Performance Management: Focus on Performance Appraisals.

Performance Management:

Focus on Performance Appraisals

Course Objectives

After completing this workshop, the learner will be able to:

Understand performance rating scale

Fill out a Performance Appraisal Form

Conduct meaningful performance appraisal discussions

Be prepared for some common challenges of the appraisal process

Set effective goals with employees

Your Experience

Think about your last review:

– What thoughts come to mind?

– What went right, what went wrong?

An iterative process of goal-setting, communication,

observation and evaluation to support, retain and develop

exceptional employees for organizational success.

Performance Management

CommunicateCommunicate

ObserveObserveEvaluateEvaluate

Set GoalsSet Goals

Why ManagePerformance?

Curb or redirect non-productive Curb or redirect non-productive activitiesactivities

Encourage and reward behaviors aligned with Encourage and reward behaviors aligned with

organizational mission and goalsorganizational mission and goals

To reach organizational mission and To reach organizational mission and goalsgoals

02 QUESTIONS

You can ask both yourself and each employee two questions:

• How does your position contribute to the overall goals of the business?

• How will you know when you are successful?

• These two questions are deceptively simple, but taking the time to really dig for the answers will start to create a stronger alignment between each person and the overall success of the business.

What do Employees Expect?• Clear expectations

• Positive/constructive feedback on a regular basis

• Involvement in goal setting

• Be treated fairly and consistently

• Sharing of information and resources

• Job/career enrichment opportunities

Planning for the Process

• Review employee’s job description

• Understand the performance measurement system

• Review notes from the year

• Understand employee expectations

Types of Appraisal Forms

• Exempt

• Exempt Managerial

• Non-Exempt

• Senior Administrator

Rating Scale

4 - Excellent (Exceeds Standards)

3 - Good (Fully Meets Standards)

2 – Acceptable (Usually Meets Standards)

1 – Unsatisfactory (Fails to Meet Standards)

Excellent (Exceeds Standards)

Clearly considered to be exceptional performers. Consistently exceed the communicated expectations

of the job function, responsibility or goal. Demonstrate unique understanding of work beyond

assigned area of responsibility. Identify needs and provide unique, innovative and

workable solutions to problems. Achievements and abilities are obvious to

subordinates, peers, managers and customers.

Good (Fully Meets Standards)• These employees are “on track” and fully achieve

expectations. • Independently and competently perform all

aspects of the job function, responsibility, or goal.• Performance consistently meets the requirements,

standards, or objectives of the job.• Occasionally exceeds requirements. • Recognizes, participates in, and adjusts to

changing situations and work assignments.

Acceptable (Usually Meets Standards)

• Generally meet expectations required for the position.

• Competently perform most aspects of the job function, responsibility or goal.

• May require improvement in one or two areas of consistent weakness.

• Employee requires coaching in a weak area or may need additional resources or training to meet expectations.

Unsatisfactory (Fails to Meet Standards)

• Employees with this rating fail to satisfactorily perform most aspects of the position (or function).

• Performance levels are below established requirements for the job.

• Employee requires close guidance and direction in order to perform routine job duties.

• Performance may impede the work of others and the unit.

• A performance improvement plan must be submitted to OHR.

Scheduling the Meeting

• Notice

• Location

• Self-evaluation

– Appropriate form

– Comments

• Supervisory approval

Filling out the Form• Review notes

• Behaviors vs. value judgments

• Align categories on form with employee’s job responsibilities

• Optional categories

• Set goals

Setting Effective Goals

• Quick Tips– S.M.A.R.T. Goals

• Specific

• Measurable

• Achievable/Agreed Upon

• Relevant

• Time-bound

– Aligned

– Adjustable

CommunicateCommunicate

ObserveObserveEvaluateEvaluate

Set GoalsSet Goals

Common Mistakes• Classification

• Central Tendency

• Leniency

• Horns/Halo Effect

• Reliability

• Similarity

Performance Appraisal Practice

• Review Performance Appraisal for items that are:– Under-rated– Over-rated– Poorly stated

• Refer to employee background

• Rewrite Performance Appraisal using tools reviewed today

• Make sure to fill out the form completely including the Goals section

CommonCommonPerformance Performance AppraisalAppraisalChallengesChallenges

Conducting the Meeting• Review rating system

• Discuss employee’s self review

• Let employee talk

• Be aware of all three parts of the messages you send:– Words– Tone– Body Language

• Stay focused on performance

The basis of performance management

A systematic process for improving organizational performance by developing the performance of individuals and teams.

