Performance Management Process Checklist

Step-by-step to a Performance Management System

Train Your Managers to Participate in Performance Planning Steve Cole See More About performance management employee development performance feedback 3 ! degree feedback performance development planning meetings Performance appraisals" performance revie#s" appraisal forms" #hatever you #ant to call them" let$s call them gone. %s a stand&alone" annual assault" a performance appraisal is universally disliked and avoided. %fter all" ho# many people in your organi'ation #ant to hear that they #ere less than perfect last year( Ho# many managers #ant to face the arguments and diminished morale that can result from the performance appraisal process( Ho# many supervisors feel that their time is #ell&spent professionally to document and provide proof to support their feedback & all year long( Plus" the most important outputs for the performance appraisal" from each person$s )ob" may not be defined or measurable in your current #ork system. Make the appraisal system one step harder to manage and tie the employee$s salary increase to their numeric rating. *f the true goal of the performance appraisal is employee development and organi'ational improvement" consider moving to a performance management system. Place the focus on #hat you really #ant to create in your organi'ation & performance management and development. %s part of that system" you #ill #ant to use this checklist to guide your participation in the performance management and development process. You can also use this checklist to help you in a more traditional performance appraisal process.

*f you follo# this checklist" * am convinced you #ill offer a performance management and development system that #ill significantly improve the appraisal process you currently manage. Staff #ill feel better about participating and the performance management system may even positively affect & performance.

Preparation and Planning for Performance Management

Performance Management and Development in the General Work System

-efine the purpose of the )ob" )ob duties" and responsibilities.

-efine performance goals #ith measurable outcomes.

-efine the priority of each )ob responsibility and goal.

-efine performance standards for key components of the )ob.

Hold interim discussions and provide feedback about employee performance" preferably daily" summari'ed and discussed" at least" .uarterly. /Provide positive and constructive feedback.0 Maintain a record of performance through critical incident reports. /1ot notes about contributions or problems throughout the .uarter" in an employee file.0 Provide the opportunity for broader feedback. 2se a 3 ! degree performance feedback system that incorporates feedback from the employee$s peers" customers" and people #ho may report to him. -evelop and administer a coaching and improvement plan if the employee is not meeting e3pectations.

mmediate Preparation for the Performance Development Planning Meeting

Schedule the Performance -evelopment Planning /P-P0 meeting and define pre&#ork #ith the staff member to develop the performance development plan /P-P0. The staff member revie#s personal performance" documents selfassessment comments and gathers needed documentation" including 3 ! degree feedback results" #hen available. The supervisor prepares for the P-P meeting by collecting data including #ork records" reports" and input from others familiar #ith the staff person4s #ork. Both e3amine ho# the employee is performing against all criteria" and think about areas for potential development. -evelop a plan for the P-P meeting #hich includes ans#ers to all .uestions on the performance development tool #ith e3amples" documentation and so on.

!he Performance Development Process "PDP# Meeting

,stablish a comfortable" private setting and rapport #ith the staff person.

-iscuss and agree upon the ob)ective of the meeting" to create a performance development plan. The staff member discusses the achievements and progress he has accomplished during the .uarter. The staff member identifies #ays in #hich he #ould like to further develop his professional performance" including training" assignments" ne# challenges and so on. The supervisor discusses performance for the .uarter and suggests #ays in #hich the staff member might further develop his performance. %dd the supervisor$s thoughts to the employee$s selected areas of development and improvement. -iscuss areas of agreement and disagreement" and reach consensus.

,3amine )ob responsibilities for the coming .uarter and in general.

%gree upon standards for performance for the key )ob responsibilities.

Set goals for the .uarter.

-iscuss ho# the goals support the accomplishment of the organi'ation$s business plan" the department$s ob)ectives and so on. %gree upon a measurement for each goal.

%ssuming performance is satisfactory" establish a development plan #ith the staff person" that helps him gro# professionally in #ays important to him. *f performance is less than satisfactory" develop a #ritten performance improvement plan" and schedule more fre.uent feedback meetings. 5emind the employee of the conse.uences connected #ith continued poor performance. The supervisor and employee discuss employee feedback and constructive suggestions for the supervisor and the department. -iscuss anything else the supervisor or employee #ould like to discuss" hopefully" maintaining the positive and constructive environment established thus far" during the meeting. Mutually sign the performance development tool to indicate the discussion has taken place. ,nd the meeting in a positive and supportive manner. The supervisor e3presses confidence that the employee can accomplish the plan and that the supervisor is available for support and assistance. Set a time&frame for formal follo# up" generally .uarterly.

$ollo%ing the Performance Development Process Meeting

*f a performance improvement plan #as necessary" follo# up at the designated times. 6ollo# up #ith performance feedback and discussions regularly throughout the .uarter. /%n employee should never be surprised about the content of feedback at the performance development meeting.0

The supervisor needs to keep commitments relative to the agreed upon development plan" including time needed a#ay from the )ob" payment for courses" agreed upon #ork assignments and so on. The supervisor needs to act upon the feedback from departmental members and let staff members kno# #hat has changed" based upon their feedback. 6or#ard appropriate documentation to the Human 5esources office and retain a copy of the plan for easy access and referral.

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Susan M. Heathfield %bout.com Human 5esources

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