance but the overall performance of the room is also considered which is not right. some employees come in everyday with good attitude and strive to do better and better while others get better grades just because they are preferred by the supervisor. Someone needs to implement another form which would recognize the people that really put all they have into their work each and everyday and do not complain but try to work with others and make the workplace a better place to work and share ideas for better understanding and quick ways to complete the job successfully.

Dallas Police

Professional and Technical

1-4 Years

n

I feel that it is based to much on supervisor experience. Some of what the supervisor feel in accurate is the opposet and they are unable or unwilling to see the other side. The process could be better.

Dallas Police

Professional and Technical

5-9 Years

n

I think the performance appraisals are not taken seriously by those who determine the merit increase. It appears that no matter how hard you work, you will not get higher than a certain merit increase. It does not appear to encourage others to do more than expected.

Dallas Police

Supervisory and Managerial

20-24 Years

n

The entire performance appraisal system that we use now (and for several years now) is a genuinely useless cookie cutter approach and with few exceptions is meaningless. Why do you ask "sworn" employees about merit increases they can't get?

Dallas Police

Supervisory and Managerial

20-24 Years

n

I feel the performance appraisal is unfair in the aspect of the final ratings. Although Superior and above are options and most employees strive for that rating it is not guaranteed, even if your immediate supervisor approves. I think all employees should recieve merit based on performance and not the "budget".

Dallas Police

Professional and Technical

1-4 Years

n

My supervisor over the last 2 years has not taken the time to learn the job I am performing so understanding it for a performance review is not going to go well and comming up with performance objectives that are realistic, measurable, and relate to the job task does not happen.

Dallas Police

Operational and Field

20-24 Years

n

Although, I met the quotas that were generated by management, management was not satisfied with how the quotas were met. Management did not provide guidance.

Dallas Police

Administrative

20-24 Years

n

The year prior **********************************

Dallas Police

Operational and Field

20-24 Years

n

we never get any discussion with a supervisor over performance evaluation or planning

Dallas Police

Administrative

20-24 Years

n

I was in the middle of transferring back to my old position. Therefore, my current sgt had no information as to my old position and really could not evaluate me or give me guidance for my future. I was at the time in limbo.

Dallas Police

Professional and Technical

20-24 Years

n

The police department was given a cap to what may be granted as a merit increase. Didn't seem to effect Mary Shum

Dallas Police

Operational and Field

15-19 Years

n

Could this appraisal form be confusing to our supervisors?? The Competency section.

Dallas Police

Operational and Field

5-9 Years

n

This has got to be the worst system adopted to grade an individual on job performance. Why do we do evaluations when a set amount is already determine that each person can get?

Dallas Police

Operational and Field

5-9 Years

n

the performance apraisal is a joke, all you have to do to get a good grade is ride one call to another and piggyback the hard work of other officers. furthermore the people who work hard and actively attempt to curb crime in their area are penalized by decreasing their activity which is what they are graded on even though the actions they take are reducing crime more than someone who is answering loud music calls with no complainant. this who process and acountablility program is disgusting.

Dallas Police

Supervisory and Managerial

20-24 Years

n

The plan was way too long and not tailored for police duties. I have no clue as to the merit increases of individual employees.

Dallas Police

Administrative

25-29 Years

p

None... keep up the good job!

Dallas Police

Administrative

1-4 Years

p

MY SGT/SUPERVISOR WAS INJURED IN PART TIME RELATED INCIDENT, BUT BEFORE THAT TIME, HAD MET WITH ME SEVERAL TIMES CONCERNING MY EVALUATION. HE ALSO MET WITH EACH EMPLOYEE TO DISCUSS STATUS OF OUR JOB PERFORMANCE.

Dallas Police

Administrative

1-4 Years

p

My supervisor met with me during the fiscal year. During the month of October 2007, my supervisor/Sgt was injured on a part-time job and did not give me my final review, but met with the Sgt in charge and released the information so that it could be given to me.

Development Svcs.

Professional and Technical

15-19 Years

i

question 12 My supervisor provided me with a copy of the performance only.

Development Svcs.

Administrative

20-24 Years

i

The evaluation was conducted with DEV, I have since promoted to PBW for the evaluation period 07/08.

Development Svcs.

Operational and Field

5-9 Years

n

Apparently scoring distinguished is not possible. Some of us are very distinguished in certain areas. Like going above and beyond for all customers from an inspectors advantage point.

Development Svcs.

Professional and Technical

25-29 Years

n

There were no discussion on the performace plan at the beginning nor at the end.

Development Svcs.

Professional and Technical

5-9 Years

n

I do not understand why we have performance reviews if the scores have been pre determined. Having all employees be rated as fully sucessful is not a review. How can anyone expect to advance in thier carrer if they can never be superior in a review? The entire process is a joke. Why must one employee recieve a bad review before another can recieve a superior review? I work in a group of three. Do you truly believe it is imposible that we can all three do a great job? So.... Once again we will all be average, just like always.

Development Svcs.

Professional and Technical

20-24 Years

n

And please consider giving employees a cost of living raise. Remember that the vast majority of the people at City Hall are not entitled to our supervisers giving us a one-time end-of-year bonus, and that we ARE a public entity and are NOT a private company (where one can acheive more money through stock options, etc.)

Development Svcs.

Professional and Technical

5-9 Years

n

I did not receive a work plan prior to the appraisal. Also, everyone in the work area was called into the office 15 minutes before the appraisals were due and we were told to sign them. The entire appraisal process took less than 3 minutes.

Development Svcs.

Professional and Technical

10-14 Years

n

Every year you send out this survey...and every year I made the same comments...and nothing ever changes.

Development Svcs.

Operational and Field

10-14 Years

n

this form of appraisal is good for a private company, not a city government.

Development Svcs.

Professional and Technical

1-4 Years

n

it was done in a rush, at 4:30PM on Friday, with mostly negative comments. It was handwritten and did not adequately reflect my performance nor the support received by management during the appraisal period. This feedback is likely not going to change anything or make a difference in the work environment.

Development Svcs.

Professional and Technical

5-9 Years

n

This evaluation process is totally unfair because the "BELL CURVE" outcome imposed by the City Manager prevents any merit outcome and instead almost everyone gets the same evaluation & increase. What makes this process even worse is that the City Manager proclaims how well the process is working & recieves undeserved compensation because Council members only here one side of the story.

Development Svcs.

Administrative

5-9 Years

n

my original form was changed. I didn't have an evaluaton meeting.

