Question:
It’s that time of year, and the dreaded word: ‘appraisals’. You have timetabled a meeting with each of your team members over the course of the week to review their performance management against the agreed objectives at the start of the year and set new goals for the year ahead.
In one meeting with a team member, you have noted that their overall yearly performance falls into the range of ‘below satisfactory’ and have identified areas where the individual needs to upskill in order to successfully meet targets in the next appraisal year. You and the team member discuss a Performance Improvement Plan and draw up a plan to ensure that the team member can increase their performance management score the next time around.
In one meeting with a team member, you have noted that their overall yearly performance falls into the range of ‘below satisfactory’ and have identified areas where the individual needs to upskill in order to successfully meet targets in the next appraisal year. You and the team member discuss a Performance Improvement Plan and draw up a plan to ensure that the team member can increase their performance management score the next time around.
Q.
Looking at the key points of a Performance Improvement Plan, what would the impact be if one or more of the key points were omitted?
Looking at the key points of a Performance Improvement Plan, what would the impact be if one or more of the key points were omitted?
Why should objectives be clearly set (and SMART in their outlook)?
Why is monitoring the individual’s progress just as important as assessing the final outcome of the plan?
Putting the Performance Improvement Plan in Writing.
Plain and simple language been used
Specific references have been used to identify areas of deficiency
Specific examples have been used in periodic reviews which clearly identify accomplishments or continuing deficiencies
Putting the Performance Improvement Plan in Writing.
Plain and simple language been used
Specific references have been used to identify areas of deficiency
Specific examples have been used in periodic reviews which clearly identify accomplishments or continuing deficiencies
Define the problem.
This is the deficiency statement. Determine if the problem is a performance problem (employee has not been able to demonstrate mastery of skills/tasks) or a behaviour problem (employee may perform the tasks but creates an environment that disrupts the workplace).
This is the deficiency statement. Determine if the problem is a performance problem (employee has not been able to demonstrate mastery of skills/tasks) or a behaviour problem (employee may perform the tasks but creates an environment that disrupts the workplace).
Define the duties or behaviours where improvement is required.
What are the aspects of performance required to successfully perform these duties?
Which skills need improvement?
What changes need to be made in application of skills an employee has already demonstrated?
What behaviours need modified?
What are the aspects of performance required to successfully perform these duties?
Which skills need improvement?
What changes need to be made in application of skills an employee has already demonstrated?
What behaviours need modified?
Establish the priorities of the duties.
What are the possible consequences of errors associated with these duties?
How frequently are these duties performed?
How do they relate when compared with other duties?
What are the possible consequences of errors associated with these duties?
How frequently are these duties performed?
How do they relate when compared with other duties?
Identify the standards upon which performance will be measured for each of the duties identified.
Are they reasonable?
Are they attainable?
Are they reasonable?
Are they attainable?
Establish short-range and long-range goals and timetables for accompanying change in Performance or behaviour with employee.
Are they reasonable?
Are they attainable?
Develop an action plan.
What will the manager do to help the employee accomplish the goals within the desired time frame?
What will the employee do to facilitate improvement of the product or process?
Are the items reasonable?
Can the items be accomplished?
Are the items flexible?
Are they reasonable?
Are they attainable?
Develop an action plan.
What will the manager do to help the employee accomplish the goals within the desired time frame?
What will the employee do to facilitate improvement of the product or process?
Are the items reasonable?
Can the items be accomplished?
Are the items flexible?
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