1. QF Software, INC. Performance Management System
Company Mission, Vision, Values
Our missionatQF Software,INC.istocreate maximumvalue forourcustomersandstakeholdersby
operatingacutting edge software designcompanythatemploysthe most highlytalenteddesignersand
engineersfromaroundthe world.Itisourgoal to ensure thatQF Software becomesahighlysustainable
and profitable businesstoprovide maximumROIforall of our investorsandshareholdersforyearsto
come.
At QF,we envisionafuture where everydaylife ismade easierandmore efficientthroughthe use of our
software applications.Ourengineersdesignappsforanumberof usesfrom conferencingappsto
applicationsthatcanbe usedinthe medical field.Ourgoal isto have our software beingusedby
individualsfromall walksof life.
Our companyvaluestechnologyinnovation,whichmeanswe onlyhire the mosttalentedindividualsto
become partof our family.We alsovalue sustainability,botheconomicandenvironmental.We go
above andbeyondto ensure thatwe create maximumvalue forourstakeholdersandshareholders,
while simultaneouslyreducingourcarbonfootprinttoitssmallestpossible size. Communityis
somethingelsethatvalue stronglyatQFSoftware,INC. We are currentlyinthe processof startinga
communityoutreachprogram,sothat we may give backto the communitythathasalreadygivenso
much to us.
Performance Management System Strategy
Our strategyis to create a directlinkbetweenemployeeperformance andcompanygoals,andto make
the newhire’scontributiontothe companyexplicit. Thiswill leadtoreducedturnover,highermorale,
and increasedproductivity.
HR Specialist Job Description (Exempt)
The designof the job descriptionisdone throughdatacollectionfrompriorHRSpecialists,supervisors,
peers,subordinates,customersandfromrecordsthat have beencollected.The jobisHumanResource
Specialist/Recruiter.The purpose of thispositionistorecommend,develop,execute,monitor, and
evaluate the recruitmentstrategiesof the company. We have toknow the essentialfunctionsof the HR
Specialistandthe behaviorsnecessarytoachieve thosefunctionsinordertodesignthe performance
managementsystem.
Essential Functions:
Legal Compliance
 observesrecruitmentandtalentacquisitionbestpractices
 tracks applicants

2.  preparesannual affirmativeactionreport
 initiatesrecruitingactivitiesinsupportof AA requirements
 complieswithall applicable state andfederallaws
Partnershipand Communication
 partnerswithhiringmanagers
 developsandupdatesjobdescriptions
 ensuresjobrequirements are accurate foreach position
 participatesinsuccessionmanagementprocessestomeetcurrentandfuture needs
Staffing
 sourcescandidatesusinginternalandexternal resourcesandtools
 screensapplicantsagainstjobrequirements
 initiatesbackgroundandreference checks
 executesall aspectsof the formal joboffer
 buildsa pipeline of talenttomeetshortandlongtermworkforce projections
Financial Stability
 sustainsaneffective recruitmentprocess
 savestime and cost of hire forall positions
 linksrecruitmentandstaffingstrategiestoretentionandturnoverratios
Performance Management System and Legal Compliance
Thissystemhasthe abilitytoattract,motivate,andretainthe besttalent.Toensure a long-term
commitmenttothe systemitmusthave the supportof top management.Alongwithsenior
managementsupport,ouremployeeshave tobe able totrust theirmanagers. We gaintheirtrust
throughconsistencyinpractice andaction.It isour policyto awardour top performerswithmeaningful
raises, promotional opportunities,increasedautonomy,jobsatisfaction,andtraining. Managers
measure employee performancewith accurate andtimelyperformance appraisals. The systemmust
satisfy legal needs. Legal issues affecting the system include employment at will, negligence, defamation,
misrepresentation,adverse impact,andillegal discrimination. Ourcompanyisincompliance withthe
Equal Pay Act of 1963, Civil RightsActof 1964, Age DiscriminationinEmploymentActof 1967, and
AmericanswithDisabilitiesActof 1990.
Performance Appraisal Process
Performance Plan:
The year- longprocessbeginswhenthe new hire andmanagermeetona one-on-one basis todiscuss
goalsand developaperformance plan. The performance planwill be committedtowritingandconsist
of smartgoals.
 Specific How much will be achieved?
 Motivational Will itleadto increasedproductivity?
 AgreedUpon What isthe level of commitment?
 Relevant Are the goals relatedtothe essential functionsof the job?
 Trackable How will we know whengoalsare achieved?

