There are many advantages to both supervisors and employees in having an effective performance planning and review process. The process should identify clearly what is expected of the employee, which in turn provides the opportunity to recognize good performance and identify areas that need corrective action or added training.
Four areas that must be identified in a performance plan are:
1. Job responsibility - what has to be done?
2. Performance measure - how will this be checked or measured?
3. Performance standard - how well must it be done?
4. Target date - when will it be checked?
When building a performance plan, you would obtain information in these areas from the job description and you would also look to the organization needs to clarify which duties have priority and the standard they must be performed to. An effective performance plan should outline results expected, performance measures, standards to be achieved and target dates for measurement.
Performance plans are usually prepared at the beginning of annual review period, or when an employee first starts their new job. Preparing for the initial planning meeting should be undertaken by both the supervisor and the employee. Both supervisor and employee should be reviewing the goals, objectives and needs of the work unit and looking at the current job description. The supervisor should list the things in the job that they intend to measure, and the standards you will measure to. The employee could write down the ways they think each of their tasks could be measured and how well each should be performed.
Performance objectives and results to be achieved should be focused on results and set in order of priority. Measures should be specific to each task, with clear standards which include dates and times when appropriate.
The next step in the process is providing regular feedback. The supervisor should be maintaining a log of performance facts, which will ensure that important issues are given the attention that is required and will help the formal review proceed in a more focused and potentially more positive way. The employee should also maintain a record of accomplishments and special achievements, or issues that need to be resolved. Discussion of these things during scheduled or spontaneous feedback sessions will allow resolution of problems in a timely manner.
Reviewing performance gives the supervisor and the employee the opportunity to look at results that have been achieved in relation to the original plan and standards of performance that were established. At this meeting, you should review all performance records and assess each task, discussing whether they met the standards of performance or not, and whether they exceed those standards. Review any outside factors that may have had an effect on performance. At this time, the supervisor should be identifying any areas where improvement may be necessary or performance could be enhanced. The employee should also have the opportunity to discuss areas where they could have used more help.
Another important aspect to completing this cycle is action planning. This is where the supervisor and employee would plan for any training that needs to occur, and could also be where you discuss career planning.
The completion of this cycle should illustrate to us that a positive atmosphere of working together is beneficial to both the work organization, the supervisor and the employee.
Four areas that must be identified in a performance plan are:
1. Job responsibility - what has to be done?
2. Performance measure - how will this be checked or measured?
3. Performance standard - how well must it be done?
4. Target date - when will it be checked?
When building a performance plan, you would obtain information in these areas from the job description and you would also look to the organization needs to clarify which duties have priority and the standard they must be performed to. An effective performance plan should outline results expected, performance measures, standards to be achieved and target dates for measurement.
Performance plans are usually prepared at the beginning of annual review period, or when an employee first starts their new job. Preparing for the initial planning meeting should be undertaken by both the supervisor and the employee. Both supervisor and employee should be reviewing the goals, objectives and needs of the work unit and looking at the current job description. The supervisor should list the things in the job that they intend to measure, and the standards you will measure to. The employee could write down the ways they think each of their tasks could be measured and how well each should be performed.
Performance objectives and results to be achieved should be focused on results and set in order of priority. Measures should be specific to each task, with clear standards which include dates and times when appropriate.
The next step in the process is providing regular feedback. The supervisor should be maintaining a log of performance facts, which will ensure that important issues are given the attention that is required and will help the formal review proceed in a more focused and potentially more positive way. The employee should also maintain a record of accomplishments and special achievements, or issues that need to be resolved. Discussion of these things during scheduled or spontaneous feedback sessions will allow resolution of problems in a timely manner.
Reviewing performance gives the supervisor and the employee the opportunity to look at results that have been achieved in relation to the original plan and standards of performance that were established. At this meeting, you should review all performance records and assess each task, discussing whether they met the standards of performance or not, and whether they exceed those standards. Review any outside factors that may have had an effect on performance. At this time, the supervisor should be identifying any areas where improvement may be necessary or performance could be enhanced. The employee should also have the opportunity to discuss areas where they could have used more help.
Another important aspect to completing this cycle is action planning. This is where the supervisor and employee would plan for any training that needs to occur, and could also be where you discuss career planning.
The completion of this cycle should illustrate to us that a positive atmosphere of working together is beneficial to both the work organization, the supervisor and the employee.
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