Human resources and strategic planning professionals from various sectors will gather at the Strategic Performance Management & Measurement Conference in August in Atlanta to identify metrics for accurately evaluating employee performance and planning organizational change initiatives. The goal is to increase employee engagement to better compete globally. The conference materials provide guidance on implementing a performance management process that aligns individual, team, and organizational objectives with results through establishing expectations, providing ongoing feedback, collecting employee input, conducting evaluations, and performing reviews.

1. Strategic Performance
Management & Measurement
Conference
5th
Define, Measure and
Improve Performance by
Aligning Individual, Team
and Organizational
Objectives with Results
The Performance Management Process
The critical issues that inhibit employee success are detailed in this Performance Management Process chart.
Human resources and strategic planning professionals from the private sector, nonprofit organizations, and governmental agencies
will come together at the Strategic Performance Management & Measurement Conference August 18-20 in Atlanta to identify the
metrics to accurately evaluate employee performance and strategically plan for change initiatives. The ultimate goal is to increase
employee engagement in order to better compete in the ever-growing global marketplace.
Review performance expectations with your
employees, including expected behavior
and the results they're expected to achieve
during the upcoming rating cycle.
TIPS: Goals must clearly define
the end results expected to be
accomplished and have a direct
and obvious link to
organizational success
factors and goals
Performance in behavioral and results expectations
should be discussed and feedback provided on an
ongoing basis throughout the rating period. Feedback
must be a two-way communication process and be the
joint responsibility of managers and employees.
TIPS: Provide immediate positive and
developmental feedback in a private
location; be specific about what
behaviors were effective or ineffective
and focus on what the person did or
did not achieve, not their personal
characteristics.
Asking employees to
prepare a statement
of their key results
or most meritorious
accomplishments at
the end of the
rating period is an
alternative way to
collect employee
input.
TIPS: Describe the specific actions
the employee took to achieve the
results and how the accomplishment
impacted the organization as a
whole.
Assuming that
feedback has
been provided
on an ongoing
basis, the formal
performance
review session
should simply be
a recap of what
has occurred
throughout the
rating period.
SOURCE: Performance
Management: A Roadmap for
Developing, Implementing and
Evaluating Performance
Management Systems by the
SHRM Foundation
01
PERFORMANCE
PLANNING
02
ONGOING
FEEDBACK
03
EMPLOYEE
INPUT
04
PERFORMANCE
EVALUATION
05
PERFORMANCE
REVIEW
Competency models are a basis for performance
management systems and articulate knowledge,
skills, abilities and other characteristics in three
areas; coaching, assessing and developing. Evaluations
provide a common foundation for developing integrated human
resource systems such as staffing, training, promotion, succession
planning and performance management. The three stages are:
Coaching
• Teamwork
• Achieving business
results
• Conceptual and critical
thinking
Assessing
• HRM Technical
Knowledge
• Leadership
• Communication
Developing
• Organizational
Know-how
• Personal
effectiveness
TIPS: Communicate key performance factors and expectations and show distinctions
in effectiveness levels that help supervisors explain why an employee was evaluated
in a particular way.
www.PerformanceMgmtConference.com