2.070 - Performance Evaluation

Effective Date: 07/01/19

A vital tool in maintaining the professionalism of the Seattle Police Department is an effective system of evaluating employee performance. Performance evaluations allow supervisors to evaluate whether subordinates are performing the job they were hired and/or promoted to do; measure the quantity and quality of their work; provide rewards for exceptional work; coach employees to grow and develop; identify specific problems and corrections to improve deficiencies.

Performance evaluations create an opportunity for supervisors to gain a deeper understanding of employees’ attitudes and strengths. In return, this will allow employees to know exactly how they are performing and what they can do to improve their value to their peers, the department, and the community.

This policy applies to all employees except where specifically directed at the categories of sworn, non-sworn, and temporary employees.

2.070 POL – Preparing and Delivering Performance Evaluations

1. Supervisors Complete Performance Evaluations for Their Subordinates

Captains or their non-sworn equivalents delegate evaluations for each employee under their command. Typically, this is the employee’s immediate supervisor.

Captains will ensure supervisors complete evaluations on time and will review content prior to submission to the Human Resources Section.

2. Supervisors Continually Monitor Employee Performance

Throughout the evaluation period, supervisors will use the applicable evaluation system to document notable incidents or events involving employees. Ratings above or below standard should include documentation and specific examples of behavior.

Evaluators will use the ratings, measurements, and procedures established in E3 or the Performance Appraisal System.

3. Employees will be Notified by their Chain of Command When Their Performance is Deemed Unsatisfactory

Supervisors will normally give such notification prior to completion of the evaluation cycle.

4. Evaluations Follow a Schedule

Sworn Employees

- Probationary sworn employees in Phase I Training (Police recruits) are evaluated by the State Criminal Justice Training Academy through the Basic Law Enforcement Training program or an appropriate training program conducted or contracted by the Department.

- Probationary sworn employees in Phase II Training (the Field Training Program) receive evaluations according to the Field Training and Evaluation Program standards.

- Probationary sworn employees in Phase III Training will receive an Alternate Weekly Observation Report completed by the assigned Field Training Officer (FTO) and a monthly FTO Supervisor’s Report.

- Non-probationary sworn employees receive evaluations a minimum of once per year, within 20 days of the employee’s hire date.

Non-Sworn Employees

- Probationary employees receive evaluations every three months.

- Non-probationary employees receive evaluations once per calendar year.

- Employees placed on the Special Evaluation Cycle who are chronically performing at a deficient level receive evaluations every three months.

- Temporary employees do not receive performance evaluations.

5. Supervisors Will Provide Completed Performance Evaluations to Employees and Meet to Discuss

After completing evaluations, supervisors will meet with their subordinates individually to provide a copy of the evaluation and discuss the employee’s performance.

During the discussions employees may ask questions concerning the evaluations and may make written comments on the evaluation in the space provided.

Once the evaluation discussions have taken place, the chain of command will review the evaluations before forwarding them to Human Resources.

6. Employees May Request an Evaluation Appeal

An employee may appeal an evaluation if the employee believes that the ratings or comments are inaccurate or unjustified and should be modified or removed. The employee requests the appeal as outlined in the employee’s collective bargaining agreement (CBA). If a CBA does not apply, the appeal goes through the employee’s chain of command.