Setting work-related goals against which unit and individual performance can be regularly discussed and improved.
The goal of PERFORMANCE EVALUATION is to set work-related goals against which unit and individual performance can be measured, to talk about performance in relation to these goals, and to keep improving performance.
The main goal of PERFORMANCE EVALUATION is to find ways to improve work performance by talking about it all the time. Performance is always being talked about, and not just in terms of the person, but also in terms of work processes, resources, and anything else that can be changed to improve performance. Performance is talked about in the context of goals that can be measured that people are trying to reach at work. In this orientation, the main purpose of performance appraisal is to keep track of the results of work so that they can be used to make changes to TALENT RETENTION, personal development planning, TALENT ACQUISITION, promotion, and other work-related activities.
The first step in managing performance is coming up with measurable goals for the unit's performance that are based on the work the unit has agreed to do. These unit goals set up the framework within which individual goals for performance can be set. Based on the work each person has agreed to do, measurable performance goals are set for each person and changed as needed. Performance goals at the unit and individual PHASES are reviewed periodically to make sure they are still useful, and if they aren't, they are changed.
Those who are in charge of giving feedback on performance talk with those whose work they are reviewing about how well they are doing. Every time people talk about how well they are doing their assigned work, they look for ways to improve. Those who are in charge of giving feedback on performance keep track of how individuals and workgroups are doing in relation to the work they were supposed to do. Every so often, what has been done to meet performance goals is written down and talked about.
When performance problems come up, they are talked about and written down. If performance is still not good enough, a plan to improve it is made and kept track of. Actions could be taken at work based on how well the performance improvement plan was followed.
People are recognized or rewarded for doing a great job. Reward includes special recognition outside of the TALENT RETENTION system for accomplishments that are very important to the organization. A plan for recognizing and rewarding employees is made and shared with them. As rewards are given, the skills or behaviors that the organization values are also praised in public. 1.4.1.
Integration Conditions.
1.4.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: The organization sets up and follows a written policy for how to do PERFORMANCE APPRAISAL.
The policy usually talks about the following:
The activities of PERFORMANCE APPRAISAL serve the business goals and stated values of the organization.
Performance should be measured against clear goals related to the work that needs to be done.
During all PERFORMANCE APPRAISAL activities, each person's rights and sense of worth are taken into account.
PERFORMANCE APPRAISAL information and data are private to the person(s) they concern.
IMPLEMENTATION TACTICS.
Here are some examples of important orientation topics for PERFORMANCE APPRAISAL:
Setting goals for work that requires commitment.
Looking at how tasks and jobs are done.
Having conversations about job performance.
Developing each person's skills.
Rewarding and recognizing good performance.
1.4.1.3. Progress Metrics.