netrashetty
Netra Shetty
Human Resource Management of Qualcomm : Qualcomm (NASDAQ: QCOM) is an American wireless telecommunications research and development company, as well as the largest fabless chip supplier in the world, based in San Diego, California.
Acknowledging an employee’s performance in a timely manner will
either reinforce exceptional behaviors or clarify specifically for the employee
9
that their performance is not acceptable and needs improvement. All
performance, whether extraordinary, acceptable, or unacceptable should be
acknowledged and recognized periodically during the performance cycle.
However, for performance extremes (exemplary or substandard displays of
performance) and employee should receive formal, written recognition
immediately.
Supervisors are encouraged to formally recognize exemplary
performance during the rating cycle by documenting the incident(s) on an
Acknowledgment of Extraordinary Contribution form (see Appendix E,
Form # 5) or similar form developed by the agency. Reviewers must sign
these forms. It is important to differentiate between performance that is
expected of the employee and performance that far exceeds supervisory
expectations.
Employees must receive at least one documented Acknowledgment
of Extraordinary Contribution form during the rating cycle to be eligible
for this level rating on their annual evaluation. However, the receipt of an
Acknowledgment of Extraordinary Contribution does not guarantee or
necessarily warrant an overall annual rating of Extraordinary Contributor.
Supervisor should immediately identify poor, substandard or
unacceptable performance. Substandard performance on any core
responsibility or special assignment may result in a Need
Improvement/Substandard Performance form or similar form
developed by the agency (see Appendix E, Form # 6). Reviewers must
approve and sign these forms. An employee must receive at least one Need
Improvement/Substandard Performance form to be eligible for an
overall annual rating of Below Contributor.
Issuing this form requires that the supervisor develop an
improvement plan, with specific timelines, addressing the area(s) that
require immediate attention. Input should be solicited from the employee
in developing the improvement plan. A timeline for improvement must be
established and must be at least 30 days and no more than 180 days. Based
on the timeline established, the supervisor must re-assess the employee
based on the performance improvement plan.
In addition to the Performance Management Program, the
Commonwealth’s Standards of Conduct are also available to address
employee performance and conduct. The concept of “progressive
10
discipline” can assist supervisors in working with employee in improving
their performance. Supervisors would normally address first time minor or
marginal performance issues through performance counseling and coaching.
However, repeated and more serious performance or conduct issues may
result in further disciplinary actions.
Completing the Performance Evaluation
• Timelines for Performance Evaluations
The supervisor must have performance evaluations finalized for
employees that have completed a full 12-month performance cycle
(October 25th through the next October 24th ) by October 24 th , but not
before August 10 th . In completing the performance evaluation and arriving
at an overall performance rating, the supervisor should take into
consideration how successful the employee was in meeting the criteria
established by the performance measures and the length of time the
employee performed in their job.
If an employee was absent from work for a significant portion of the
performance year, the percentage increase may be impacted. Employee
absences due to compensatory time, overtime leave, workers’ compensation,
military, Family and Medical Leave and Short Term Disability should not
influence the employee’s overall performance rating.
Probationary and Qualifying Periods
All new, regular employees must serve a probationary period of six months. This probationary period gives you time to learn the duties of the job and decide whether the job is right for you. During the probationary period, you must demonstrate your ability to satisfactorily perform the job for which you were hired. If your work is judged to be unsatisfactory, you may be dismissed at any time during the six-month probationary period.
During the probationary period, if you experience problems in performing the duties assigned to you or you have concerns about your performance, you should discuss these matters with your supervisor. Under unusual circumstances, the probationary period may be extended up to three months. However, no employee may remain on probation for longer than nine months.