Development Svcs.

Supervisory and Managerial

5-9 Years

n

I felt that management was unfair and unethical to pit one employee against the other when they are not competing for the job. One employee was forced to be reduced if one excelled. I regard this type of foolishness as below the standards expected of us all. City staff are not children. The appraisal should be on an individual merit basis, not based on an average of the whole group.

Development Svcs.

Operational and Field

15-19 Years

n

After my superviser & I went over my eval. it was completely changed by the dept. manager, by that I mean lowered, ever mark. Then when I asked why, no reason was ever given. When I gave reasons why I felt that I had gone above & beyond I was told "ALL YOU DID WAS YOUR JOB" which is cmpletely wrong! In fact known of the remarks that I wrote on my first eval. ever made it to the second eval. I also ask why I received lower marks this year from last year and again the question was avoided and never answered. I also asked if I was doing such a bad job that warrented the marks to be lowered, why was I never counseled in any why. All I ever heard was what a great job I was doing. I guess my main question is why is my dept. manager ,who hardly even knows me, doing my eval. instead of my superviser who I work with everday?

Development Svcs.

Professional and Technical

1-4 Years

n

He was very intimidating. We spent less than 2 minutes on my evaluation before he asked me to sign it. It did not reflect my accomplishments in the last year, nor was my feedback welcomed. It was a very disappointing process.

Development Svcs.

Professional and Technical

25-29 Years

n

IT'S TO EASY TO REWARD ONLY THE PEOPLE THATS BEEN IN THE JOB , AND EASY TO JUSTIFY GIVING THE NEW EMPLOYEE THAT PERFORM THE BULK OF THE WORK LESS IN MERIT.

Development Svcs.

Administrative

10-14 Years

n

YES, I WAS NOT EVALUATED ON MY JOB PERFORMANCES LIKE IF FELT LIKE I SHOULD HAVE BEEN. MY EVALUATION WAS NOT BASED ON MY DUTIES THAT I DO!

Development Svcs.

Supervisory and Managerial

20-24 Years

n

The appraisal is mostly irrelevant in our office. We prefer to operate by thoughtful cooperation and mutual respect rather than by wary evaluation. Serving the customer is #1 for us, which we enjoy doing. There is little that an appraisal can add to that experience. The customer provides the immediate feedback that we value the most. Going home each day knowing that we helped someone makes it all worthwhile. Thanks for asking.

Development Svcs.

Professional and Technical

15-19 Years

n

Over all, it is not distinctive in discribing the job levels

Development Svcs.

Operational and Field

1-4 Years

n

My first appraisal was distinguished, but was reject my management saying it was to high. It had to be lowered because no one was getting over a 3% raise. I work very hard to get my first appraisal for it to be rejected. I do not understand why we even have performance appraisal when our raises are predetremined.I felt the change in the review was very uncalled for.

Development Svcs.

Professional and Technical

10-14 Years

n

Why go through this demoralizing process when the Cith Manager and HR have already decided what the percentage will be. The City can't call it a cost of living increase because it's not enough to cover the cost of living increase and with the removal of our SIP by our last mayor, what do loyal employees have left? Nothing, including moral.

Development Svcs.

Professional and Technical

10-14 Years

n

The performance appraisal was a farce. The city manager had already ORDERED how many employees were allowed to be rated at each level of proficiency to produce a perfect bell curve. "Sorry, you're a good employee. But, I needed someone to be a sacrificial goat to bring down the average for the department."

Development Svcs.

Professional and Technical

1-4 Years

n

This survey should allow one to make comments on each question due to the fact that yes/no and agree/disagree responses can not appraise all situations. Additionally one should not be forced to answer a question so I flipped a coin to determine my response.

Development Svcs.

Professional and Technical

10-14 Years

n

The process for appraisals should be generated more by individuals being rated and the raters instead of a list of achievements set by management. Goals should be discussed more frequently as they change throughout the year. Training to meet goals should be given so that everyone is on the same page. Merit increases should not be given on a bell curve since it is unfair to employees that do a good job but are unable to meet the strict criteria of being known at city hall for the accomplishments made in the department.

Development Svcs.

Professional and Technical

20-24 Years

n

About 3 min was allowed for my appraisal. Had no interest in my input. Had no time to be bothered with my appraisal. Somewhat abrasive and abusive.

Development Svcs.

Professional and Technical

1-4 Years

n

The performance management process is a joke. It doesn't matter how well you performed the previous year or how hard you worked, everyone receives the same merit increase. What is your motivation to work hard when somebody else who performs a fraction of your work load receives the same raise. If your job is complicated, your manager may not even understand what you do or know whether you are even doing it well. If you want high retention rate of quality employees, you are going to have to do better.

Development Svcs.

Operational and Field

1-4 Years

n

the merit increase did not reflect our performance appraisal

Development Svcs.

Professional and Technical

n

This defeats the idea of "together we do it better" because one has to make others appear inferior to oneself to better themselves. Maybe we need to change Dallas'

Economic Development

Operational and Field

5-9 Years

i

need more money for all employees

Economic Development

Professional and Technical

15-19 Years

n

Performance appraisal has no value. It's all political. There are no incentives for employees. SIP has been cut in half, no recognition/award/gift for your tenure. Yet upper management can receive big bonuses - it's all political

Economic Development

Professional and Technical

1-4 Years

n

The last part, about city-wide values, is dumb and adds nothing to the process. My environmental stewardship? How do you evaluate that? I use the recycle bins? Also, a formal appraisal every three months is overkill. And, the "grading on the curve" is insulting to those of us who work in small departments with highly educated and experienced workers. What if I ranked lower in my department because I am forced lower because of the curve, but I want to transfer to another department and have to go against another applicant from another department who received a higher appraisal because there was more room in the curve? I think it's a forced system that does not fairly relate my performance. If you look at my individual numbers and average them, I should have received approximately a 4.5. Instead I got a three because of the curve. My suggestion is to untie the inflexible connection between performance rating and merit raises. If my performance truly is closer to a 4 or a 5, but I'm limited to a 3 because it's s

Economic Development

Professional and Technical

1-4 Years

n

We have a small group and because we all do well it is very difficult for my supervisor to choose someone to be at the bottom of the required bell curve. He (as do we) expects all of us to go above and beyond. The City should re-consider requiring someone to be below "fully successful."

