2. Why should we do
performance management?
• Define goals for member and leader
• Track progress of organisation and person
• Evaluate performance
• ”Manage” performance
• Reward and recogniton
• Ensure members are doing what they are
suppose to
7. 6 months cycle
• Each role (besides EB) should not be more than 6
months – JD, myaiesec.net and review
• Enhances the variety of experiences members
have
• Increases productivity
• Boost our numbers
12. How is this done in practice?
• Understand the context
• Define KPIs (set goals) for performance
• Define the development the member wants to go
through
Remember: Always connect the KPIs/goals to what
the Team, LC, Entity and Organization wants to
do!
13. Understand the context
• How is the team’s performance related to the
LC’s performance?
• How is the member’s performance related to the
team’s performance?
In numbers, but also in terms of vision for the
team, LC, Entity etc.
14. 1. Set goals
• Job Description
• Measurable KPIs (e.g. #of RA and not #successful
flyer design)
• Personal KPIs connected to team’s MoS
• Expectations towards personal development
15.
16. Finalize goal setting
• Verify the goal setting by putting it to writing
• Quanfity the measurable KPIs
• Qualitify the personal developmental goals
17. 2. Track KPIs
• Weekly or monthly depending on the JD/time of
year
• Ongoing process
• Not defined as TM’s job
What do you do now?
18.
19. 3. Evaluate/Appraisal
• Halfway through the role’s duration
• Review the goal setting
• Is the member developing as expected?
• Is the member performing as expected?
• Does anything need to be changed?
• This should be TM’s job to do appraisals in a
good manner with the members
20.
21. 4. Review
• At the end of the role’s duration
• Review the performance of the entire duration
with emphasis after the evaluation
• Figure out what the next step is going to be
• Is a new role needed?
• Does the member stay in the organisation?
22.
23. PM booklet
• Released now! (Find it below)
• Stop being that random cat in the dryer
