This document provides an overview of performance development (PD) and the performance development process. It discusses: - The history of PD, which began in ancient China and was later introduced in the US in the late 19th century. - The purposes of PD, which include evaluation, compensation/staffing decisions, development, and feedback. - Descriptors for rating employee performance on a scale, including expectations for different rating levels. - Guidance on communicating ratings to employees, including owning the rating, explaining the evaluation criteria, and focusing on development. - Key components to include in a PD plan such as objectives, development actions, and future focus.

1. For Middle and Senior Managers. Presented at Tanzania Women Bank @2013
Abias A Mayalu
Mob: +255 767 210 879
Email: mayalu.as@hotmail.co.uk

2. PD Historical Overview
In 1883, the
New York
City Civil
Service in
USA
introduced a
formal PA
Programme
shortly after
WW1.
Formerly, it
began in China
between 261-
265 A.D, where
an Imperial
Rater appraised
the
performance of
the official
family.
In an informal
sense, PA is as
old as
mankind
itself.

3. PD Historical Overview
During WW1 the US
Army (Walter Dill
Scott) adopted the
“Man-to-man”
rating system
purposely to
evaluate military
personnel. By this
time it was
referred to as
“merit rating”.
In the early fifties,
the attention
shifted to the PA of
technical,
professional and
managerial
personnel.
From then the PA
philosophy has
undergone
tremendous
changes, hence
change of names
such as; PA,
OPRAS,MR, BA,
EE,PR, SA, PD etc.

4. PD
What is
Performance
Development?

5. What is Performance Development?
A systematic evaluation of employees by supervisor/line
manager or those familiar with their performance.
A systematic and objective way of judging the relative worth
or ability of an employee in performing his/her task.
It is the bank of the river that dictates water movement.
“…if you do not know where you are going, you are likely
to end up somewhere else…”

6. Purpose of Performance Development
Evaluative
Compensation
Decisions.
Staffing Decisions.
Talent identification.
Evaluate Selection
system.
Transfer/termination.
Right attitude
evaluation.
Developmental
Determine training &
dvt needs.
Performance Feedback
for Improvement.
Employee/manager
engagement.
Establish research basis
for future decisions.

7. Rating Descriptors
Exceptional (A-
performance or 5
as the top
performers)
Performance
consistently exceeds
expectations in all
areas of
responsibility
Consistently
recognised as a role
model of a company
desired behaviours
Delivers to the highest
quality and upholds a
strong control
environment.
Consistently
outperforms peer
group – makes an
exceptional
contribution to the
team’s success

8. Rating Descriptors cont….
Above
expectations (B+
performance or
4)
Performance frequently
exceeds expectations in
all essential areas of
responsibility
Frequently identified as
a role model of a
company desired
behaviours
Consistently delivers
high quality work and
upholds a strong control
environment.

9. Fully
meets
expecta
tions (B
perform
ance or
3)
Performance
consistently
meets
expectations
in all
essential
areas of
responsibility
and may
exceed in
some areas
Consistently
demonstrates
Company’s
desired
behaviours
Consistently
delivers
quality work
and upholds a
strong control
environment.
Performance
is in line with
peer group –
makes a
valuable
contribution
to the team’s
success

10. Rating Descriptors cont….
Meets some expectations (C
performance or 2)
Performance meets expectations in some
areas but fails to meet one or more essential
areas of responsibility
Demonstrates most of company desired
behaviours but with scope to improve
Delivery levels are inconsistent and/or
improvement needed to strengthen the
control environment
Performance is often below that of peer
group – makes only a limited contribution to
the team’s success

11. Rating Descriptors cont….

12. Rating Descriptors cont….
New
Joiner (N)
Employees
who have
joined the
group in the
three
months
prior to
half-year or
full-year
review.

13. Rating Descriptors
cont….

14. Plan for
a
discussi
on –
Schedule
time with
each of
your
direct
reports
to have
an open
and
honest
conversat
ion
Be
specific
– Relate
the
discussion
to the
individual
’s
objective
s – which
have they
exceeded
, met or
failed to
meet
Be
future
focused
– Use the
meeting
to look
forward –
what can
be done
to
maintain/
improve
performa
nce for
Year-end

15. Communicating ratings – general principles cont….
When communicating
ratings, please own
the rating and explain
clearly to the
colleague receiving
the feedback the
reasons for the
decision. Any
questions from
colleagues must be
answered clearly
Please explain that
performance is rated
on two levels:
• The colleague’s
performance is first
rated against their
PD objectives
• Each colleague’s
performance is then
reviewed relative to
colleagues in similar
grades and/or
similar jobs
The final part of the
feedback must focus
on the colleague’s
development with the
greatest emphasis
being placed on role
related development
actionsKey message to be
conveyed where
performance has
declined.
Explain that
performance
fluctuation is a fact of
life and that although
the colleague may be
alarmed, there is not
deep concern amongst
management about the
colleague’s
performance
Encourage the
colleague to refine
their approach as it
is clear that they
have what it takes
to be counted
amongst the “best
of the best”

16. PD Plan Components

17. END
Discussion &
Questions.
Thanks all
Ephesians
3:20