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Park County staff consider new performance-management template emphasizing continuous feedback
Summary
County department heads discussed a proposed performance-management template that emphasizes ongoing one-on-one feedback, ties evaluations to job descriptions and organizational values, and would be piloted with volunteer departments before wider rollout.
The presenter outlined a new approach to employee performance management at the Park County department-head meeting on Aug. 21, emphasizing regular manager–employee conversations and clearer expectations.
The presenter said performance management "should be an ongoing conversation" and contrasted that with formal performance evaluations, which are "a component of performance management" used to assess performance over a specific period. She told department heads that "our employee handbook currently does not require managers to conduct performance evaluations," adding that elected officials retain autonomy under the current policy.
Why it matters: the presenter argued that regular check-ins reduce turnover and improve alignment with county goals. She cited a statistic used in the presentation that "employees who have regular 1 on 1 check-in with their managers are 35% less likely to leave the organization." The template is designed to be customizable by department, tied to up-to-date job descriptions, and grounded in the county's stated organizational values.
The template would include sections for core-value alignment, overall performance and development, and an "additional comments" field to capture collaborative takeaways that become part of the personnel record. The presenter said drafts should be sent to HR for review "for consistency and form content" before finalizing and placing documents in personnel files.
Next steps: the presenter proposed a pilot program with three or four volunteer departments to test the template and suggested the presenter would circulate an edited draft and summary email within a week for further feedback.
