31-21 Employee Performance Management System (EPMS) (SBTCE 8-4-100.1)

Procedure Description

DISCLAIMER

PURSUANT TO SECTION 41-1-110 OF THE CODE OF LAWS OF SC, AS AMENDED, THE LANGUAGE USED IN THIS DOCUMENT DOES NOT CREATE AN EMPLOYMENT CONTRACT BETWEEN THE EMPLOYEE AND THE SC STATE BOARD FOR TECHNICAL AND COMPREHENSIVE EDUCATION / THE SC TECHNICAL COLLEGE SYSTEM. THE STATE BOARD FOR TECHNICAL AND COMPREHENSIVE EDUCATION/THE SC TECHNICAL COLLEGE SYSTEM RESERVES THE RIGHT TO REVISE THE CONTENT OF THIS DOCUMENT, IN WHOLE OR IN PART. NO PROMISES OR ASSURANCES, WHETHER WRITTEN OR ORAL, WHICH ARE CONTRARY TO OR INCONSISTENT WITH THE TERMS OF THIS PARAGRAPH CREATE ANY CONTRACT OF EMPLOYMENT.

This procedure is in accordance with the regulations of the Department of Administration’s Division of State Human Resources (DSHR) for the establishment and administration of the Employee Performance Management System (EPMS).

I. GENERAL INFORMATION

A. Purpose

The primary purpose of the EPMS is to increase the overall efficiency of the agency by helping each employee to improve their own performance. Other important purposes include:

1. To encourage continued growth and development of all employees.

2. To identify employees who have potential for promotion.

3. To provide information to employees, supervisors, and managers to use in making work-related decisions.

4. To assist management in assigning work and delegating responsibility based on a mutual understanding of the employee’s skills and abilities.

5. To enhance other Human Resource Management administration components such as selection and classification.

6. To provide an accurate and objective method for evaluating employee performance.

7. To provide documentation to support recommendations for salary increases, promotions, reassignments, demotions, and terminations.

8. To maintain a documented history of the employee’s performance.

9. To recognize employee strengths and identify training needs.

B. Employees to be Appraised

All non-faculty employees (excluding presidents) who occupy FTE positions shall have their performance evaluated in accordance with the EPMS program.

The provisions of this procedure address the appraisal process of both probationary and covered employees. Although not mentioned specifically in this procedure, employees exempt from coverage under the State Employee Grievance Procedure Act shall also be given annual performance appraisals (with the exception of temporary employees).

Temporary grant and time-limited project employees are not covered by EPMS but they should receive regular performance feedback. The System Office/College may use the EPMS to provide feedback.

C. Orientation and Training

Orientation on the EPMS for all employees of the South Carolina Technical College System (SCTCS) is encouraged.

Supervisory employees should also receive training that will concentrate on the criteria for evaluating the individuals they supervise.

D. Retention and Dissemination

All performance appraisal documents shall become a permanent part of the employee’s official personnel record. The supervisor is encouraged to give the employee a copy of both the approved performance plan and appraisal documents at the time of discussion.

Upon request, however, the employee shall be furnished a copy of the performance appraisal document along with copies of the permanent attachments, including the performance plan and the final appraisal document. It is acceptable for the performance plan and appraisal documents to be created and maintained via a secure (password-protected) electronic system. If such a system is used, approval through the system will be considered the required signature of the employee, Rating Officer, and Reviewing Officer, referenced throughout this procedure. Employees shall be able to view and print the approved documents.

E. Documentation

Only the standard State of South Carolina form or other DSHR approved document format shall be used for EPMS purposes.

II. DEFINITIONS

A. Rating Officer

The Rating Officer is the employee’s immediate supervisor. All performance plan documents and performance appraisals shall be written by the Rating Officer who has first- hand experience or knowledge of the work being performed. The Rating Officer is responsible for the overall performance appraisal and for providing the employee with ongoing feedback on the performance of their duties and responsibilities. It is mandatory for all Rating Officers to be evaluated on the timely completion of each employee’s performance plan and performance appraisal.

Before the Rating Officer reviews either the performance plan or final appraisal with the employee, they must review the document with the Reviewing Officer (see Section II.B.). The Rating Officer will then schedule a conference for discussion of the document with the employee. Both the performance plan and appraisal document must bear the signature of the Rating Officer, the Reviewing Officer, and the employee (if possible). If an employee refuses to sign, a notation should be made on the document of this fact. If possible, the notation shall be witnessed by one signature of the Reviewing Officer or an employee of equal or higher band than the Rating Officer.