Employee Ret. Fund

Professional and Technical

1-4 Years

n

The appraisal form is just TOO MUCH! You should not need a doctorate degree to understand your appraisal. Also, many jobs just don't have new goals each appraisal period so "forcing" goals puts employees in an uncomfortable position of feeling like they are failing even if the job is just "rote" repetition. I think it needs to be SIMPLER.

Envir. & Health Svcs.

Supervisory and Managerial

5-9 Years

I

Being a new supervisor, having to audit, train new staff, submit monthly paper work, and perform the duties of a fellow employees, gave me the opinion that I should've received a higher merit increase.

Envir. & Health Svcs.

Professional and Technical

15-19 Years

i

The scheduled appointments with the supervisor is always rushed. This creates an air of anxiety at the start of the sessions.

Envir. & Health Svcs.

Supervisory and Managerial

20-24 Years

i

Will supervisors be required to provide quarterly reviews for their employees?

Envir. & Health Svcs.

Professional and Technical

5-9 Years

i

Supervisor every year waits till the last minute to call me in to review and sign. This is often very inconvenient as I have to travel to city hall from antother city location during afternoon traffic. I wish my supervisor was more proactive.

Envir. & Health Svcs.

Professional and Technical

1-4 Years

i

Staff should be able to evaluate Management on an annual basis.

Envir. & Health Svcs.

Supervisory and Managerial

5-9 Years

n

Performance appraisals should be given to an employee based on anniversary date rather than at the same time each year. It does not seem reasonable to equate a 3% increase to performance when it doesn't even represent a cost of living increase or keep pace with inflation.

Envir. & Health Svcs.

Professional and Technical

15-19 Years

n

he won't guide or instuct me on how to do that..

Envir. & Health Svcs.

Supervisory and Managerial

5-9 Years

n

My supervisor did not tell me the amount of my merit during the appraisal because the "powers that be" had not had the opportunity to assess the number of higher rated evaluations per dept and determine whether they fit in the budget or not. Once the PTB's determined that we did not have too many distinguished or superiors my merit amount was disclosed. This whole process is a waste of time. If we're going to avg 3% then lets give a cost of living increase, merit the truly distinguished and superiors (with several levels of approval) and save all the time, effort, and money spent to administer this process. If I'm doing a good job, pay me. If I'm doing a great job, pay me better. If I'm getting the job done and not causing trouble give me a cost of living increase. If I s&#% get rid of me. The idea of constant praise and pats on the back is a dream. A pat on the back does not feed, shelter or clothe my family. CASH DOES!!! You get what you pay for!

Envir. & Health Svcs.

Supervisory and Managerial

20-24 Years

n

Appraisal form is too long and complicated

Envir. & Health Svcs.

Professional and Technical

1-4 Years

n

Although I enjoy working with the public and being a public servant, it is a day-to-day struggle working in an environment where employees gifts and talents are underminded and not appreciated for all the hard work and dedication they bring to the job. It would help to know how the merit raise system works and what level or score an individual has to have to obtain a certan percentage.

Envir. & Health Svcs.

Operational and Field

15-19 Years

n

Something is very wrong with this system when the supervisor gives his/her employee a superior rating which then gets downgraded to fully successful by the department Assistant Director who does not oversee that employee's day-to-day performance and probably has no idea what that employee actually does on the job. It is hard to find an explanation or justification for this. It certainly is very demoralizing for the employee.

Envir. & Health Svcs.

Supervisory and Managerial

1-4 Years

n

The criteria for ratings I feel are very vague and broad. I would like to have feedback during the year as to how I am performing. I also feel that I am not given much information on how to perform different aspects of my job. I have only been at the this job for a little over a year, and oftentimes I am thrown into situations where I have to figure out what to do because no one is available to give me guidance. This has been very frustrating.

Envir. & Health Svcs.

Professional and Technical

20-24 Years

n

Appraisal rating should be left upto the immediate supervisor. They cannot give the employee the merit increase, because they have to wait until "their" supervisor agrees with their rating. Too many times the appraisal rating is lowered to meet the allotted merit increase. If a person is outstanding or superior, they should be given that rating even if they only can get a "meets expectations" merit increase. Also, the appeal should not be to the person above their supervisor that gave the merit increase to beging with.

Envir. & Health Svcs.

Supervisory and Managerial

1-4 Years

n

ODD THAT WE WERE ADVISED TO TAKE "RISKS" WHILE ALSO WARNED THAT 2 COMPLAINTS WOULD LOWER RATING.

Envir. & Health Svcs.

Professional and Technical

10-14 Years

n

I feel that the performance appraisal is not a good process to evaluate a good employee. Yes, there should be documentation of positive work achievements throughout year. I did as an employee have positive achievements, but my work was scrutinized because of personality conflict and decision being biased based. The performance appraisal needs a new process.

Envir. & Health Svcs.

Professional and Technical

15-19 Years

n

You need to come up with a better system. Esp. THe superior or distinguished. Just come up with one higher rating above successfully instead of two that the average person can not get nor is there funding in the bubget to give those that exceed. You do not have to walk on water to exceed if you have multiple other year round task that you must perform that are not major job dutie s but must be completed. You have got to come up with a better way or else really evaluate individual jobs and realize that they can not all be lumped together. So I am not satisfied with my outcome know I do way more then others at my grade level.

Envir. & Health Svcs.

Professional and Technical

25-29 Years

n

I feel the current evaluation system process creates a a situation where it is impossible to achieve a superior or better rating!!

Envir. & Health Svcs.

Administrative

35-39 Years

n

IT DOES NOT MATTER HOW GOOD I PERFORM ON MY JOB, I NEVER GET MORE THAN THREE % AT A TIME.

Envir. & Health Svcs.

Professional and Technical

25-29 Years

n

I would prefer the City of Dallas provide a cost of living increase for all employee's and use the bonus system once employed to reward employees who's performance is "Distinguished". This alleviates appeals and disgust among the rank and file.

Envir. & Health Svcs.

Professional and Technical

5-9 Years

n

My question is with projects and goals. There is no time to get started because of manpower at our clinic. Much time is needed within the clinic.

Envir. & Health Svcs.

Professional and Technical

1-4 Years

n

Little or no difference seems to be given to those who do exceptional work and those who do not!

Envir. & Health Svcs.

Administrative

1-4 Years

p

I am currently a temporary employee. I am seeking a permanent position with the City of Dallas. My supervisor is encouraging and has communicated my sucessful skill set to the Director. I continue to apply for positions online and I am excited about the positive fit with the City of Dallas.

