Performance Management Planning


If your goal for the performance appraisal is employee development and organisational improvement, it is worth considering a performance management system. As part of that system, consider the checklist below to guide your participation in the performance management and development process.


The checklist can also help in a more traditional performance appraisal process. 


Preparation and Planning for Performance Management

For the best results, each of these steps is optimised with the participation and cooperation of the employee.


Performance Management and Development in the General Work System


  • Define the purpose of the job, job duties, and responsibilities
  • Define performance goals with measurable outcomes
  • Define the priority of each job responsibility and goal
  • Define performance standards for key components of the job
  • Hold interim discussions and provide feedback about employee performance, preferably daily, summarised and discussed, at least, quarterly. (Provide positive and constructive feedback)
  • Maintain a record of performance through critical incident reports. (Jot notes about contributions or problems throughout the quarter, in an employee file)
  • Provide the opportunity for broader feedback. Use a 360 degree performance feedback system that incorporates feedback from the employee's peers, customers, and people who may report to them
  • Develop and administer a coaching and improvement plan if the employee is not meeting expectations


Immediate Preparation for the Performance Development Meeting

  • Schedule the Performance Development Planning meeting and define pre-work with the employee to develop the performance development plan (PDP)
  • The employee reviews personal performance, documents "self-assessment" comments and gathers needed documentation, including 360 degree feedback results, when available
  • The supervisor prepares for the meeting by collecting data including work records, reports, and input from others familiar with the employee's work
  • Both examine how the employee is performing against all criteria, and think about areas for potential development
  • Develop a plan for the meeting which includes answers to all questions on the performance development tool with examples, documentation etc


The Performance Development Process Meeting

  • Establish a comfortable, private setting and build rapport with the employee
  • Discuss and agree upon the objective of the meeting, to create a performance development plan
  • The employee discusses the achievements and progress they have accomplished during the quarter
  • The employee identifies ways in which they would like to further develop their professional performance, including training, assignments, new challenges etc
  • The supervisor discusses performance for the quarter and suggests ways in which the employee might further develop their performance
  • Add the supervisor's thoughts to the employee's selected areas of development and improvement
  • Discuss areas of agreement and disagreement, and reach consensus
  • Examine job responsibilities for the coming quarter, and in general
  • Agree upon standards for performance for the key job responsibilities
  • Set goals for the quarter
  • Discuss how the goals support the accomplishment of the organisation's business plan, the department's objectives etc
  • Agree upon a measurement for each goal
  • Assuming performance is satisfactory, establish a development plan with the employee, that helps them grow professionally in ways important to them
  • If performance is less than satisfactory, develop a written performance improvement plan, and schedule more frequent feedback meetings. Remind the employee of the consequences connected with continued poor performance
  • The supervisor and employee discuss employee feedback and constructive suggestions for the supervisor and the department
  • Discuss anything else the supervisor or employee would like to discuss, hopefully, maintaining the positive and constructive environment established thus far, during the meeting
  • Mutually sign the performance development tool to indicate the discussion has taken place
  • End the meeting in a positive and supportive manner. The supervisor expresses confidence that the employee can accomplish the plan and that the supervisor is available for support and assistance
  • Set a time-frame for formal follow up, generally quarterly


Following the Performance Development Process Meeting

  • If a performance improvement plan was necessary, follow up at the designated times
  • Follow up with performance feedback and discussions regularly throughout the quarter. (An employee should never be surprised about the content of feedback at the performance development meeting)
  • The supervisor needs to keep to commitments agreed upon in the development plan, including time needed away from the job, payment for courses, agreed upon work assignments etc
  • Forward appropriate documentation to the Human Resources office and retain a copy of the plan for easy access and referral


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