The Rating Officer may solicit informal feedback from multiple sources relevant to assist in evaluating the employee. These sources should be identified to the employee in the employee’s performance plan.

B. Reviewing Officer

The Reviewing Officer shall be the supervisor of the Rating Officer. The System/College President may designate additional levels of review. The Reviewing Officer is responsible for reviewing the performance plan and performance appraisal developed by the Rating Officer¹. The Reviewing Officer may provide comments on the success criteria selected and the overall rating. If agreement cannot be reached between the Rating Officer and Reviewing Officer, the Reviewing Officer may not change the overall rating, except with the approval of the System/College President before the appraisal is discussed with the employee.

C. Universal Review (UR) Date

Each College has the option to implement a UR date to plan and appraise employee performance annually. A UR date program permits the performance appraisals and performance plans for all non-faculty employees (excluding presidents) to be accomplished within a specific period and due on a common date specified by the System Office/College. Each College that chooses to implement a UR date must notify the System Office’s Human Resource Services (HRS) division in writing of the UR date to be used. HRS will notify DSHR of the System Office/Colleges using the UR date and any changes to UR dates. The date of the UR will be used every year until rescinded in writing, and all annual performance reviews will be completed by that date. The System Office/College will ensure that the previously established performance review date will be maintained.

1. Short Year Review - any performance review that evaluates an employee’s performance for a period of time less than twelve (12) months. (Exceptions: “Performance Improvement Plan” reviews.)

2. Short Year Employee Performance Plan - Any EPMS performance plan covering a period of time less than twelve (12) months.

3. Special UR Date Provisions

The following provisions only apply to short-year performance plans and reviews that occur ninety (90) days prior to a location’s UR date.

a. If job responsibilities have not substantially changed, the employee performance plan from the previous performance period may apply as the performance plan for the ‘short year’ performance period.

b. If job responsibilities have changed from the previous performance plan, then the employee should receive an updated performance plan document.

c. An employee who does not receive a performance appraisal prior to the end of the ‘short year’ performance period (prior to UR date) will receive a “Successful” rating by default.

d. An abbreviated (i.e. checklist-type) document may be used to evaluate the employee’s performance prior to the end of the ‘short year’ performance period. This abbreviated document should contain an overall appraisal rating for the ‘short year’ performance period, and the levels of performance ratings used on the abbreviated document should correspond to the type levels of performance rating outlined in this procedure as approved by DSHR.

III. LEVELS OF PERFORMANCE

A. Job Responsibilities (duties plus success criteria), Objectives, and the Overall Rating will be evaluated as follows:

UNSUCCESSFUL - Substandard work performance that is below the job requirements and expectations as evaluated according to the success criteria. Before this rating is given, a review process must take place that includes a performance improvement plan and meetings with the employee. (See Performance Improvement Plan, Section V.E.). Any employee who receives an overall rating of “Unsuccessful” must be removed from the position (reassigned, demoted, or terminated).

SUCCESSFUL - Work that meets the expectations and requirements of the assigned position throughout the rating period as evaluated according to the success criteria (see Section IV). Performance may fluctuate during the rating period to include exceeding the job requirements and expectations in some areas.

EXCEPTIONAL - Work that is consistently above the expectations and requirements of the job as evaluated according to the success criteria throughout the rating period. For the Overall Rating, a detailed explanation is required to support a rating of “Exceptional.”

B. Performance Characteristics

Performance characteristics, if used, should be evaluated as either “Pass” (meets requirements) or “Fail” (fails to meet requirements). It shall be mandatory for all supervisors or managers to be rated on the managerial performance characteristics.

IV. EPMS DOCUMENT

A. Employee Performance Plan

Within six (6) weeks of the beginning of the rating period, the Rating Officer and the employee should have a planning conference. The conference will include a review of job responsibilities, objectives (optional), and performance characteristics (optional for non-management employees). Additionally, success criteria should be reviewed for each job responsibility and objective (optional) if used. Job responsibilities and objectives should be updated as necessary for substantial changes in position requirements.