Employees who have completed their six-month probationary period and who are subsequently transferred or promoted must serve a one month qualifying period in the new position. If during this time period it is determined that the employee is not qualified or the employee does not wish to continue in the new position, the employee will be returned to the previously held position, if available, or a comparable one in the department, if available, or be placed on a six-month leave of absence from the former department to be considered for available openings in the department and on the campus as they occur. If the employee does not find employment on the campus within the six-month period, the employee will be terminated
Acknowledging an employee’s performance in a timely manner will
either reinforce exceptional behaviors or clarify specifically for the employee
9
that their performance is not acceptable and needs improvement. All
performance, whether extraordinary, acceptable, or unacceptable should be
acknowledged and recognized periodically during the performance cycle.
However, for performance extremes (exemplary or substandard displays of
performance) and employee should receive formal, written recognition
immediately.
Supervisors are encouraged to formally recognize exemplary
performance during the rating cycle by documenting the incident(s) on an
Acknowledgment of Extraordinary Contribution form (see Appendix E,
Form # 5) or similar form developed by the agency. Reviewers must sign
these forms. It is important to differentiate between performance that is
expected of the employee and performance that far exceeds supervisory
expectations.
Employees must receive at least one documented Acknowledgment
of Extraordinary Contribution form during the rating cycle to be eligible
for this level rating on their annual evaluation. However, the receipt of an
Acknowledgment of Extraordinary Contribution does not guarantee or
necessarily warrant an overall annual rating of Extraordinary Contributor.
Supervisor should immediately identify poor, substandard or
unacceptable performance. Substandard performance on any core
responsibility or special assignment may result in a Need
Improvement/Substandard Performance form or similar form
developed by the agency (see Appendix E, Form # 6). Reviewers must
approve and sign these forms. An employee must receive at least one Need
Improvement/Substandard Performance form to be eligible for an
overall annual rating of Below Contributor.
Issuing this form requires that the supervisor develop an
improvement plan, with specific timelines, addressing the area(s) that
require immediate attention. Input should be solicited from the employee
in developing the improvement plan. A timeline for improvement must be
established and must be at least 30 days and no more than 180 days. Based
on the timeline established, the supervisor must re-assess the employee
based on the performance improvement plan.
In addition to the Performance Management Program, the
Commonwealth’s Standards of Conduct are also available to address
employee performance and conduct. The concept of “progressive
10
discipline” can assist supervisors in working with employee in improving
their performance. Supervisors would normally address first time minor or
marginal performance issues through performance counseling and coaching.
However, repeated and more serious performance or conduct issues may
result in further disciplinary actions.
Completing the Performance Evaluation
• Timelines for Performance Evaluations
The supervisor must have performance evaluations finalized for
employees that have completed a full 12-month performance cycle
(October 25th through the next October 24th ) by October 24 th , but not
before August 10 th . In completing the performance evaluation and arriving
at an overall performance rating, the supervisor should take into
consideration how successful the employee was in meeting the criteria
established by the performance measures and the length of time the
employee performed in their job.
If an employee was absent from work for a significant portion of the
performance year, the percentage increase may be impacted. Employee
absences due to compensatory time, overtime leave, workers’ compensation,
military, Family and Medical Leave and Short Term Disability should not
influence the employee’s overall performance rating.
Probationary and Qualifying Periods
All new, regular employees must serve a probationary period of six months. This probationary period gives you time to learn the duties of the job and decide whether the job is right for you. During the probationary period, you must demonstrate your ability to satisfactorily perform the job for which you were hired. If your work is judged to be unsatisfactory, you may be dismissed at any time during the six-month probationary period.
During the probationary period, if you experience problems in performing the duties assigned to you or you have concerns about your performance, you should discuss these matters with your supervisor. Under unusual circumstances, the probationary period may be extended up to three months. However, no employee may remain on probation for longer than nine months.
Employees who have completed their six-month probationary period and who are subsequently transferred or promoted must serve a one month qualifying period in the new position. If during this time period it is determined that the employee is not qualified or the employee does not wish to continue in the new position, the employee will be returned to the previously held position, if available, or a comparable one in the department, if available, or be placed on a six-month leave of absence from the former department to be considered for available openings in the department and on the campus as they occur. If the employee does not find employment on the campus within the six-month period, the employee will be terminated
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