PERFORMANCE MANAGEMENT

PURPOSE OF PERFORMANCE MANAGEMENT

• Obtain better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competency requirements

• Establish shared understanding on what is to be achieved, and manage and develop people in a way which ensures that it will be achieved

• Align individual objectives to organizational objectives and ensure that individuals uphold corporate core values

• Act as a lever for change

PERFORMANCE MANAGEMENT – SEVEN QUESTIONS

1. What do we mean by performance?

2. How can we identify good or poor performance?

3. How can we establish the cause of good or poor performance?

4. How can we motivate people to perform well?

5. How do we deal with under-performers?

6. How can we do all this fairly and consistently?

7. How do we achieve line manager buy-in?

THE BUSINESS CASE FOR PERFORMANCE MANAGEMENT

• Provide framework for effective people management • Develop high-performance culture• Achieve human capital advantage• Develop required skills, abilities and attitudes• Promote job engagement• Uphold core values

The performance management system

Performance and development planning – performance agreement• role definition• objectives• competencies• performance improvement• personal development

Act

• carry out role• implement performance improvement plan• implement personal development plan

Manage performance throughout the year

• monitor performance• provide continuous feedback• provide coaching• deal with under-performers

Review performance• dialogue and feedback• agree strengths and any areas for improvement• build on strengths – ‘you are particularly strong in this area’ – how can you make even greater use of them?

PERFORMANCE MANAGEMENT CYCLE

Planning

Measurement

Dialogue

Feedback Performance management

CHARACTERISTICS OF PERFORMANCE MANAGEMENT

Performance management processes

PERFORMANCE AGREEMENT

The purpose of the performance agreement is to:

• agree objectives and competency level requirements

• agree on methods of measuring performance

• agree on plans for performance improvement and personal development

TYPES OF OBJECTIVES

• Ongoing (role or work) objectives• Targets• Projects• Behaviour• Values• Improvement• Learning

CHARACTERISTICS OF GOOD OBJECTIVES

S = specific/testing – clear, unambiguous, understandable and challenging

M = measurable – in terms of quantity, quality, time or money

A = achievable – challenging but within the reach of a competent and committed person

R = relevant – to organizational objectives so that they and the individual’s goals are aligned

T = time-framed – to be completed within an agreed timescale

PERFORMANCE REVIEWS: KEY FEATURES

• Forward looking – not a post mortem• Exchange of views (dialogue) • Measurement• Feedback• Positive reinforcement• Constructive• Leads to an agreement• Assessment

WHAT TO FIND OUT AT A REVIEW MEETING

• What individuals have learned or need to learn• Where they have got to• Where they are going• How they are going to get there• What they believe they know and can do• What help or guidance they require

Assessing performance

ASSESSMENT METHODS

• Narrative: eg ‘This employee has worked effectively and delivered the expected results’

• Visual (Matrix)

• Rating

• 360-degree feedback

• Balanced scorecard

VISUAL (MATRIX) ASSESSMENTS

High level of achievement, approach

needs to improve

High performing

Not meeting requirements Positive approach,low level of achievement

Achievement measures

Behaviours, attitudes, overall approach to work

RATING – FIVE-POINT POSITIVE/NEGATIVE SCALE

A Outstanding performance in all respects.

B Superior performance, significantly above normal job requirements.

C Good all-round performance which meets the normal requirements of the job.

D Performance not fully up to requirements. Clear weaknesses

requiring improvement have been identified.

E Unacceptable. Constant guidance is required and performance

of many aspects of the job is well below a reasonable standard.

EXAMPLE OF POSITIVE FOUR-POINT RATING SCALE

• Very effective: Meets all the objectives of the job. Exceeds required standards and consistently performs in a thoroughly proficient manner beyond normal expectations.

• Effective: Achieves required objectives and standards of performance and meets the normal expectations of the role.

• Developing: A contribution which is stronger in some aspects of the job than others, where most objectives are met but where performance improvements should still take place.

• Basic: A contribution which indicates that there is considerable room for improvement in several definable areas.

