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, summarized 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 him.
- Develop and administer a coaching and improvement plan if the employee is not meeting expectations.
Immediate Preparation for the Performance Development Planning Meeting
- Schedule the Performance Development Planning (PDP) meeting and define pre-work with the staff member to develop the performance development plan (PDP).
- The staff member reviews personal performance, documents self-assessment comments and gathers needed documentation, including 360 degree feedback results, when available.
- The supervisor prepares for the PDP meeting by collecting data including work records, reports, and input from others familiar with the staff person’s work.
- Both examine how the employee is performing against all criteria, and think about areas for potential development.
- Develop a plan for the PDP meeting which includes answers to all questions on the performance development tool with examples, documentation and so on.
The Performance Development Process (PDP) Meeting
- Establish a comfortable, private setting and rapport with the staff person.
- Discuss and agree upon the objective of the meeting, to create a performance development plan.
- The staff member discusses the achievements and progress he has accomplished during the quarter.
- The staff member identifies ways in which he would like to further develop his professional performance, including training, assignments, new challenges and so on.
- The supervisor discusses performance for the quarter and suggests ways in which the staff member might further develop his 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 organization’s business plan, the department’s objectives and so on.
- Agree upon a measurement for each goal.
- Assuming performance is satisfactory, establish a development plan with the staff person, that helps him grow professionally in ways important to him.
- 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 commitments relative to the agreed upon development plan, including time needed away from the job, payment for courses, agreed upon work assignments and so on.
- The supervisor needs to act upon the feedback from departmental members and let staff members know what has changed, based upon their feedback.
- Forward appropriate documentation to the Human Resources office and retain a copy of the plan for easy access and referral.