The Rating Officer should initially meet with the employee to discuss the performance plan and how it relates to the employee’s job responsibilities (and objectives, if used) for the upcoming year. After this discussion, the Rating Officer shall complete the performance plan. Prior to discussing the completed performance plan with the employee, the Rating Officer will meet with the Reviewing Officer to discuss the performance plan. Once the performance plan is approved by the Rating Officer and Reviewing Officer, the Rating Officer will meet with the employee to review the performance plan. It shall be mandatory for all Rating Officers to be evaluated on the timely completion of each employee’s performance plan and performance appraisal.

Each employee will certify that they have reviewed the performance plan. In those instances where the Rating Officer and employee cannot agree upon the items in the performance plan, the Rating Officer’s decision will be final. The employee should be given a copy of the performance plan by the Rating Officer so that they can reference the criteria during the rating period. Should substantial changes occur to the employee’s job during the rating period, the performance plan should be modified to incorporate such changes.

B. Success Criteria

Success criteria statements are required and must be defined for each job duty and objective on which an employee is evaluated. Success criteria are statements/explanations of factors that specify the level of performance necessary to obtain a “Successful” rating. Performance characteristics may be alternatively reflected through success criteria.

C. Job Responsibilities

A job responsibility is defined as a job duty plus related success criteria. Job responsibilities are those overall job responsibilities that are unique to a particular position description and relate specifically to an employee’s position, but generally not at a detailed level. The development of job responsibilities is the most critical aspect of developing criteria to evaluate the employee because it is job specific. Therefore, it is imperative that the employee’s performance plan be current and accurately reflects the duties and responsibilities of the position description. Success criteria must be defined for each job duty.

The Rating Officer will be responsible for developing job responsibilities after discussing the employee’s position description with the employee. During the review of the performance plan the Rating Officer and employee will have the opportunity to discuss the accuracy of the job responsibilities as they relate to the work performed by the employee. Should the Rating Officer decide to change the job duties to be evaluated, the Rating Officer will, in turn, modify the employee’s performance plan and position description to reflect the change; however, if just the success criteria is changed, only the employee’s performance plan will be modified to reflect the change. Should the Rating Officer feel that the job responsibilities accurately reflect the areas of responsibility desired in a particular position, no change will be made. In those instances where the Rating Officer and employee cannot agree upon the job responsibilities, the Rating Officer’s decision will be final. It shall be mandatory for all Rating Officers to be evaluated on the timely completion of each employee’s performance plan and performance appraisal.

It is suggested that, for the purpose of the performance plan and performance appraisal, no job responsibility should consist of less than ten percent (10%) of the employee’s specific job duties. Items of less than ten percent (10%) may be able to be evaluated together with other items. When Rating Officers are having difficulty developing job responsibilities, they should consult their Human Resources Officer for assistance.

D. Objectives

Objectives are those specific projects, programs or other nonrecurring issues that should be focused upon by the employee during the rating period. These projects, programs, or other non-recurring activities may be at the direction of the Rating Officer or jointly determined by the employee and Rating Officer.

Assignment of objectives to employees is optional; however, if used, success criteria must be developed for each objective. Objectives may be added or deleted during the rating period. Objectives should only be replaced or deleted if the objectives are no longer important or not a priority to the department. Objectives may be added if the completion date is within the rating period.

Objectives, if used, must be a factor in determining the overall employee performance rating and shall be rated based on the three (3) levels of performance.

E. Performance Characteristics

Performance characteristics may be used to clarify the expectation of the Rating Officer. If used, the performance characteristics selected may only be used as a communication tool to emphasize those items that are important to success in performing the job responsibilities (and objectives, if used) in the performance plan. The performance characteristics shall be given no weight in the determination of the overall performance rating. Ratings given on the performance characteristics should be either “Pass” or “Fail.” Comments should be made for any ratings of “Fail.”

In addition to general performance characteristics, management performance characteristics for supervisors and managers are also required. It shall be mandatory for all supervisors or managers to be rated on the managerial performance characteristics. Management performance characteristics are designed to evaluate supervisors and managers on their ability to plan, organize, control, motivate, develop, promote equal opportunity, and complete performance plans, and appraisals. All supervisors will be rated on each assigned management characteristic as either “Pass” or “Fail.” Additional management characteristics may be added if they relate specifically to the job.

F. Overall Summary

In the overall summary, the overall rating is determined, and space is provided for a Rating Officer to include written comments.