• Useful to sum up judgements about people

• Recognizes that we all form overall views about people

• Tells people clearly how they are doing, and can be used as a basis for agreeing what needs to be done to improve the rating

• Can inform performance or contribute to pay decisions

• Largely subjective

• Difficult to get

consistency

• Over-simplifies complex

judgements

• Overshadows

performance reviews

For Against

ARGUMENTS FOR AND AGAINST RATING

360-DEGREE FEEDBACK MODEL

Individual

Manager

Direct reports

Customers/clientsColleagues

360-DEGREE FEEDBACK METHODOLOGY

360-degree processes rely on questionnaires which ask for an evaluation such as ‘how well does… do…?’ Typical headings are:

Leadership Team player

People management Self-management

Communication Vision

Organizational skills Decision making

Expertise Drive

Adaptability

Feedback may be provided by a profile as illustrated in the next slide. It is usually anonymous and may be presented by an external consultant who is available to give advice and counselling.

Gives useful feedback

Establishes good working relationships

Open to new ideas

Values other’s opinions

Recognizes achievements

Scale 1 2 3 4 5

EXAMPLE OF 360-DEGREE PROFILE

Customer perspective

How do customers see us?

Innovation and learning (people) perspective

Can we continue to improve and add value?

Internal perspective

What must we excel at?

Financial perspective

How do we appear to our shareholders?

THE BALANCED SCORECARD

Reporting on performance management

PERFORMANCE AND DEVELOPMENT: AGREEMENT AND REVIEW

Name: Forename:

Job title: Department:

Reviewer’s name: Job title:

PERFORMANCE AND DEVELOPMENT AGREEMENT

Objectives Performance measures

Competencies Agreed actions

PERSONAL DEVELOPMENT PLAN

Learning need How it will be met Action by whom Completion date

PERFORMANCE MANAGEMENT FORM, PART 1

PERFORMANCE AND DEVELOPMENT REVIEW

Objectives Achievements

Competencies Actions taken

Development needs Actions taken

Comments by reviewer:

Comments by reviewee:

PERFORMANCE MANAGEMENT FORM, PART 2

Performance management skills

DEVELOPING PERFORMANCE MANAGEMENT SKILLS

• Communication• Briefing• Self-development• Training• Coaching• Mentoring

DEVELOPING PERFORMANCE MANAGEMENT SKILLS AT STANDARD CHARTERED BANK

Management development

curriculum

E-learning module for key pillars

of performance

Performance coachingguides

Studying our bestmanagers and

migratingtheir practices

• objective setting

• interim and first review

• informal discussions

• performance coaching

• managing poor performance

Improve the way managers manage

CONDUCTING A REVIEW MEETING

• Encourage the individual to do most of the talking• Listen actively• Allow scope for reflection and analysis• Analyse performance not personality• Keep the whole period under review• No surprises• Recognize achievement and reinforce strengths• End meeting positively with agreed action plan

GIVING FEEDBACK

• Build feedback into the job• Provide feedback on actual events• Describe, do not judge• Refer to specific instances• Ask questions rather than making statements• Get people to work things out for themselves• Select key issues – focus on improvable areas• Show understanding

COACHING AS A PROCESS OF MANAGEMENT

• Making people aware of how well they are performing by, for example, asking them questions to establish the extent to which they have thought through what they are doing.

• Controlled delegation – ensuring that individuals not only know what is expected of them but also understand what they need to know and be able to do to complete the task satisfactorily. This gives managers an opportunity to provide guidance at the outset; guidance at a later stage may be seen as interference.

• Using whatever situations may arise as opportunities to promote learning.

• Encouraging people to look at higher-level problems and how they would tackle them.

Coaching as part of the normal process of management consists of:

THE ‘GROW’ MODEL OF COACHING

• ‘G’ is for the goal of coaching, which needs to be expressed in specific, measurable terms that represent a meaningful step towards future development.

• ‘R’ is for the reality check – the process of gaining as full a description of what the person being coached needs to learn as possible.

• ‘O’ is for option generation – the identification of as many solutions and actions as possible.

• ‘W’ is for wrapping up – when the coach ensures that the individual being coached is committed to action.

