Performance Management Process
Performance
Prerequisites
Planning
Performance
Execution
Performance
Performance
Renewal and
Assessment
Recontracting Performance
Review
Prerequisites
A. Knowledge of the
organization’s mission and
strategic goals
B. Knowledge of the job in
question
A. Knowledge of mission
and strategic goals
Strategic planning
• Purpose or reason for
organization’s existence
• Where organization is going
• Organizational goals
• Strategies for attaining goals
Mission and Goals
Cascade effect throughout
organization
Organization Unit Employee
B. Knowledge of the job
Job analysis of key components
• Activities
• Tasks
• Products
• Services
• Processes
KSAs required to do the job
• Knowledge
• Skills
• Abilities
Job Description
Job duties
KSAs
Working conditions
Job analysis
Use a variety of tools
• Interviews
• Observation
• Questionnaires (available on
Internet)
Job analysis follow-up
All incumbents should
• review information and
• provide feedback
• Task
Frequency
Criticality
Performance Planning:
Results
Key accountabilities
Specific objectives
Performance standards
Key Accountabilities
Broad areas of a job for which
the employee is responsible
for producing results
Specific Objectives
Statements of outcomes
Important
Measurable
Performance Standards
“Yardstick” to evaluate how well
employees have achieved each
objective
Information on acceptable and
unacceptable performance, such as
quality
quantity
cost
time
Performance Planning:
Behaviors
How a job is done
Performance Planning:
Competencies
Measurable clusters of KSAs
Critical in determining how
results will be achieved
Performance Planning:
Development Plan
Areas for improvement
Goals to be achieved in each
area of improvement
Performance Execution:
Employee Responsibilities
Commitment to goal achievement
Ongoing requests for feedback and
coaching
Communication with supervisor
Collecting and sharing performance
data
Preparing for performance reviews
Performance Execution:
Manager Responsibilities
Observation and documentation
Updates
Feedback
Resources
Reinforcement
Performance Assessment
Manager assessment
Self-assessment
Other sources (e.g., peers,
customers, etc.)
Multiple Assessments Are
Necessary
Increase employee ownership
Increase commitment
Provide information
Ensure mutual understanding
Performance Review
Overview of Appraisal Meeting
Past
• Behaviors and results
Present
• Compensation to be received
Future
• New goals and development
plans
Six Steps for Conducting
Productive Performance Reviews
1. Identify what the employee has
done well and poorly
2. Solicit feedback
3. Discuss the implications of
changing behaviors
Six Steps for Conducting
Productive Performance Reviews
4. Explain how skills used in past
achievements can help overcome
any performance problems
5. Agree on an action plan
6. Set a follow-up meeting and
agree on behaviors, actions,
attitudes to be evaluated
Performance Renewal and
Recontracting
Same as/different from Performance
Planning
• Uses insights and information from
previous phases
• Cycle begins again
Performance Management Process
Summary: Key Points
Ongoing process
Each component is important
If one is implemented poorly, whole
system suffers
Links between components must
be clear