A written justification/rationale is required to be made by the Rating Officer for any employee whose overall performance rating is either “Exceptional” or “Unsuccessful.” Written comments are encouraged, but not required, for a “Successful” rating. An employee’s strengths and areas with opportunities for improvement relating to their performance during the rating period should be noted. The Rating Officer is encouraged to provide comments recommending actions to be taken by the employee or System Office/College to improve or maintain the employee’s performance or potential.

A separate written response may be made by the employee if they wish to express an opinion (agreement or disagreement) regarding the performance appraisal.

V. TYPES OF PERFORMANCE APPRAISALS

A. Probationary Performance Appraisal

The performance of each employee who has been given an original appointment shall be appraised prior to the completion of their probationary period of state service. The probationary period is the initial working test period of employment in an FTE position with the State of not more than 12 months duration. The probationary period may not be extended.² The probationary review date marks the beginning of a new review period. Failure to complete a performance appraisal prior to the end of the probationary period will, by default, automatically give the employee a “Successful” performance rating with all rights and privileges of a covered employee and permanent status in the class. Until an employee has successfully completed the probationary period and obtained covered status in the class, the employee has no grievance rights under the State Employee Grievance Procedure Act; therefore, a supervisor is not required to follow the “Performance Improvement Plan Process” prior to terminating a probationary employee. If an employee is not performing satisfactorily during the probationary period, the employee must be terminated before completing the probationary period and becoming a covered employee. The “successful” rating is the equivalent to the “meets” performance rating referenced in the State Employment Grievance Procedure Act.

If the System Office/College has a Universal Performance Review (UR), after satisfactory completion of the probationary period, a Short Year Performance Plan document and a Short Year Review may be required to transition the employee to the UR date.

B. Regular (Annual) Performance Appraisal

All covered employees shall have a regular (annual) performance appraisal no more than ninety (90) calendar days prior to their established review or UR date. The established review date is the employee’s review date as established in accordance with State Human Resources Regulations. The appraisal must be reviewed and discussed with the Reviewing Officer prior to discussion with the employee. The completed document should be forwarded to the Human Resources office at least twenty (20) calendar days prior to the employee’s established review or UR date. If an employee does not receive a performance appraisal prior to their established review or UR date, the employee shall be rated “Successful” by default. The performance review date marks the beginning of a new review period. A covered employee may not be issued an overall “Unsuccessful” appraisal during the annual review period without following the “Performance Improvement Plan” process.

D. Interim Performance Appraisals

An interim performance appraisal is one conducted during the rating period other than a probationary, trial, regular (annual), or short year (if applicable) appraisal. Interim appraisals may be used periodically to call attention to commendable items or areas with opportunities for improvement, to identify serious errors in an employee’s overall performance, or to simply give the employee feedback. For addressing substandard performance, see Section V, E. below. Interim performance appraisals must not be used to calculate retention points for reduction in force purposes.

E. Performance Improvement Plan Process for Covered Employees

Substandard performance is performance that is less than minimum performance requirements and will result in an employee receiving a formal rating of “Unsuccessful” unless improvement is shown. If during the performance period, a covered employee is considered “Unsuccessful” in any essential job responsibility and/or objective that significantly impacts performance, the Rating Officer, with approval of the Reviewing Officer, shall provide the employee with a written “Performance Improvement Plan.” In order to ensure that covered employees are given adequate notice of their substandard performance and are allowed the opportunity to improve such performance prior to receiving an “Unsuccessful” rating and being removed from the position, the following procedures shall be observed:

1. The performance improvement plan shall provide for an improvement period of no less than thirty (30) calendar days and no more than one hundred twenty (120) calendar days.

2. Normally, a performance improvement plan may not extend beyond the employee’s established review or UR date. However, the review date may be advanced to coincide with the “Performance Improvement Plan” dates. Should the UR date be advanced , and the employee receives a “Successful” or above rating on all essential job responsibilities and/or objectives that significantly impact performance as noted in the Performance Improvement Plan, the employee may require a Short Year Employee Performance Plan and a Short Year Review in order to move the employee back to the UR date.

