The document outlines the key components of a performance management process: prerequisites of understanding organizational mission/goals and job duties, performance planning involving objectives and standards, execution by managers providing feedback and employees meeting goals, assessment and review of performance, and renewal of the process. Each component is important to ensure the system works effectively to link organizational goals to employee performance.

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Performance Management Process:Performance Management Process:
OverviewOverview
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting

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Performance Management ProcessPerformance Management Process
Performance
Review
Performance
Renewal and
Recontracting
Performance
Assessment
Performance
Execution
Performance
Planning
Prerequisites

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PrerequisitesPrerequisites
A. Knowledge of the organization’s
mission and strategic goals
B. Knowledge of the job in question

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A.A. Knowledge of missionKnowledge of mission
and strategic goalsand strategic goals
• Strategic planning
– Purpose or reason for organization’s
existence
– Where organization is going
– Organizational goals
– Strategies for attaining goals

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Mission and GoalsMission and Goals
Cascade effect throughout organization
Organization Unit Employee

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B.B. Knowledge of the jobKnowledge of the job
• Job analysis of key components
– Activities, tasks, products, services, processes
• KSAs required to do the job
– Knowledge
– Skills
– Abilities

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Job DescriptionJob Description
• Job duties
• KSAs
• Working conditions

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Generic Job DescriptionsGeneric Job Descriptions
Occupational Informational Network (O*Net)
http://online.onetcenter.org/

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Job analysisJob analysis
• Use a variety of tools
– Interviews
– Observation
– Questionnaires (available on Internet)

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Job analysis follow-upJob analysis follow-up
• All incumbents should
– review information and
– provide feedback
re:
– Task
• Frequency
• Criticality

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Performance Planning:Performance Planning:
ResultsResults
Key accountabilities
Specific objectives
Performance standards

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Key AccountabilitiesKey Accountabilities
Broad areas of a job
for which
the employee is responsible
for producing results

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Specific ObjectivesSpecific Objectives
Statements of outcomes
 Important
 Measurable

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Performance StandardsPerformance Standards
• “Yardstick” to evaluate how well employees
have achieved each objective
• Information on acceptable and unacceptable
performance, such as
quality
quantity
cost
time

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Performance Planning:Performance Planning:
BehaviorsBehaviors
How a job is done

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Performance Planning:Performance Planning:
CompetenciesCompetencies
• Measurable clusters of KSAs
• Critical in determining how results will be
achieved

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Performance Planning:Performance Planning:
Development PlanDevelopment Plan
 Areas for improvement
 Goals to be achieved in each area of
improvement

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Performance Execution:Performance Execution:
Employee ResponsibilitiesEmployee Responsibilities
 Commitment to goal achievement
 Ongoing requests for feedback and coaching
 Communication with supervisor
 Collecting and sharing performance data
 Preparing for performance reviews

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Performance Execution:Performance Execution:
Manager ResponsibilitiesManager Responsibilities
• Observation and documentation
• Updates
• Feedback
• Resources
• Reinforcement

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Performance AssessmentPerformance Assessment
• Manager assessment
• Self-assessment
• Other sources (e.g., peers, customers, etc.)

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Multiple Assessments Are NecessaryMultiple Assessments Are Necessary
Increase employee ownership
Increase commitment
Provide information
Ensure mutual understanding

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Performance ReviewPerformance Review
Overview of Appraisal MeetingOverview of Appraisal Meeting
• Past
– Behaviors and results
• Present
– Compensation to be received
• Future
– New goals and development plans

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Six Steps for ConductingSix Steps for Conducting
Productive Performance ReviewsProductive Performance Reviews
1. Identify what the employee has done well and
poorly
2. Solicit feedback
3. Discuss the implications of changing behaviors

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Six Steps for ConductingSix Steps for Conducting
Productive Performance ReviewsProductive 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

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Performance Renewal andPerformance Renewal and
RecontractingRecontracting
• Same as/different from Performance Planning
– Uses insights and information from previous
phases
– Cycle begins again

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Performance Management ProcessPerformance Management Process
Summary: Key PointsSummary: Key Points
Ongoing process
Each component is important
If one is implemented poorly, whole system suffers
Links between components must be clear