Envir. & Health Svcs.

Administrative

15-19 Years

p

The revised version is much simplier than the previous one, which was very complicated. A heads up on whoever revised it.

Envir. Quality (OEQ)

Professional and Technical

5-9 Years

n

I did not like that my supervisor state that he had to give me a 3% because of the curve that he had to give everybody in our section the same when I feel that I desire more because we have people in our section that come to work late every day and dfont do have their work.

Equipment & Bldg. Svcs.

Administrative

25-29 Years

i

i needed a copy of my apprasisal

Equipment & Bldg. Svcs.

Supervisory and Managerial

15-19 Years

i

EBS EVALS SHOULD BE RE-WRITTEN TO BE APPLICABLE TO INDIVIDUALS. IT IS NOW 12-24-07 AND NO NEW EVALS YET.

Equipment & Bldg. Svcs.

Professional and Technical

20-24 Years

i

Evaluations were not done.

Equipment & Bldg. Svcs.

Supervisory and Managerial

25-29 Years

i

A clear explanation of what is "doing your job" and some type of example that relates and can be done for the superior mark and distinuished mark would benefit employees as well as the City as a whole.

Equipment & Bldg. Svcs.

Professional and Technical

10-14 Years

n

Merit raises should be more than the rate of inflation to be considered a raise. Cost of living raises need to be reinstated. A 3% merit during a 4.5% inflation year is still negative growth.

Equipment & Bldg. Svcs.

Professional and Technical

15-19 Years

n

not fair...straight across cost of living raise would be better if not able to evaluate and compensate accordingly.

Equipment & Bldg. Svcs.

Operational and Field

1-4 Years

n

The performance evaluations are terrible. The direct supervisors are not allowed to put the true and accurate job performance. This evaluation is for the ones that are the managers "pets." This has been the worst evaluation I have ever seen in my working experience. My first line supervisor is outstanding, its the manager that is horrible.

Equipment & Bldg. Svcs.

Supervisory and Managerial

20-24 Years

n

My supervisor did not have a good idea of what I actually have been doing throughout the year before the meeting

Equipment & Bldg. Svcs.

Professional and Technical

20-24 Years

n

My merit increase was decided by some unknown person.

Equipment & Bldg. Svcs.

Supervisory and Managerial

25-29 Years

n

It does no good to critique you.Nothing comes from it and it is a waste of time. I have contacted your Dept. with issues before and never got responces. I ask specific questions and I get nothing. Do my comments matter?

Equipment & Bldg. Svcs.

Operational and Field

25-29 Years

n

its a waste of time.

Equipment & Bldg. Svcs.

Professional and Technical

1-4 Years

n

In EBS, the true ratings by supervisors and managers were manipulated to meet the 3% cap. Meeting the cap was stated as being much more important than reflecting the individual performance, which I feel is not productive. If everyone is to recieve 3% or less on average, perhaps ratings should be based on 2% cost of living and 1% performance/merit or other mix which reflects the max available for annual salary increases. The manipulating of appraisal scores was very demoralizing for all employees who watched the "official" process be driven astray, and this type of manipulation should be avoided in future.

Equipment & Bldg. Svcs.

Supervisory and Managerial

15-19 Years

n

needs to be changed !!!!!

Equipment & Bldg. Svcs.

Administrative

1-4 Years

n

I was not given a copy and disagreed with the score. My boss passed away in sept and the AD did reviews and I didnt feel his fair as it was much lower than my previous review by my previous boss. I feel i am grossly underpaid in looking at the average pay for my position. About 6k per year lower than the average

Equipment & Bldg. Svcs.

Professional and Technical

10-14 Years

n

The scales for the appraisal is not too understandable. If you do your job to be satisfactory it is the same across the board above average to poor.

Equipment & Bldg. Svcs.

Operational and Field

25-29 Years

n

IT'S NOT FAIR AND IT DOES NOT ALLOW EMPLOYEE TO BE EVALUATED FAIRLY BASED ON JOB PERFORMANCE. THE SYSTEM IS DESIGNED TO COMPENSATE SOME BASED ON FAVORITISM AND NOT AWARD THOSE BASED ON ACTUAL PERFORMANCE.

Equipment & Bldg. Svcs.

Supervisory and Managerial

25-29 Years

n

I think this bells performance plan is unfair, does not allow fair ratings. It caters to a certain group of employees that have gained popularity to some and it discriminates with others. Your overall performance is not appraised fairly and one is demerited based on the favoritism of others.

Equipment & Bldg. Svcs.

Administrative

30-34 Years

n

My evaluation was given for my signature at the last possible minute, I wasn't given a copy to review.

Equipment & Bldg. Svcs.

Administrative

30-34 Years

n

This performance appraisal is unfair because only a percentage can get a higher rating so no matter how hard you work if you are not a favorite or in the click you cannot get above fully successful, some departments like Council Office get all high ratings no matter what they did during the year because Council thinks they deserve it but our CM thinks the other employees should make up for it and down rate our rating. It is all in who you know and whether or not you did something good at the end of the year. We bust our butts all year to hear sorry but there is not enough money for you because I need to give it to someone else. I think the performance plan is a joke. It is not fair that anyone who reports to the Council does not have to abide by the percentage rule. So no matter how hard you work you know it will not count at the end of the year. So why try to be above. Just do what you have to do to get by. This is also bad because when you have several supervisors that do a great job you cannot ra

Equipment & Bldg. Svcs.

Supervisory and Managerial

25-29 Years

n

The process utilized this year in EBS was unfair to all employees. Managers and Supervisors were required by the Director to lower ratings of employees so that we would have more "Has Potential" employees even though we did not exceed the 3 %. As a result, everyone has lost faith in the system and morale is extremely low. This system takes away the incentive for employees to achieve excellence. We need to be honest. If we do not have enough money to give employees a raise commensurate with their performance, we should stop raising the expectation and then letting employees down. Employees are well aware when games are being played with their livelihood.

Equipment & Bldg. Svcs.

Professional and Technical

1-4 Years

n

This survey is directed only towards the supervisor. It does not ask if we agree with the performance plan and the way it is handle. No where on here does it ask questions of what do you think of the bell curve. All it states is my supervisor, well my supervisor has no control on how many employees can get a higher rating. We were told we had to have a bell curve and our department had more people fully successful than what we needed which did not make a good bell curve and were told to go back again and look at everyone to make sure we could not give someone a lower rating. Why work hard if you cannot achieve a superior rating? But if you are in some departments it does not matter you can get a superior rating.