3. Performance Improvement Plans shall:

a. Be in writing and labeled as a “Performance Improvement Plan.”

b. Be addressed to the employee whose performance is in question.

c. List job responsibilities/objectives that significantly impacts performance for which the employee’s performance has been determined to be “Unsuccessful.” Explain the deficiencies and list ways to improve such deficiencies.

d. Specify time periods for improvement and possible consequences if performance is not brought up to standard (reassignment, demotion, or termination).

e. Be presented to the employee for signature of acknowledgment and placed in the employee’s official personnel record. If the employee refuses to sign, the Rating Officer should have an appropriate witness attest to such.

f. Include that a rating of “Unsuccessful” shall result if performance is not brought up to standard in the time period specified.

g. Include a plan for meetings to discuss employee progress during the performance improvement period.

4. The Rating Officer must develop a performance improvement plan for approval by the Reviewing Officer. The Rating Officer should include the employee in drafting a performance improvement plan. The performance improvement plan should include a list of ways to improve the deficiencies and other appropriate performance-related recommendations. In those instances where the employee does not agree upon the timing and content of the performance improvement plan, the Rating Officer with the approval of the Reviewing Officer will make the final determination of the content and time period.

5. During the performance improvement period, the employee and the Rating Officer shall have regularly scheduled meetings during which they discuss the employee’s progress. Documentation is required to verify that these counseling sessions were held. Copies of this documentation shall be placed in the employee’s official personnel record and given to the employee upon request.

6. If the employee’s performance is rated “Successful” or above on all essential job responsibilities and/or objectives significantly impacting performance as noted in the written “Performance Improvement Plan,” by the end of the performance improvement period, employment shall continue. If the employee is rated “Unsuccessful” on any essential job responsibility and/or objective significantly impacting performance as noted in the “Performance Improvement Plan,” by the end of the warning period, the employee shall be removed from the position immediately (reassigned, demoted, or terminated).

7. Once a time frame for improving substandard performance has been given, the employee must be rated within that specified time or the employee will receive a “Successful” rating by default.

8. If an employee has been issued two performance improvement plans within a 365-day period and performance drops to a substandard level on any essential job responsibility(s) and/or objective(s) that significantly impacts performance for a third time within a 365-day period, the employee shall be removed from the position upon the third occurrence of such substandard performance by issuing the “Unsuccessful” performance appraisal and provided with a letter of reassignment, demotion or termination. Should an employee receive a second warning within a 365-day period, the employee should be provided notice of the possible consequences should performance deteriorate again. A performance improvement plan is not required on the third occurrence within a 365-day period.

9. The performance improvement process above is not required to terminate the employment of a probationary employee.

F. Review Date Changes

An employee’s performance review date shall be changed for the following reasons:

1. An employee on approved leave with or without pay for more than thirty (30) consecutive work days shall have his or her established review or UR date advanced one calendar day for each calendar day on leave, not to exceed ninety (90) calendar days after those first thirty (30) workdays, if the normal review date occurs within the period of approved absence

2. A covered employee who, within thirty (30) calendar days of his established review or UR date, receives a “Performance Improvement Plan” shall have the established review or UR date advanced to coincide with the “Performance Improvement Plan” dates.

Should the review date advance and the College has a UR date, a Short performance plan and Short Year Appraisal may be required to transition the employee to the UR date.

G. Other Options

1. A team evaluation may be substituted for individual performance appraisals.

2. The System Office/College may establish a numerical weighting system for evaluating employees.

3. The System Office/College may link the employee’s performance appraisal to the appropriate work unit’s mission, objectives, or training plans. When used, written statements of such mission, objectives, and/or training plans should be provided to the employee.

4. The System Office/College has the option to include a self-evaluation tool to be utilized by the employee within the 90-day evaluation time frame and just before the rater begins their part of the evaluation process.

5. Before implementation, items 1, 2, 3, or 4 above must have an implementation plan and policy reviewed by the Vice President of Human Resource Services of the System Office and item 1 must be approved by DSHR to ensure compliance with state regulations.

ADDENDUM #1

GENERAL PERFORMANCE CHARACTERISTICS

This addendum provides supervisors and employees with a list of general performance characteristics and definitions if they are used in the process of defining or clarifying supervisory expectations.

FUNCTIONAL QUALITIES

1. Technical Competence - Possesses necessary knowledge and skill to effectively perform duties and applies this knowledge appropriately. Acquires new knowledge, skills and abilities as required by the job.

2. Self-Management - Works with minimal supervision, manages own time effectively, maintains control on all current projects/responsibilities and follows up on all relevant issues.

