Administrative Services, Operations and Organizational Change Management Unit

Of the annual performance evaluations submitted during the quarter, the % submitted on or before the end of the grace period

75.7%SFQ4 2022

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Notes on Methodology

  • DVHA Senior Management Team
  • DVHA Management Team
  • Managers/Supervisors
  • Administrative Staff
  • Staff
Story Behind the Curve

This measure is important because performance management is an effective supervisory tool that can enhance the productivity and motivation of employees. Clear job responsibilities and expectations are established in relation to organizational goals and objectives.

Historically across the agency and our department, engagement in the evaluation process has been significantly low. The Administrative Services Unit, with the support of leadership, have communicated to managers and supervisors the importance of evaluations and how they help promote employee engagement, productivity and motivation for our workforce.

The trendline reflects a dramatic spike in completions in quarter three of State fiscal year 2019. At this time, we first began reporting on this measure. This was coupled with strong senior leadership support. Since that time, we have seen a continuous drop in completed evaluations. This tells us that continuous reflection, attention, and support from the top down is important in holding people accountable for their staff evaluations. In quarter four of State fiscal year 2020, we started to see a drop in completions, some a direct result of COVID.  It will be interesting to see how the trendline is impacted by COVID absences, FMLA, or just an overall increase in workload leading to a drop in timely evaluations.

Narrative last updated:  11/06/2020


At the end of State fiscal year 2020, we put together data for senior leadership as well as each of the unit directors on the management team. In the fiscal year recap, we displayed the percentage of evaluations completed, the percentage not completed and a list of the staff whose evaluations were not completed. In this communication, we also copied the senior leadership team member who the director reported up to. This strategy was requested by the Commissioner and has helped shed a direct light on those units that have been struggling to prioritize evaluations. Hopefully this reminds directors that we do closely monitor evaluations and helps incentivize them to complete them.

Scorecard Result Container Indicator Measure Action Actual Value Target Value Tag S R I P PM A m/d/yy m/d/yyyy