Equipment & Bldg. Svcs.

Professional and Technical

15-19 Years

n

I BELIEVE UPPER MANAGEMENT DID THE EVALUATION, NOT MY SUPERVISOR.SUPERVISOR TOLD ME I WAS DOING A GOOD JOB, BUT DID NOT STATE THAT ON MY REVIEW.

Financial Svcs.

Professional and Technical

1-4 Years

n

Overall the process is a waste of time. For one individual performance to be based on the performance of others whose jobs are completely different is unfair. As a result perception plays a huge role in merit adn performance score.

Financial Svcs.

Administrative

15-19 Years

n

I dont feel like it is fair for us to get the merit increase and not know what it is until we see it on our check. And I feel the merit increases are given on the supervisor like one employee better then the other. You keep notes of all the extra things you do and still get the same increase as other people who may not have worked as hard and did half the work you did for the year. I just feel the money is giving out uneven to the people who really is working hard. And then people give you the merit increase that really don't know what you do on a day to day basic. They might see you once out of that whole year. How can they give you something and they don't even know what is going on and how much work you do. All in all I feel it is unfairly given.

Financial Svcs.

Professional and Technical

25-29 Years

n

Mediocre performers are still being rewarded with salary increases for some employees in my department. We are NOT operating under Pay for Performance.

Financial Svcs.

Professional and Technical

1-4 Years

n

When the performance appraisal system is based on a bell-curve, accurate performance measurement is impossible.

Financial Svcs.

Professional and Technical

1-4 Years

n

The current system should not be called a performance measure but a time measure as that is what was considered. To date, I have yet to set goals for the next six months to a year and have little to go on.

Financial Svcs.

Supervisory and Managerial

n

Ratings need to be tied to performance and not dictated by the %$'s available for merits. If the Bell curve must be used, the two need to be somehow separated! Supervisors should be encouraged to rate employees based on performance even if they need to give a lesser merit $ amount because of the curve.

Financial Svcs.

Professional and Technical

n

My performance appraisal had nothing to do with job performance or duties. It was an unrelated, onesided conversation of character assassination that I was required to attend. At no point was any information mentioned pertaining to job performance (this is what you did) or anything relating to improvements (this is what you need to do), measurements (this is what you should do).

Financial Svcs.

Professional and Technical

20-24 Years

n

There are no measurements given for my job responsibilities to determine the level of my performance,so I received fully successful and it's done with. It is not known by the supervisor the detail of my work only the Goal, so how can you fairly rate the work performed, if you don't know the work being performed?

Financial Svcs.

Supervisory and Managerial

1-4 Years

n

I am disappointed that I was unable to recieve a merit increase due to my promotion being over 16% - Being Promoted in Dec 06 had nothing to do with my performance in my new position for the next 10 months and I feel that I was overlooked by a less than perfect system at recognizing who truly "merits" an increase in pay.

Financial Svcs.

Supervisory and Managerial

10-14 Years

n

I feel that the city should chang their whole way of evaulations of this merit increases and performances.

Financial Svcs.

Supervisory and Managerial

20-24 Years

n

bell curves should not be forced

Financial Svcs.

Administrative

15-19 Years

n

The form is subjective which leads to contradiction, double standards, loss of management controll, lack of trust. Not a good enviroment to work in.

Financial Svcs.

Professional and Technical

20-24 Years

p

Not at this time, the evaluation was conducted well.

Housing

Operational and Field

10-14 Years

n

The merit process is based on a budget and not on MERIT! Managers are nowhere to be found when needed in this Dept. and are reactive instead of proactive in most areas, we need to also rate the managers on their performance provide an opportunity for employees to rate and rank there managers and you also need regular employees helping to word these surveys and not some boot licker in human resources at no time in the process were rank and file employees provided the opportunity to question how managers came up with there numbers and ratings and appeals are rubber stamped by upper management with no fair chance that a reasonable person would here and judge the ruling from the manager based on facts and not just hearsay from the manager. If you truly wish to improve employee morale here at the city you must start with having a fair process. take the bell curve and stuff it! create a panel of employees to here the appeals not hand picked by managers but selected by there peers and base your managers ratings an

Housing

Professional and Technical

15-19 Years

n

There was no mentioned of a plan for 07-08 until mid year review. We just followed the 06-07 performance plan.

Housing

Administrative

10-14 Years

n

of course.if the hardworking employees should get moore than 3 % . with this merit we are not getting nothing.the cost of living is very high. we have feed our children.a poor people like me we cannot afford nothing now a days.

Housing

Administrative

1-4 Years

n

The person supervising you would be better able to give more feedback than my manager I would think. Input from your supervisor should also be included in you evaluation because that person has the most contact and knowledge about you and your work performance. The supervisor should be apart of the performance eval up until time to discuss your merit increase.

Housing

Administrative

10-14 Years

n

yes there is no sense is making this kind of perfomane plan the hard working employees needs to aapreciated in different ways. they should get more money. if you provide them a good raise city don't loose good employees.

Housing

Supervisory and Managerial

5-9 Years

n

I don't like having the appraisal rating tied to a specific percentage merit increase. It is too budget motivated and does not allow supervisors to rate employees accurately.

Housing

Professional and Technical

1-4 Years

n

Why does the City not give the employee any tool to discuss concerns they see daily with management without the constant fear of job lose?

Housing

Operational and Field

10-14 Years

n

The merit process is based on a budget and not on MERIT! Managers are nowhere to be found when needed in this Dept. and are reactive instead of proactive in most areas, we need to also rate the managers on their performance provide an opportunity for employees to rate and rank there managers and you also need regular employees helping to word these surveys and not some boot licker in human resources at no time in the process were rank and file employees provided the opportunity to question how managers came up with there numbers and ratings and appeals are rubber stamped by upper management with no fair chance that a reasonable person would here and judge the ruling from the manager based on facts and not just hearsay from the manager. If you truly wish to improve employee morale here at the city you must start with having a fair process. take the bell curve and stuff it! create a panel of employees to here the appeals not hand picked by managers but selected by there peers and base your managers ratings an

Housing

Professional and Technical

15-19 Years

n

i cannot understand what it will take for me to rate highter than fully satisfactory when there are no areas of improvement that my supervisor can point out in the evaluation. All my work is excellent from what my supervisor says in the review.