Managing performance

IMPROVING INDIVIDUAL PERFORMANCE: SEVEN STEPS

1. Select the goal – establish priority areas for action.

2. Define expectations – targets and standards.

3. Define performance measures – the basis upon which progress to achieving the goal can be monitored.

4. Plan – the improvement programme.

5. Act – implement the improvement programme.

6. Monitor – review progress and analyse feedback to ensure the target or standard is achieved.

7. Extend the process – continue the development programme as required.

DEALING WITH UNDER-PERFORMERS

1. Identify and agree the problem.2. Establish the reason(s) for the shortfall, eg where the

individual: – did not receive adequate support or guidance

from his/her manager; – did not fully understand what he/she was

expected to do; – could not do it – ability; – did not know how to do it – skill; – would not do it – attitude.3. Decide and agree on the action required.4. Resource the action. 5. Monitor and provide feedback.

–40% 0% +40%

Positive performance drivers Negative performance driver

Fair and accurate feedback 39%

Employee understanding of performance standards 36%

Focus on strengths in review 36%

Culture of internal communication 34%

Focus on weaknesses in review -26%

PERFORMANCE DRIVERS – PERCENTAGE IMPACT ON PERFORMANCE

Source: Corporate Leadership Council Performance Management Survey 2002 (sample size 19,000)

Performance management issues

Line managers do not have required

skills 88%

Line managers do not discriminate

sufficiently inmaking assessments

84%

Line managers not committed to performancemanagement

75%

Line managers reluctant to

conduct reviews74%

100%

0%

THE FOUR MOST FREQUENTLY MENTIONED ISSUES

E-reward survey of performance management 2005

‘Shift in culture among long-term employees that performance management is just something they have to go through but they will be in the job anyway, to a more businesslike approach to performance management, with accountability and competency.’

‘Structured programme of training for managers plus ongoing coaching.’

‘Generating leadership from the top to support/encourage line managers to tackle poor performance head on in a fair and positive manner.’

‘Nagging, nagging, nagging, motivating, threatening, etc.’

‘Senior management insistence.’

‘Providing full line management briefing, training, guidelines and policies.’

ADDRESSING THE ISSUES

Developing performance management

BASIC DESIGN PRINCIPLES – CIVIL SERVICE PERFORMANCE MANAGEMENT REPORT

• Stretching objectives agreed at the beginning of the year.• Individuals know the competencies and behaviours they are

expected to demonstrate.• Regular discussions during year between individuals and their

managers to discuss progress.• Formal meeting at the end of the year to record whether

objectives have been achieved and levels of competence demonstrated.

• Line managers make a narrative assessment but do not translate this into a box mark.

• Consult and involve • Provide training (formal and

coaching)• Communicate• Get support from senior

management• Get buy-in from line managers • Align to organizational and

stakeholder needs• Keep it simple• Ensure clear purpose and

processes• Monitor and evaluate

• Don’t make it too complicated• Don’t make it a form-filling

exercise• Don’t underestimate the time

it takes to introduce• Don’t keep changing the system• Don’t assume that managers have the skills required• Don’t link to pay• Don’t blindly follow others• Don’t neglect communication, consultation and training• Don’t assume everyone wants it

Dos Don’ts

INTRODUCING PERFORMANCE MANAGEMENT

Advice from the respondents to the e-reward 2005 survey

1. Define purpose

2. Enlist support

3. Communicate and involve

4. Develop process

5. Train

6. Pilot test and re-train

INTRODUCING PERFORMANCE MANAGEMENT

Please indicate how you felt about performance management by recording your reactions to the following statements. Indicate: A If you fully agree B If you partly agree C If you disagree

1. I am quite satisfied that the objectives I agreed were fair.

2. I felt that the meeting to agree objectives and standards of performance helped me to focus on what I

should be aiming to achieve.

3. I received good feedback from my manager on how I was doing.

4. My manager was always prepared to provide guidance when I ran into problems at work.

5. The performance review meeting was conducted by my manager in a friendly and helpful way.

6. My manager fully recognized my achievements during the year.

7. If any criticisms were made during the review meeting, they were acceptable because they were based

on fact, not opinion.

8. I was given plenty of opportunity by my manager to discuss the reasons for any of my work problems.

9. I felt generally that the comments made by my manager at the meeting were fair.

10. The meeting ended with a clear plan of action for the future with which I agreed.

11. I felt motivated after the meeting.

12. I felt that the time spent in the meeting was well worth while.

EVALUATING PERFORMANCE MANAGEMENT – OPINION SURVEY

ANALYSING THE PERFORMANCE MANAGEMENT GAP What are the current and desired performance management characteristics in your organization?

