Performance management is a process intended to improve individual and organizational performance. Employees and their manager mutually establish goals and expectations that are specific, measurable, attainable and are linked to the goals of higher level management.
During the review cycle, the manager and the employee schedule at least three meetings:
Defining Define and establish goals for the entire review cycle.
Interim Assess progress made towards goals set during the defining meeting, or redefine goals if necessary.
Final Mutually create a written assessment or actual performance relative to the goals.
(The final review and subsequent defining meeting may be combined into one meeting, rather than two distinct meetings.)
The define sections on the first page of the Performance Management form are completed during the defining meeting.
The goals, established jointly by the manager and employee, should be specific, measurable, and attainable. The Performance Goals should be weighted, as appropriate.
At the end of the defining meeting, complete the line entitled, "Define Discussion Held" on the bottom of the first page of the form.
The review sections on the second page can be used for taking notes during the interim meeting. After completing the Interim Review, initial and date the interim review line on the bottom of the first page of the form.
During the final review meeting, the second page is completed to assess the performance against the goals.
The manager and employee should either schedule the defining meeting for the next review cycle, or discuss the goals for the next review cycle during the final review meeting.
After the final review meeting, the manager completes the overall assessment for the entire review cycle, based on the discussion during the final review meeting. After presenting the overall assessment to the employee, the employee and manager sign the last page of the form. The completed review form (both pages) are submitted to Human Resources and placed in the employee's personnel file.
Performance management is a process to encourage communication between management and employees. Therefore, discussions regarding performance should be conducted frequently.
Either the employee or the manager can initiate discussions on changing the Performance Management goals when business conditions/needs change. Note changes on the review form.
If there is a change in the reporting structure, the manager and the employee must document progress made toward the goals in the review section of the form. The discussion and documentation must be completed within two weeks of the change. A defining meeting must be held with a new employee within two weeks of the hire or transfer date.
Source: http://www.auxillium.com/VirtualHR/perfform.doc
Web site to visit: http://www.auxillium.com
Author of the text: indicated on the source document of the above text
CRITERIA 3: PERFORMANCE MANAGEMENT AND DEVELOPMENT SYSTEM
This chapter contains:
OVERVIEW
Performance Management is about establishing a culture in which individuals and groups take responsibility for the continuous improvement of business processes and of their own competences. It is about sharing expectations. Managers can clarify what they expect individuals and teams to do; likewise individuals and teams can communicate their expectations of how they should be managed and what they need to do their jobs. It follows that performance management is about interrelationships and about improving the quality of relationships - between managers and individuals, between managers and teams and is therefore a joint process.
Having a Performance Management & Development System in place will facilitate, at minimum, an annual review for all engineering professionals. This review, or Appraisal, combined with an overall Training Needs Analysis process, leads to the agreeing of individual CPD plans. These plans are designed to ensure the maintenance of key competences, in line with Organisation objectives. Like all good plans, they need monitoring and reviewing.
EVIDENCE FOR ACCREDITATION
3.1 Each engineer and technician has formal, documented, Performance review with supervisor (minimum annually)
HOW CAN YOU DO THIS IN PRACTICE?
3.2 Training Needs Analysis (T.N.A.) carried out
HOW CAN YOU DO THIS IN PRACTICE?
3.3 Individual CPD Plans Produced
HOW CAN YOU DO THIS IN PRACTICE?
3.4 Individual CPD Plans ‘rolled up’ into an overall Organisation Training Plan
HOW CAN YOU DO THIS IN PRACTICE?
3.5 Targeted CPD carried out in accordance with plan
HOW CAN YOU DO THIS IN PRACTICE?
3.6 Progress against plan checked periodically
HOW CAN YOU DO THIS IN PRACTICE
The Performance Management CPD cycle
PURPOSE OF PERFORMANCE MANAGEMENT & DEVELOPMENT SYSTEM
Get S.M.A.R.T.
Define clear S.M.A.R.T. objectives for each development priority. This will help when you come to measure how successful it has been. SMART = Specific, Measurable, Agreed, Realistic and Time Bound.
Tip: Individual CPD Plans
The individual CPD Plan should be a working document that is accessible to both the employee and manager. It can also form a great ‘springboard’ for discussions with a Mentor.
OTHER ASPECTS
Competency Frameworks and Performance Management
Competency Frameworks define the behavioural repertoire underpinning excellence in an organisation. They are certainly growing in popularity. When CIPD recently conducted a Learning & Development Survey it found: “Sixty per cent of organisations have a competency framework in place for their staff, and just under half (48%) of those who haven’t say they intend to introduce one in the next two years.”