Human Resources

Professional and Technical

10-14 Years

i

My supervisor never met with me. My team leader did.

Human Resources

Professional and Technical

20-24 Years

i

No, HR is always the last department to conduct performance appraisal. WHY???

Human Resources

Professional and Technical

5-9 Years

i

My manager should get more feedback from my customer base in an effort to more effectively evaluate my performanc.

Human Resources

Professional and Technical

10-14 Years

i

General Suggestion: On the appraisal form add one more appraisal category: "Successful" between "Has Potential" (which is mainly for new employees) and "Fully Successful" to more accurately appraise employees who already know their job, but somehow they did not completely reach Fully Successful level of performance during a particular year.

Human Resources

Professional and Technical

10-14 Years

i

My supervisor never met with me all year.

Human Resources

Professional and Technical

5-9 Years

n

Each year I am told how wonderful I am but I did not get a “Superior” rating because my department can not afford that increase. So they LIE on my evaluation and rate me lower than what my supervisor believes is my rating. Why can’t they just be honest and put my actual rating on my evaluation and then just tell me…. “Sorry there is not enough money!” Although I notice we all got new chairs, the department got new carpeting and the Director got new furnishings for his office so it seems more than silly to try and sell “No Money” to the employees.

Human Resources

Professional and Technical

15-19 Years

n

I believe you should recieve it before the day the merit's are to be put it. And I believe you should be evaluated by your accomplishments and not on the fact that your superiors let you know you can't make more than a 3

Human Resources

Professional and Technical

10-14 Years

n

This is the second year of the appraisal process where my immediate managers did not meet with me to discuss anything. I received a merit last year that I did not agree however due to unforeseen circumstances I was not able to Appeal. This year, I have not met with my supervisor at all however, I did provide her with my plan for the 06/07 year. No discussion has taken place and I still do not know what my overall performance is for this year (06/07). When will the H.R. Management Team become efficient in handling their own Performance Appraisal for staff. Other departments are held accountable to meet deadlines for 1. meeting with staff 2. discussing plan 3. giving final rating 4. providing employee a copy. H.R. has not done this process in a timely manner since the new Appraisal went into effect. They need to improve their timeliness with their STAFF.

Human Resources

Professional and Technical

10-14 Years

n

I can not respond to the questions because my supervisor only verbally told me what I was getting. My supervisor did not show me my evaluation nor tell me what percentage I received, only verbally told me the rating. Also, I do not understand how you can say that those people who are faithful to their jobs and come to work everyday and actually do their jobs and on time can be equal to those who show up when they want to and then don't do anything once they are here or only do enough to get them by for the day. Please explain that one!

Human Resources

Administrative

5-9 Years

n

Human Resources

Administrative

5-9 Years

n

Again, I hate the process for the evaluations!! No goals, no nothing. No progress reports in the weak areas. I am very discouraged. Even though I do payroll and it will always be payroll but we (HRA'S) do some things differently. It's not always the same. I can't believe that I do the same thing as my co-worker on a daily basis. I rate myself and then the supervisor tells you that her rating is different but she constantly telling me that I am doing a good job and that I am progressing, how is that helping??? What's the purpose of sitting down with the Supervisor to go over the appraisal, just send me an email or something. Maybe if I rate myself and she rated me and when we meet we could have talked about the difference in the ratings and come up with a plan to progress or to bring that rating up then it would be different. I don't know what I am doing in her eye-sight. I can guess at it but doesn't seem fair. In the future maybe, just maybe, I will see my rating, her rating and a plan to progress

Human Resources

Administrative

5-9 Years

n

I don't understand why we are always told in HR that we should be the example before all the departments. What I mean by that is that in this case we are always the last ones to know what are merits are!!! Then how can we be an example for other departments? We expect other departments to do merits in a timely manner then what happens with us?

Human Resources

Professional and Technical

5-9 Years

n

Never got to see my Performance Appraisal before it was sent through, so I cannot adequately fill out this survey (questions 4-9). We had one meeting to discuss anything we would like to add to our Performance Plan and that's it. We never got to see if these changes were actually added and still haven't gotten to see it.

Human Resources

Administrative

10-14 Years

n

The appraisal was not rated fairly. This was more of a cost of living increase instead of being rated on your performance. This merit was more budget based and meeting the bell curve than giving you what you deserve. Why do they ask you to provide your documentation when no one looked at it or considered it? People who hardly come to work got the same rating as someone who comes in does their work and the work of the absentee co-workers. That is a slap in the face and it keeps the morale down really low to have that kind of thing going on. From now on, they really do not have to approach the employee, the Supervisor should just give you what they want you to have or whatever makes the budget balance.

Human Resources

Professional and Technical

10-14 Years

n

The management team of Human Resources is lacking responding to their employees in a timely manner.

Human Resources

Professional and Technical

5-9 Years

n

Evaluations in HR are not timely. It is not good practice for HR to teach departments to do evaluations in October and then we don't get our evaluations until the end of January. It is also not good practice for us to not have a performance plan until four months into the new fiscal year.

Library

Professional and Technical

10-14 Years

i

Although currently easy to understand, perhaps the form itself could be streamlined and shortened.

Library

Professional and Technical

1-4 Years

i

Pretty straight-forward process, however, I would like to have a better idea of how much my increase would be.

Library

Professional and Technical

10-14 Years

i

I think I'm doing a good job. According to my appraisal my supervisor thinks so too. I would like to know what she wants me to do better, and there are things I would like to do better and would like her support and coaching. If she thinks I'm already doing a good job, then maybe she could ask me to discuss and initiate some goals.

Library

Operational and Field

5-9 Years

i

On the appraisal form, what are employees to do when they above fully successful?

Library

Administrative

10-14 Years

i

Goals listed should be more in line with what I actually do on a day-to-day basis than what they are.

Library

Supervisory and Managerial

5-9 Years

n

I think the merit raise process is very unfair. To be told that only a certain percentage of your staff can recieve a superior when you have people very deserving of that rating means you must rank people lower that what they really are. This effects morale and staff feel like they should not go that extra mile since they will only get a fully sucessful. I also think we at the city should look at a cost of living increase. Some supervisors only give superior ratings out to staff they like whether they deserve it or not. It just is not fair. A cost of living raise hits everyone and as we know the cost of many things is going up.

Library

Supervisory and Managerial

10-14 Years

n

Staff should have say in manager's performance.......