Performance management fully supported by top management

Top management pays lip service to performance

management

1 2 3 4 5 6 7

Line managers fully committedto performance management

Line managers see performance management

as a pointless chore

Line managers are fully skilled inperformance management

There are serious deficiencies in the skill levelsdisplayed by line managers

Line managers conscientiouslyfollow performance management

guidelines

There is hard evidence that performance management is

improving business performance

There is no evidence thatperformance management is


Performance management deals effectively with

under-performers

Little or no action isgenerally taken to dealwith under-performers

Employees believe thatperformance management

is fair

Employees do not trust their managers to review their

performance fairly

Line managers go their own way, if they do anything

ANALYSING THE PERFORMANCE MANAGEMENT GAP What are the current and desired performance management characteristics in your organization?

Performance management fully supported by top management

Top management pays lip service to performance

management

7 6 5 4 3 2 1

Line managers fully committedto performance management

Line managers see performance management

as a pointless chore

Line managers are fully skilled in performance

management

There are seriousdeficiencies in the skill levelsdisplayed by line managers

Line managers conscientiouslyfollow performance management

guidelines

There is hard evidence that performance management is


There is no evidence thatperformance management is


Performance management deals effectively with

under-performers

Little or no action isgenerally taken to dealwith under-performers

Employees believe thatperformance management

is fair

Employees do not trust their managers to review their

performance fairly

Mark on the scale: X for current, O for desired

O X

O X

O X

O X

O X

O X

O X

Line managers go their own way, if they do anything

Performance management case studies

PERFORMANCE MANAGEMENT AT ASTRA ZENECA (1)

Definition of Performance Management:

A continuous cycle of discussions between the

employee and the manager to plan and review

work and development.

PERFORMANCE MANAGEMENT AT ASTRA ZENECA (2)Stage 1

Business roles

Plan

Stage 2

Performance

planning

Evaluate Stage 4 Stage 3

Performance Performance

measurement development

Do

PERFORMANCE MANAGEMENT AT ASTRA ZENECA (3)

Stages

1. Business role clarification – clear statement of agreed role and objectives.

2. Performance planning – agreement of targets to achieve the ‘plan–do–evaluate’ elements of managing performance.

3. Performance development – agree skills required and prepare individual development plan.

4. Performance measurement – provide ongoing feedback and an annual summary of an employee’s performance (no overall ratings).

APPROACH TO PERFORMANCE MANAGEMENT AT CENTRICA

• Built on existing best practice• Standardization across the organization• Calibration of performance against objectives across

comparable populations• Processes focused on individual performance• Balanced scorecard• Focus on behaviours helping managers achieve their targets• Development of technical skills

PERFORMANCE MANAGEMENT PROCESS AT CENTRICA

Centrica strategy and management agendas

• Business and individual performance contract • Financial• Customer• Operational• People

• Creates a compelling future• Inspires others to achieve• Demonstrates a passion for customers• Delivers great business performance• Learns and shares knowledge

What How

• Performance rating• Potential rating• Development plan

Performance planning

Development

Performance review

Total compensation

Ongoing coaching and

feedback

Guidance: ‘Have a dialogue and document it’

PERFORMANCE MANAGEMENT AT PFIZER INC

Set goals Track performance

Evaluate and reward

PERFORMANCE MANAGEMENT AT RAYTHEON INC (1)

Performancedialogue

PERFORMANCE MANAGEMENT AT RAYTHEON INC (2)

• Performance dialogue – frequent and open interaction between employees and their leaders that begins with mutual goal setting and continues with the recognition of accomplishment, the reinforcement of desired behaviours.

• Setting goals – corporate goals set for customer satisfaction, people growth and productivity. These are cascaded to individuals.

• Tracking performance – performance feedback provided throughout the year; individuals also track their own performance.

• Evaluating and rewarding performance – evaluation of performance takes place every day but individual performance is summarized at least annually in the performance review. The leader assesses strengths and areas for improvement and agrees training and development plans. Rewards are linked to performance at company, programme, team and individual levels.

PERFORMANCE MANAGEMENT AT THE SCOTTISH PARLIAMENT (1)

Purpose

To support the Scottish Parliament in fulfilling its constitutional role as a representative and legislative body by providing professional advice and services of the highest standards.

Aim To be an organization in which we all behave

corporately and are properly trained, informed, involved, motivated and rewarded, and to which we are proud to belong.