For an employer, having a Competency Framework tailored to, and integrated within, their business processes can co-ordinate and support activities such that they are constantly aware of the available talent within the organisation. Management can plan, track and monitor the effectiveness of performance management, succession and career planning, recruitment, project team deployment, and learning and development. The framework itself allows people to grow in awareness of core competencies and then practice them, moving from novice to a level of independence and then, hopefully, expertise. Naturally as technologies and market situations change, so too the Competency ‘map’ can be reviewed to ensure the correct and relevant core competencies are being addressed through development activities.
Learning Management Systems and Performance Management
Larger employers are increasingly investing in integrated on-line systems, an element of which can incorporate Performance Management. A Learning Management System (LMS) is generally web-based. It can range from basic software, to manage the recording of training completed, to more sophisticated packages that encapsulate the entire learning experience, including Performance Management and multi-rater assessments (e.g. 360° performance reviews).
360° performance reviews
360° performance reviews take place in many leading CPD Accredited organisations. Where once the tool was viewed as a ‘remedial’ measure, the demand for 360° feedback is growing rapidly as managers realise the value of the insights which can be gained.
A good 360° feedback system requires performance data to be generated from a number of sources, which can include the person to whom the individual being assessed reports, people who report to them, peers (team colleagues or others in the organisation), and internal and external customers. It can also include self-assessment. 360° feedback is an excellent self-development and Management Development tool and is felt to provide a more rounded view of people, with less bias than if an assessment is conducted by one individual.
Normally, eight to 10 people fill in questionnaires describing the individual's performance. Often, the individual fills in a questionnaire for themselves too, assessing their own performance. Ideally the whole process should be anonymous. On-line tools make this possible at little expense. The questionnaire usually consists of a number of statements rated on a scale, for example from one to five, and often includes the opportunity to add free text comments. The report should summarise the answers given. It often shows the actual ratings given for each question and for each competency, and any written comments.
The most helpful feedback reports:
In choosing a provider (or providing the service in-house) it is important to ask the questions that will result in a system that fits your business, and complies with regulatory requirements and best practice.
BENEFITS OF 360° FEEDBACK AT MANAGEMENT LEVEL
GOOD PRACTICES
Standard Good Practices
Advanced Good Practices
THREE THOUGHTS
Good Practice Checklist for Performance Management
For Managers
Before Appraisal
|
Responsibility |
Date to be completed by |
Notify all staff of appraisals completion deadline |
|
|
Arrange suitable date & time with employees |
|
|
Send appraisal form to employees |
|
|
Set time aside for preparation |
|
|
Review previous appraisal evaluation form |
|
|
Evaluate objectives |
|
|
Set new objectives |
|
|
Develop summary comments ahead of appraisal meeting |
|
|
CONDUCT APPRAISAL MEETING
After Appraisal
|
Responsibility |
Date to be completed by |
|
Merge employees comments with Managers |
|
|
|
Send to employee for their consideration |
|
|
|
Arrange meeting with employee to discuss |
|
|
|
Edit if required |
|
|
|
ensure all terms are agreed by both parties |
|
|
|
Sign off evaluation form |
|
|
|
Send to Human Resources Department for filing |
|
|
|
For Employees
Before Appraisal:
ATTEND APPRAISAL MEETING
After Appraisal:
Personal Development Plan
What are the objectives for development this cycle?
1 – Business Goals:
2 – Personal Goals:
CPD Plan - may include internal/external training, educational assistance, special projects or assignments, site visits, structured reading, involvement with professional institutions, attaining professional titles etc.
Web site to visit: http://www.auxillium.com
Author of the text: indicated on the source document of the above text
If you are the author of the text above and you not agree to share your knowledge for teaching, research, scholarship (for fair use as indicated in the United States copyrigh low) please send us an e-mail and we will remove your text quickly. Fair use is a limitation and exception to the exclusive right granted by copyright law to the author of a creative work. In United States copyright law, fair use is a doctrine that permits limited use of copyrighted material without acquiring permission from the rights holders. Examples of fair use include commentary, search engines, criticism, news reporting, research, teaching, library archiving and scholarship. It provides for the legal, unlicensed citation or incorporation of copyrighted material in another author's work under a four-factor balancing test. (source: http://en.wikipedia.org/wiki/Fair_use)
The information of medicine and health contained in the site are of a general nature and purpose which is purely informative and for this reason may not replace in any case, the council of a doctor or a qualified entity legally to the profession.
The texts are the property of their respective authors and we thank them for giving us the opportunity to share for free to students, teachers and users of the Web their texts will used only for illustrative educational and scientific purposes only.
All the information in our site are given for nonprofit educational purposes