Library

Professional and Technical

1-4 Years

n

Most of us who are not supervisors would also appreciate the chance to evaluate our supervisors' performance.

Library

Professional and Technical

10-14 Years

n

I object to the design of the evaluation as it discourages excellence.

Library

Professional and Technical

5-9 Years

n

We should have some way to send our evaluations of the supervisor and his assistant.

Library

Supervisory and Managerial

1-4 Years

n

My supervisor waited until my performance review to tell me I needed improvement. Had I been informed by mid year, I could have worked to iron out any problems before the final review process. Needless to say it was not a very good evaluation review. I felt overall the performance appraisal was rushed and lacked a step by step gradual process that could insure success.

Library

Administrative

1-4 Years

n

I felt that I was forced to sign the appraisal based on what was told to me, instead of what was on the paper.

Library

Professional and Technical

20-24 Years

n

THE SYSTEM COULD BE SIMPLIFIED FOR TIME EFFICIENCY IN MY OPINION.

Library

Professional and Technical

1-4 Years

n

I was both reviewed, and reviewed others. I found this to be a very hurried and subjective process.

Library

Administrative

10-14 Years

n

I was never told what my merit increase would be, but I heard from other employees that no matter what your performance was we would all receive 3%, which I do not feel is fair. If I have done over and above what the next person has done and I receive the same merit as them what will motivate me to continue to do over and above. If it's all about customer service then why not make your employees feel good about coming in and doing a terrific job everyday. I love my job, I love helping people but I don’t want to get the same merit increase as the person who needs improvement.

Library

Supervisory and Managerial

25-29 Years

n

I have no problem with the form, the appraisal, or the way it was conducted. I do think we need broader rating categories that give us a rating possibility (at minimum) between "Has Potential" and "Fully Successful." It would also be helpful to have the "cap amount" (average maximum) each department can use be slightly above the "Fully Successful" level. I understand the need to live within a budget but, as supervisors, we also need to be able to give an employee a rating that reflects their achievements for the year. If necessary from a budgetary standpoint, it might be better to allow us to first rate people and then the City can decide how much the merit increases will be.

Library

Professional and Technical

1-4 Years

n

I thought my supervisor could have given me more feedback in general about my performance particularly before the appraisal. I would have liked to have received more positive feedback and would like to feel more comfortable going to my supervisor with various questions.

Library

Professional and Technical

15-19 Years

n

It seems to me that the performance appraisal process is more time intensive and detailed than necessary. (However, I do like to have a written record of my accomplishments at the end of the year). There were a few questions in this form that I had a hard time answering with just "yes" or "no". (So if my answers seem inconsistent, that's why!)

Library

Operational and Field

1-4 Years

n

I feel everyone is evaluated the same and get the same raise so where is the incentive

Library

Operational and Field

1-4 Years

n

I feel everyone is evaluated the same and get the same raise so where is the incentive

Library

Operational and Field

1-4 Years

n

I feel everyone is evaluated the same and get the same raise so where is the incentive

Library

Supervisory and Managerial

5-9 Years

n

Merit raises and the way we evalute employees is an unfair way to hand out pay increases. Not all supervisors, but some show favortism. Also a "fully successful" for one employee may differ greatly for another employee doing the same work in a different divsion or branch. I have heard many times from staff why try? Why should I go the extra mile? I'm only going to get a "fully sucessful." If we are going to have superior and distingusted levels, than we should be able to give those out. I had an employee who deserved the Superior rating and I was told by my superior that I could not give that staff person that rating. This is wrong. We talk about staff morale and staff retention. Is anyone really suprised that our morale is so low? Does anyone even care? I think not. What ever happened to an across the board cost of living raise? I think the city needs to look at this. Thank you.

Library

Administrative

1-4 Years

n

the form is misleading; it has numerical values when the end rating is subjective. i was told that the first two parts of my review weighed more in the evaluation than the city values and competencies, yet no one from my supervisor to administrator to hr rep could give me the formula used for weight. i recieved more 4's than 3's on the first two parts of my evaluation, three 4's and the rest 5's on the city values and competencies, and yet was given only a fully successful rating without instruction on what i was doing wrong. i was never given a six month review, and never got constructivie feedback during the year on areas that i would have needed to improve in order to receive something other than fully successful, and i was told that no one gets higher than fully successful in my department. i feel that those who are dedicated and on committees and do more work than others should be recognized and that recognition should be on the performance evaulation, however i know of others at my level who got 2's

Library

Administrative

10-14 Years

n

Could we do this in September or early October please?

Library

Professional and Technical

30-34 Years

n

It seems like the appraisal process takes too long to complete. By the time you have your goals set and written it is the end of November. We have meetings with our supervisor and update our goals in April and then spend another week in September updating and finalizing everything. That is way too much time to be spent on performance plans. In the corporate world they don't spend as much time and yet get clear results. Perhaps people who are struggling may need a mid-year review, but I think others could be evaluated at the end of the year and save staff time.

Library

Administrative

5-9 Years

n

Perhaps the administrative performance plan can be altered as many office workers have set duties and innovation is not easy to attain with office duties.

Library

Professional and Technical

1-4 Years

n

It shouldn't be impossible to get the highest rating.

Library

Administrative

5-9 Years

n

I do not favor the current appraisal format or the frequency of updates required annually on the form,as this seems excessively time consuming for all parties involved. I believe that a semi-annual or annual review would be just as effective, if not more effective, for overall employee performance and morale. Thank you for the opportunity to express my opinions.

Library

Supervisory and Managerial

25-29 Years

n

as long aS I HAVE BEEN WORKING HERE. MY SUPERVISOR AND MANGER ARE NOT FAIR. I FEEL I DESERVE BETTER THAN THEY GAVE ME. THEY HAVE FAVORITES. i do my job and his. i also feel the pages in circulation should have internet access.one page does have internet access, another page has friends to let him in. performance review or not, its all the same thing. my manger and my supervisor need to treat all staff the same. thank you for your time.

Library

Administrative

1-4 Years

n

It seems that everybody performs exactly the same. The merit increase and the performance appraisal do not balace out.

Library

Administrative

1-4 Years

n

System flaw: Not a true measurement, promotes mediocrity. For example, if the workers are producing at a rate equal to a distinguished rating, then the scale is adjusted and that rate becomes the fully successful rate.

Library

Administrative

15-19 Years

n

Supervisor never meets with us until end of year, never provides feedback. Negative comments only, even when rating is good. Doesn't seem to know how to conduct appraisals.