3. Followup on Commitments:
In the followingtwomonthsthe managerneedstogetthe new hire whatisneededtodothe job.The
managerneedstobe accountable toprovide the supportneeded forthe new hire tosucceed.Following
up on commitments showsthe new hirethatthe managerisproactive andit’simportantto meetthe
agreedupongoals.
Processand ContentEvaluation:
Once four monthshave passeditistime to evaluate the performance plan basedonthe following:
 Is the processworking?
 Are goalsbeingmet?
 Is the managersatisfiedwithemployee performance?
 Are there anyperformance relatedproblems?
The workermust be heldaccountable forachievinggoals. The managerjudgesthe worker’sbehavioras
beingbeneficialornotfor the company.Are the worker’sbehaviorsalignedtoachieve the goalsthat
were set,andis the workermotivatedtoachieve those goals? The managermustgive the worker
feedback.The feedbackincludespraisingthe workerforgoodperformance aswell asconstructive
feedback. The managermayprovide informationfortraininganddevelopmentdecisionsaswell as
possible promotionalopportunities. Alsodiscussedare special projectsif the workerneedstobe
challenged.
Performance Plan Revised:
Six monthsintothe processthe managerputs the revisedgoalsinwritinganddevelopsanactionplan.
Thisis whenthe previousgoalsare restructured.Itistime toimplementthe trainingneededsothe
workercan do the jobwell,orspecial projectsinordertochallenge andmotivate.
Data Collection:
Eightmonthsfrom the start of the processthe managerwill conducta 360 degree survey.Feedbackwill
be collectedfromsupervisors,self,peers,subordinates,clients,vendors,andHRprofessionalsregarding
the overall performance of the worker.The manager will alsolookatcritical incidentreportsthathave
been documented the last eight months. These documents are a formal set of notes that identify history,
causes,results,extraordinarycircumstances,andall the managerknowsaboutthe incident. The records
are accurate andtimely,the managerdoesnotrelyonmemory. Itis time consuming,butitallowsthe
managerto focuson behaviorsexhibitedbythe workerthatare especiallyeffective orineffectivein
doingthe job.
Plan for Appraisal Interview:
Tenmonthsintothe processthe managerwill startto planfor the appraisal discussion.The manager
mustreviewthe goals,andfigure outwhatthe worker’syearhas beenlike.Allemployee documents,
records,forms,andcritical incidentsthatwere collectedwillbe lookedatandevaluated.The manager
will use abehavioral scale tomeasure employeeperformance basedonthe recordsof critical incidents
kepton the employeeandadisplayof the necessarybehaviorstoachieve the performance dimensions
of HR Specialist/Recruiter. The companyfindsthe ratingscale onthe followingpage tobe practical and
useful.Itgivesaclearquantificationof performance sothe managercanprovide feedbacktothe

4. employeeforimprovedperformance.Fromthe validationstandpoint,the workerisevaluated basedon
the behaviorsnecessarytodothe job.It createsa directlinkbetweenemployee performance and
organizational goals,andmakesthe employee’scontributiontothe companyexplicit.Ourratingscale is
1 – 3 in orderto reduce central tendencybias.Once the numbersare addedup,the managerwill match
the score againstthe company’sstandardizedsalaryincreasestructure.Recommendationswill be made
to top managementtorewardthe employee basedonthe score receivedonthe behavioral ratingscale
to measure performance.
Formal Appraisal Interview:
Afterone yearhas passeditistime for the formal appraisal interview.The managerandthe workersit
downto discussthe worker’sstrengthsandweaknesses,alongwithsuggestionsforimprovement.The
managerwill review andupdate the jobdescription,andthe employee will be askedtofill outan
employeejobdescriptioninputform.Afterthe appraisal interviewthe workergoesbacktothe joband
the processstarts all overagain.The appraisal is a continuousprocessthattakesplace everyyearsoitis
consistent.
Behavioral Rating Scale for HR Specialist/Recruiter
Almost Almost
Never Always
Observesrecruitmentandtalentacquisitionbestpractices 1 2 3
Tracks applicants 1 2 3
Preparesannual affirmative actionreport 1 2 3
Initiatesrecruitingactivitiesinsupportof AA requirements 1 2 3
Complieswithall applicable state andfederal laws 1 2 3
Partnerswithhiringmanagers 1 2 3
Developsandupdatesjobdescriptions 1 2 3
Ensuresjobrequirementsare accurate for eachposition 1 2 3
Participatesin successionmanagementprocesses 1 2 3
Sourcescandidatesusinginternalandexternal resourcesandtools 1 2 3
Screensapplicantsagainstjobrequirements 1 2 3
Initiatesbackgroundandreference checks 1 2 3
Executesall aspectsof the formal joboffer 1 2 3
Buildsa pipeline of talenttomeetworkforceprojections 1 2 3
Sustainsaneffective recruitmentprocess 1 2 3
Savestime andcost of hire forall positions 1 2 3
Linksstaffingstrategiestoretentionandturnoverratios 1 2 3
Pay Increase
A score of 46 or above isexceptional 10%
A score between 36and 45 is solid 8%
A score of 35 or belowneedsdevelopment 0%