1. The purpose of the evaluation is to: provide feedback to help employee grow professionally and succeed in his/her job; help employee contribute to the well-being and success of coworkers, volunteers and Board of Directors; monitor employee performance in order to make decisions regarding terms, conditions and continuance of employment; assist in setting and monitoring goals and objectives for employee; recognize employee’s accomplishments, improvements and successes.
   There shall be an evaluation team consisting of at least two staff members and one board member. The team is responsible for sending out evaluation notices, collecting the information and writing the evaluation.
2. The job description for each newly created position shall be submitted to the Personnel Committee for review and then referred to the Board of Directors for approval. All job descriptions shall be reviewed by the evaluation team during each position’s annual evaluation. Suggested revisions shall be submitted to the Personnel Committee for review, then referred to the Board of Directors for approval.
3. Annual Employee Evaluation Criteria:
   1. Full and competent performance of job responsibilities and workplace expectations contained in job description,
   2. Satisfactory contribution to the station goals specified in any departmental goals, work plan or performance improvement plan established for the employee,
   3. Contribution to achievement of departmental objectives,
   4. Compliance with rules contained in employee manual and with KBOO Policies,
   5. Full and competent follow-up on assignments.
4. Criteria may be weighted differently for different positions. For example, some positions may interact with or support volunteers more than others; part-time positions may have fewer requirements for meeting participation; some departments may have more complex budgeting than others.
   Evaluation criteria shall be considered in a holistic manner to evaluate the overall performance of the employee in accordance with the purposes set forth in section 1. In some cases, a single factor may be serious enough to affect the overall outcome of the evaluation, but the evaluation should generally consider each factor in the context of overall performance.
5. Evaluation of each staff position shall be conducted before the end of the introductory period for a newly hired employee, and within 30 days of the annual anniversary of the employee’s hire date thereafter.
   1. If an interim employee is hired as a regular employee into the same position, with no gap in employment, then the initial interim hire date shall be used as the anniversary date.
   2. If a temporary employee is hired into a regular position, then the hire date as a regular employee shall be used as the anniversary date
   3. The evaluation team may agree to adjust the evaluation date by up to 90 days due to workload issues, vacation or sabbatical.
6. Feedback for the evaluation will be sought from a wide range of sources, including volunteers, and other knowledgeable, relevant, and technically qualified people; input from staff is required. Evaluations and evaluators shall be confidential.
7. The employee’s evaluation shall include an initial conference with the evaluation team, wherein the content of the written evaluation is discussed; a copy of the written evaluation shall be given to the employee.
8. At the discretion of the evaluation team, or the employee, the conference shall include the participation of staff who work half time or more. For this purpose, a quorum will be 2/3 of staff who work half time or more.
   1. Staff who serve less than half time are able to participate in this conference if they are interested and available.
   2. As all staff may be involved in the evaluation process, staff shall maintain the confidentiality of their colleagues.
9. The evaluation team and the employee shall sign the initial evaluation as evidence that all parties have read and understand it. Signing the evaluation does not mean that the employee necessarily agrees with it. If the employee being reviewed has any feedback or additional information for the evaluation team, they are encouraged to provide it within 14 days. The evaluation team may choose to revise the original evaluation, if necessary.
10. A second conference shall be convened within 21 days of the initial conference. During this conference:
    1. The evaluation team will present a revised evaluation if necessary.
    2. The employee shall present an action plan to address areas that need improvement.
    3. The employee shall present a work plan that will achieve departmental goals and objectives.
11. The evaluation, work plan and any response by the employee shall be kept in the employee’s personnel file.
12. If the employee being evaluated believes that the evaluation was written with bias or is substantially untrue, the evaluation may be appealed to the CRC. The CRC will notify the Board of any evaluation appeals it receives.
    The CRC shall have the option to hear the appeal, in which case they shall arbitrate. The CRC shall also have the option to decline to hear the appeal, in which case the evaluation shall be upheld.
13. Evaluations shall include one of the following overall “Outcomes”:
    1. Job Performance — Excellent
    2. Job Performance — Good, with improvements suggested
    3. Job Performance — Needs improvement, with a performance improvement plan to be adopted and then reviewed in three to six months. Lack of improvement will result in termination.
    4. Job Performance — Unsatisfactory. Employment to be terminated.

January 25, 2011, revision summary: Removed reference to Station Manager. Established a three-person “evaluation team,” consisting of two staff members and one board member. Established a second conference between the evaluation team and the employee being evaluated.

Adopted By The Board of Directors June 17, 2008

Board resolution:

The board directs the Station Manager to add the following text to all job descriptions for regular KBOO employees:

Workplace expectations at KBOO radio include: effective verbal and written communications; conflict de-escalation; skillful volunteer relations and utilization; capable project management; work-area organization; response to phone calls and correspondence; teamwork and cooperation with other employees, volunteers, and Board members; furtherance of KBOO mission, goals and values; meeting attendance and participation; capable departmental budgeting; and punctuality.