Library

Supervisory and Managerial

25-29 Years

n

i have done a good job and in my opinion she changes her opinion of me every year. also the pages should get the internet, everone else does. the manger in my department has favorites. thank you for listening.

Library

Supervisory and Managerial

20-24 Years

n

The two sets of competencies overlap in meaning with each other and some of the competencies within each group overlap. In other words there are too many competencies and they are too wordy.There should be fewer competencies and the narrative or definition should be more succinct.

Library

Operational and Field

1-4 Years

p

Overall....it's a good process.

Library

Administrative

10-14 Years

p

I have wonderful manager and supervisior.

Library

Professional and Technical

10-14 Years

p

Good job. Thanks

Library

Professional and Technical

10-14 Years

p

it was okay

Library

Supervisory and Managerial

1-4 Years

p

Thank you for asking our opinion on the performance appraisal system. I have a good understanding of the performance appraisal system for the City of Dallas.

Mayor & City Council

Administrative

15-19 Years

n

The performance appraisal sucks and is a total waste of time for both the employee and supervisor since it has nothing to do with your merit and job performance.

Park and Rec.

Supervisory and Managerial

10-14 Years

i

Evaluation & planning for the coming year need to happen together to be effective

Park and Rec.

Supervisory and Managerial

25-29 Years

i

my only concern is completing the performance planning for next year in a timely manner. It is Dec 24 and I don't have direction from Human Resources on the final format for next year's plan for my staff.

Park and Rec.

Professional and Technical

25-29 Years

i

My only displeasure is with the construction of the appraisal document. There is not enough space to type in the information to keep the document fully contained as one. Too many sheets of paper have to be used. The format of the appraisal form is not well laid out.

Park and Rec.

Professional and Technical

10-14 Years

i

Staff should be entitled to know the percentage of raise if any during time of evaluation. This would certainly help with the morale of the employee.

Park and Rec.

Supervisory and Managerial

20-24 Years

n

WE hope that all assessment of job performances would be fair, but not so in all cases. Reinstating the cost of living raise would boost the morale of city employees. What if, a percentage of customer complaint from the public would decrease. Could that be an incentive to bring back the cost of living raise?

Park and Rec.

Operational and Field

1-4 Years

n

I believe that the system is set up to make it as hard as possilbe to get a review other than average. I was even told that it is impossilbe to get a 5 as a rating even though there was nothing they could tell me to improve on. Other members of my section and of the zoo as a whole belive that the process is unfair.

Park and Rec.

Professional and Technical

1-4 Years

n

After getting my "goals" plan at the beginning of the year, I put together a list of what I actually do in my job and gave it to my supervisor. After the deadline he gave me back the same "goals" without adding in any of the work I currently do in my job. He said he didn't have time but all that other work would count as above and beyond. In my one mid-review session he said that I was the most productive employee and in my end review that I was one of the top two. I was given an average score of fully successful, the extra work I did was not counted, and it made me feel that if I went to all that extra trouble to do the extra work and only had an average score, then why bother to do anything beyond fully successful. Our final reviews were at the very end of the deadline so that they had to be signed and turned in right then. Also no one explained the process of an appeal. I've spoken to many others where I work and this whole process makes people feel that they are unimportant and that they should onl

Park and Rec.

Supervisory and Managerial

10-14 Years

n

I received a lower rating than I expected or deserved. I feel it was because I was not given the proper idea of what I should have accomplished because I had no discussion of my interim performance plan. My supervisor referred to the performance plan, but I never saw it until I went in for review.

Park and Rec.

Professional and Technical

25-29 Years

n

The forced bell curve is the only part of the process that is unfair.

Park and Rec.

Supervisory and Managerial

25-29 Years

n

The whole thing is a sham! It has absolutely nothing to do with performance. It is TOTALLY budget driven. It should be eliminated and all employees given a cost of living increase.

Park and Rec.

Supervisory and Managerial

10-14 Years

n

From a supervisor's perspective, the bell curve model does not fit into all employee groups especially the smaller divisions. The merits increase system should be broken down into several smaller increments to accommodate a wider range of performance levels within the "Fully Successful" range. Instead of 0%, 1%, 3% and 6%, the "Fully Successful" level should be expanded to include 2%, 3% and 4% to accommodate the majotity of the staff within the "bell". This will benefit 80% of the employees given the other 20% theoritically should fall into levels other than "fully Successful.

Park and Rec.

Supervisory and Managerial

1-4 Years

n

Big Rocks determined completely by supervisor with no allowance for my input. Big Rocks extremely detailed and several pages long making it impossible for any additional accomplishments. Many items included to satisfy the personal needs of my supervisor, creating excessive additional work for me that I saw as unnecessary to my job. Supervisor just gave me the final evaluation and said if I had any questions to ask. No final formal review.

Park and Rec.

Administrative

15-19 Years

n

I was rated superior, but only received a fully successful because I was told that the department had to stay within the 3% bell curve and I could not receive anything higher. SO why do we have evaluations if we can't get anything above fully successful?

Park and Rec.

Supervisory and Managerial

1-4 Years

n

The review policy is a joke.

Park and Rec.

Professional and Technical

1-4 Years

n

My supervisor and on up the line have no idea what I actually do day in and day out for my job because they spend zero time where I work. How can they appraise me if they never see anything but a piece of paper with lists on it. I could be completely making it up for all they know.

Park and Rec.

Professional and Technical

10-14 Years

n

Though I understand what this process is trying to achieve it misses the mark. I received a good evaluation and am receiving a 5% raise, however, I still believe the forms are flawed. In our culture we are indoctrinated from kindergarten that an F is bad, an A is good and a C is average. On this form the city makes an "A" impossible. The middle grade is supposed to be good job performance, but in the American psyche a middle grade is a C. It does not matter that the city sugar coats it, morale is damaged because of this system. In order for this evaluation system to improve it needs to be possible to get the highest mark for work that is way above average. If there isn't enough money for good raises, at least by this method we could see how our supervisors really feel we are doing. Let everyone get the score they deserve, then divide the available money by percentage. The result would be a system that is fair and better morale for the employees.

Park and Rec.

Supervisory and Managerial

15-19 Years

n

Raises are not merit based but are based on fitting into a general formula so the group merit raise is a certain amount. This survey is not very useful since it asks only for yes or no answers and there is more "grey" area to the evaluation process than you are allowing answers for.

Park and Rec.

Administrative

15-19 Years

n