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Prerequisites

Performance Planning

Performance Execution Performance Assessment

Performance Review

Performance Renewal and Recontracting

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Performance Management Process

Performance

Review

PerformanceRenewal and

Recontracting

PerformanceAssessment

Performance

Execution

Performance

PlanningPrerequisites

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A. Knowledge of the organizations

mission and strategic goals

B. Knowledge of the job in

question

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Strategic planningPurpose or reason for organizations

existenceWhere organization is going

Organizational goals

Strategies for attaining goals

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Cascade effect throughout

organization

Organization Unit Employee

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Job analysis of key components

Activities, tasks, products, services, processes

KSAs required to do the job Knowledge

Skills

Abilities

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Job duties

KSAs

Working conditions

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Occupational Informational Network (O*Net)

http://online.onetcenter.org/

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Use a variety of tools

InterviewsObservation

Questionnaires (available on

Internet)

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All incumbents should

review information and

provide feedbackre:

Task

Frequency

Criticality

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Key accountabilities

Specific objectives

Performance standards

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Broad areas of a job

for which

the employee is responsible

for producing results

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Statements of outcomes

Important

Measurable

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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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How a job is done

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Measurable clusters of KSAs

Critical in determining howresults will be achieved

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Areas for improvement

Goals to be achieved in each area of

improvement

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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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Observation and documentation

Updates

Feedback Resources

Reinforcement

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Manager assessment

Self-assessment

Other sources (e.g., peers, customers, etc.)

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Increase employee ownership

Increase commitment

Provide information Ensure mutual understanding

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Past

Behaviors and results

Present Compensation to be received

Future

New goals and development plans

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1. Identify what the employee has done well andpoorly

2. Solicit feedback

3. Discuss the implications of changing behaviors

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4. Explain how skills used in past achievements

can help overcome any performance

problems5. Agree on an action plan

6. Set a follow-up meeting and agree on

behaviors, actions, attitudes to be

evaluated

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Same as/different from Performance

Planning

Uses insights and information from

previous phasesCycle begins again

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Ongoing process

Each component is importantIf one is implemented poorly, whole system suffers

Links between components must be clear