PERFORMANCE MANAGEMENT AT THE SCOTTISH PARLIAMENT (2)

Achieving purpose and aim:• Be simple to operate• Establish a clear link between business and individual

objectives• Ensure commitment to our values and culture• Ensure that skills and knowledge and behaviour

(competencies) are reviewed• Generate a thorough and continuing review of training

and development needs• Enable us to continue to improve the organization’s

performance• Ensure we can identify and reward exceptional

performance and contribution• Identify good and bad performance clearly

MANAGING PERFORMANCE AT STANDARD CHARTERED BANK (2)

The process• Global for all employees• Accelerate a high performing organization

Objective setting (January)• Financial/business objectives• Two core management objectives• Values objectives for all

Final review (Nov/Dec)• 1–5 business rating scale• A–D values rating scale• Additional feedback form• Cascaded ‘level down’ rating reviews

Interim review (July)

• Formal step-back

• ‘Tracking’ rather than ‘rating’

Performance coaching throughout the yearRegular open discussion:• integrates performance, learning and development, reward and individual engagement• addresses performance issues• under-performance not tolerated


Top management impetus

Common top team agenda cascaded

Senior leadership

on performanceissues

Top 300 leaders monthly calls – emphasize keyperformance managementbehaviours

Communicationsstyle – integrated

messages

CEO’s ‘big call’ – 2,000 managers

Chair and CEO personally write to

top performers

CEO performancebonus levelling

of top 1,000managers


‘Living the values’

Responsive Trustworthy Creative International Courageous

Behavioural indicators

Discussion – agree relevant behaviours

Assess against behaviours: rating A–D

To know how wellwe are doing

To know what we need to do and learn to improve

and progress

To know what isexpected of us


Employees’ rights

THAMES VALLEY POLICE PERFORMANCE AND DEVELOPMENT REVIEW PROCESS

• Key to the performance management strategy

• Establishes strong employment relationships• Provides a route to individual, team and

organizational performance planning• Secures future training and development

provision• Creates more visibility for career paths,

competencies and behaviours across ranks and roles

UNILEVER (1)

PERFORMANCE DIFFERENTIATION TOOLKIT

Objectives

1. Continuously ‘raise the bar’.2. Audit our collective strength.3. Focus on the ‘current reality’ to gain agreement on our view of

staff with: – high potential; – high performance – are we stretching and rewarding

these people appropriately?

– standard performance – how to further motivate? – development needs – how can we maximize

performance? – performance concerns – what can we do about poor

performers; do we turn them around or move them from role?

UNILEVER (2)

Assessment areas

Skills

ExperiencesCompetencies and

living values

Performance

UNILEVER (3)

Assessment and actionPossible actions:• reward• set milestones• provide feedback• training• coach to improve delivery

Possible actions:• recognize and reward• challenge/stretch• expose• coach

Possible actions:• set milestones• provide feedback• coach/monitor/track • decision to continue or end employment

Possible actions:• recognize and reward• provide feedback• mentor/coach to improve• acknowledge contribution

HOW

WHAT

Inconsistent in meeting

expectations

Consistentlymeeting

expectations

Inconsistent in meeting agreed

individual business targets

Consistently meets individual business targets

UNILEVER (4)

Process flow

Line manager:

Discusses with employee at performance and development meeting:

• delivery against targets

• behaviour against competency framework and values

Leadership team:

• compares evidence

• calibrates judgements

• discusses what else makes individual managers successful or unsuccessful

Consequence management:

• communicate feedback and consequence to individual

• agree development plan with individual

• manage under-performers

UNILEVER The leader’s mindset

• I have to communicate my performance expectations with my employees.

• Fairness and honesty impacts behaviour and performance.

• Focus on utilizing strengths to the maximum and closing gaps.

• The employee needs to take ownership for his/her development with my support.

• It is my role to support by coaching, mentoring, leading and managing conversations.

• I have to differentiate among people in my assessment and coaching.

PERFORMANCE MANAGEMENT AT THE VICTORIA & ALBERT MUSEUM

Job description

(updated)

Evidence

(departmental)Evidence

(individual)

Corporate

planDepartmental

objectivesIndividual

objectives

Performance

standards

Attributes

Assessment

Countersigning officer review

Personaldevelopment

plan

Ratings –pay

decisions

Performance Management: Focus on Performance Appraisals.

Documents

Transcript of Performance Management: Focus on Performance Appraisals.