Download Performance Planning and Management Meeting

Performance Planning and Management Meeting
Performance Management Sample Form
Incumbent:
Manager/Supervisor:
At the beginning of the performance planning and review cycle, the manager and employee plan
and agree to goals and objectives for the coming year. The performance planning and review
form is arranged in sections that correspond to the job description to guide the process.
The results of this process may result in changes to the job description that will clarify the role of
the position and expectations of the employee.
Part I
Position/Title:
Reports to:
Please look at each of the objectives of this position and comment on whether the incumbent:
a) does not meet the requirements;
b) meets the requirements, or
c) exceeds the requirements.
Be prepared to discuss your comments. It may be helpful to have a copy of the job description on
hand for more detail.
Objectives:
The [position/title] is responsible for the recording and reporting of all financial transactions,
providing analysis, forecasting and budgeting.
Required Knowledge, Skills and Abilities:
A wide variety of forms and appraisal techniques exist. They range from very simple one page
checklists to complex systems involving multiple measurements and extensive narratives. Some
companies make the mistake of selecting or adapting a form without first identifying what they are
trying to accomplish through performance management. The result is a program that is viewed as
just one more piece of paperwork.
By using a step-by-step process to identify the needs of all concerned, you can enhance the
effectiveness of an existing program or develop an entirely new Performance Management
Program that managers and supervisors see as a useful tool, and employees receive as
something more than a report card.
Designing a Performance Management Program that benefits your company and your
employees, or auditing an existing program, involves the following steps:
1. Defining goals and priorities of the program.
What are you trying to accomplish for the company, the supervisors and managers, and
the employees, through performance Management?
2. Establishing the focus of the program.
What will you measure?
3. Selecting the techniques.
What technique(s) will be used to measure performance?
4. Designing the tools.
What forms will be used?
5. Identifying the scope of the program.
How extensive will the program be? How will it be integrated with other human resource
and business systems?
6. Assigning accountability for the program.
Who will administer the program? Who will have access to the results?
Before proceeding to answer these questions, it is important to be sure that two essential
ingredients are present: support for the program, and good communications. Support, in the form
of top management approval, is critical to the success of the program. It means the difference
between performance Management that meets business objectives and perfunctory paperwork.
Open communication channels are necessary at all levels of the company to ensure that the
goals and benefits of the program are understood. Negative public relations and misinformation
could sabotage the program before it is ever implemented.
 ____ or ____ designation/ degree
 Advanced knowledge and skills
 Proficiency in MS office
 Proficiency in which ever programs are applicable
 Excellent oral and written communications skills
 Good Interpersonal skills
 Tact and diplomacy in dealing with Association members and the public
Part II
In this section of the feedback-development discussion, individual performance in the core
capabilities is reviewed, identifying both strengths and areas for further development.
Demonstrated Strengths
Customer/Client focus
Ability to recognize & respond to internal &
external customer needs and expectations.
Communication/Interpersonal skills
Ability to speak & write clearly, secure
information, listen effectively, & give &
receive feedback.
Technical Skills
Ability to demonstrate technical &
job-specific knowledge, skills, & experience
to ensure a high level of performance.
Teamwork
Ability to work effectively & respectfully with
others to achieve business objective.
Innovation and Managing Change
Ability to challenge current processes and
participates in improvement efforts.
Improvement Opportunities
Summation comments: (the summation comments may be joint or separate or deemed
unnecessary at this time. They can include any desired statements regarding career
goals/aspirations, readiness for succession, interest in developmental work assignments, major
accomplishments, etc.)
Incumbent:
Manager:
Part III
Job related goals for the next year:
Action, Date:
Personal development goals for the next year (skill, knowledge or related interest):
Action, Date:
Discussed and agreed to on ___/___/____ (date)
by ______________________and
(incumbent)
_______________________.
(manager/supervisor)