Performance planning is completed when the manager and the individual have come to an understanding (ideally, an agreement) on the individual’s key job responsibilities, the goals that the person will achieve over the next year,...
What do I do if the individual disagrees with the goals I want set, or says that my standards are unreasonable, or that one of the key job responsibilities I’ve identified is not really part...
How hard should the goals be? Should I define in advance what it will take to get a superior rating or should I simply describe what will qualify as fully successful? Should I set my...
SMART is an acronym for the five components of an effective goal. An effective goal should be: Specific Measurable Attainable Result-focused Time-oriented Tell Me More The inherent advice contained in SMART—that an objective be specific,...
Here are some suggestions on creating workable goal statements: Start with an action verb. Identify a single key result for each objective. Identify costs—dollars, time, materials, equipment. State verifiable criteria that will demonstrate that the...
There are several areas that will generate ideas for possible goals: The organization’s vision and values statement or mission statement Objectives from previous review period Critical job responsibilities Your boss’s objectives Division/department plans and strategies...
Goal setting is one of the key elements of performance planning. In addition to identifying the key responsibilities of the individual’s job and the competencies or behaviors that the organization expects everyone to display, another...
Descriptive measures seem subjective. Don’t we have to be objective when we evaluate someone’s performance? Of course we must be objective. But what do the words objective and subjective actually mean? The American Heritage Dictionary...
In addition to identifying what the key responsibilities of a position are, the manager and the individual need to discuss how the person’s performance will be measured and evaluated. There are four—and only four—general measures...
Some Big Rocks May Be Bigger than Others; Some Key Job Responsibilities are More Critical than Others. How do You Determine the Most Important Items? The easiest way to determine what the most important key...
Job descriptions should provide a lot of help in determining the key responsibilities of a job but they rarely do. Too often, however, job descriptions are written in very general ways to serve many different...
Results include actual job outputs, countable products, measurable outcomes and accomplishments, and objectives achieved. Results deal with what the person achieved. Behaviors include competencies, skills, expertise and proficiencies, the individual’s adherence to organizational values, and...
Start by making sure you’re fully prepared. Have all of the materials available that you will need: a copy of the employee’s job description, the goals that you have set for your department, your notes...
The best time is a week or two after you have completed the performance appraisal meeting when you reviewed the official performance appraisal and discussed the person’s performance during the preceding year. Tell Me More...
While the manager has six important responsibilities in the planning phase of performance management, the individual actually has seven. Again, most of the responsibilities involve activities that happen before the actual meeting. Before the Meeting...
The manager has six primary responsibilities. Four of them you’ll work on before the meeting with the individual. The other two you’ll accomplish during the meeting. Before the Meeting 1. Review the organization’s mission statement,...
Performance planning is a discussion. It is the first step of an effective performance management process. Performance planning typically involves a meeting of about an hour or so between an appraiser and an appraisee. The...