Reference Civil Service Rules, Ch.10. Maine law requires that state employees be evaluated at least annually. Civil Service Rules and Civil Service Bulletin 10.4C enables all employees to fully understand their job responsibilities and performance expectations, to understand how their contributions help their organization to meet its goals and objectives, and to identify employee development needs. Civil Service Bulletin 10.4C (07/01/97), superseded Personnel Bulletins 10.4, 10.4A, and 10.4B.

The performance management system is intended to: (A.) relate performance objectives to organizational goals and objectives so that all employees understand how their jobs contribute to the success of the organization. (B.) provide planning and evaluation for each employee’s performance expectations and developmental needs as they relate to the overall effectiveness of the organization. (C.) foster accountability to assure that job responsibilities are well defined and are being met. (D.) foster employee-supervisor discussions about organizational goals and objectives, continuous improvements of work methods, individual job expectations, job performance, and employee development needs.

State law requires that managers document satisfactory performance in order for employees to progress from step to step in their salary range. Beyond the statutory requirement, the performance management system: (A.) provides an opportunity to develop the employee’s understanding of how his or her job contributes to organizational goals and objectives; (B.) enhances an employee’s understanding of how his or her performance compares with established expectations; (C.) identifies key behaviors and traits that contribute to the organization; (D.) assesses work unit efficiency and effectiveness; (E.) defines and alters individual responsibilities and expectations to meet changing goals and objectives; (F.) provides an early identification of potential problems; (G.) documents performance and builds on success.

Informal Performance interviews should be conducted by direct supervisors constantly. Formal evaluations should be conducted upon initial appointment, appointment to another position (promotion or transfer), change in raters, resignation, at the beginning of each performance review period or at the request of the supervisor or employee to discuss progress toward, or changes to, previously established expectations. For permanent employees, performance interviews should be held at least once per year, prior to the employee’s performance review date. Supervisors should ensure that performance conferences are private and absent of interruptions. Merit increases must be processed as expeditiously as possible to ensure payment of the increase in the pay period that it is earned.

Supervisors must provide probationary employees who are on initial probation with an assessment of progress after three months of employment. Supervisors must complete the performance management form prior to the end of the employee’s probationary period in order to recommend permanent status, extension of probation, or termination.