3. Quantity of Work - The extent to which the employee produces an acceptable amount work in order to meet schedules and deadlines.

4. Quality of Work - The extent to which the employee neatly, thoroughly, and accurately completes job assignments according to established standards of quality. Continuously improves quality of work.

5. Problem Analysis - Able to identify problems and relevant issues and breaks problems into components. Sees relationships and alternative solutions and arrives at sound conclusions through logical process.

6. Accuracy of Work - The degree to which the employee makes minimum mistakes or errors that require correction.

7. Time Management - Employee is prompt in reporting for work and effectively and efficiently uses time to accomplish job tasks.

8. Safety - Follows established safety practices and corrects unsafe work practices.

9. Responsibility - Asks for work after completing assignments and does not make excuses but addresses problems squarely. Offers action plans to resolve problems.

10. Concentration - Able to put aside distractions and stays with a job until complete. Able to stick to assignments and gets results in spite of difficulties.

PERSONAL QUALITIES

11. Judgment - Reasons, compares, understands, and thinks rationally on the job. Makes quality work related decisions based on sound conclusions/data and separates facts from opinions.

12. Leadership - Reliable in guiding others to the accomplishment of objectives/responsibilities, development of teamwork, and the resolution of conflict/problems.

13. Initiative - Starts assignments without prompting and independently contributes ideas and projects. Sees and acts upon new opportunities. Thinks and acts independently and promptly addresses problems.

14. Dependability - Meets work schedules and fulfills job responsibilities and commitments. Consistently meets deadlines and follows instructions.

INTERPERSONAL QUALITIES

15. Teamwork - Works effectively and cooperatively with others to achieve organizational goals. Demonstrates responsiveness to organizational needs.

16. Adaptability - Adapts to job or organizational changes. Readily accepts new responsibilities and assignments.

17. Communication - Presents clear and accurate information (both verbally and written) to peers, leaders, and customers.

18. Customer Service - Effectively and efficiently anticipates and meets the needs of those served by continually assessing performance based on customer feedback.

19. Listening Skills - Asks meaningful questions and actively listens closely and respectfully before offering comments.

ADDENDUM #2

ADDITIONAL PERFORMANCE CHARACTERISTICS FOR MANAGERS

This addendum provides a list of required additional performance characteristics (with definitions) for those persons in managerial and supervisory positions. These required additional managerial performance characteristics should be included in the performance plan.

MANAGEMENT CHARACTERISTICS

MANAGEMENT QUALITIES

1. Planning and Organizing

Establishes a course of action for meeting an objective. Allocates resources and personnel for best effect and within budget limits. Develops schedules for activities and projects. Sets and observes priorities in order to avoid backlogged work. Effectively matches short term goals to contribute toward longer-range plans.

2. Controlling

Monitors, regulates, and facilitates employees’ activities; establishes and maintains effective procedures to monitor and control activities within the employees' responsibilities. Monitors the progress and results of delegated assignments and keeps informed of developments in area of responsibility.

3. Delegating

Allocates responsibilities to employees to help develop their career potential. Uses staff members effectively by delegating decision making and other responsibilities to the appropriate employee(s). Provides clear instructions and leadership so delegated tasks are properly completed. Where appropriate, establishes and empowers teams to improve work systems and processes.

4. Motivating

Creates an organizational climate and work environment in which employees can perform to the best of their abilities. Establishes employee motivation by giving employees timely and regular recognition and feedback for work performed. Ensures that employees are aware of the possibility of advancement and growth. Develops a sense of trust, respect, and responsibility.

5. Developing

Develops positive learning environments for both self and employees by identifying and providing continuing education and professional development opportunities to stay abreast of the current state of the art in one's field. Makes training projections based on current trends and future goals. Determines learning and training needs. Allocates resources to provide necessary training. Selects appropriate learning activities.

6. Performance Plan and Appraising Employee Performance

Administers EPMS program for subordinate employees on a timely basis.

¹ In extenuating circumstances (i.e. extended illness, vacancy) the Reviewing Officer shall serve as the Rater in the evaluation process with the approval of the System/College President or designee.

² Should an employee be promoted, demoted, reclassified or reassigned prior to completing a probationary period, the employee would start a new 12-month probationary period. However, at the agency head's discretion or designee up to six months of continuous satisfactory service in the previous class may be counted toward the employee's probationary period.