Performance Management Checklist
Planning for Performance Discussion:
List Key Responsibilities
- The starting point is an up-to-date job description that describes the essential functions, tasks, and responsibilities of the job. Include an up-to-date Physical, Environmental & Mental demands form (PEM) specific to the position
- Outline the general areas of knowledge and skills required of the employee
- Think about a range of expected job outcomes
Rating examples may include:
- Identify goods and/or services this position offers
List behavioral standards for:
- Values of the organization employee must demonstrate
Performance expectations can be broad but can generally be broken into two categories:
- Results (The goods and services produced by an employee often measured by objectives or standards)
- Actions & Behaviors (The methods and means used to make a product and the behaviors and values demonstrated during the process. Actions and Behaviors can be measured through performance dimensions.)
- Knowing priorities enables you to consider tradeoffs amount activities so employees can accomplish those that have the highest payoffs.
S.M.A.R.T. Performance Objectives and Standards: Performance objectives and standards are two of the most common methods to define expected results. Both objectives and standards are most useful when, in addition to being written down and verifiable, they are:
- Specific – Objectives and standards should let employees know exactly which actions and results they are expected to accomplish.
- Measurable - Whenever possible, objectives and standards should be based on quantitative measures such as direct counts, percentages, and ratios.
- Attainable- The objective or standard should be achievable, but challenging, and attainable using resources available.
- Relevant - Individual goals, objectives and standards should be in alignment with those of the unit and the department in support of the University’s mission.
- Timely - Results should be delivered within a time period that meets the department and organization’s needs.
- Objectives and standards identify baselines for measuring performance results. From performance objectives and standards, supervisors can provide specific feedback describing the gap between expected and actual performance.
A performance plan consists of information that measures the achievement of each goal being tracked. The data collected becomes the documentation used to confirm good and poor performance. Where possible use data that’s already being collected. Examples include:
- Financial figures
- Customer satisfaction surveys
- Productivity reports
- Checklists and logs
Recognize cues that indicate an opportunity to coach/develop employee
- Individual asks for advise or assistance
- Individual looks indecisive or stuck
- Individual expresses interest in taking on new responsibility
- Explore benefits of expanding skills and capabilities
- Ask questions to determine individuals readiness and interest
Ask open ended questions to encourage individual to think through situations, to clarify what they already know about situation
- Determine facts
- Build awareness, don’t problem solve
- Offer information when needed
- Summarize understanding during conversation
- Identify and discuss possible actions.
- Ask questions to generate a list of possible actions
- Help identify pros and cons
- If necessary offer a few ideas to get the thought process started
Develop a specific action plan to ensure positive results. Help turn ideas into a plan.
- Ask questions to help make decisions and clarify the plan.
- Help identify possible resources.
- The goal is to enable someone to act independently. You need to offer reassurance, support and assistance when it’s needed. Do not take responsibility for the situation and resist urge to take over parts of the task.
The goal is to help individual recognize the need for behavior change and commit to improving performance. Collect background information on the problem to support your discussion
- Clarify the nature of the problem and its negative impact on schedules, processes, customers, and co-workers
- Determine facts and be specific
- Uncover possible causes of the problem
- Think about how the person might react when you bring up the issue
- If you have doubts about legal, contractual or organizational policies, check with Human Resources
Specifically describe the issue and why it is causing a problem
- Begin by making a brief statement about what the issues
- Be clear whether you are concerned with the results or with the way they were achieved
- Stay calm – don’t use a punishing tone or attach the person. Be mindful of your body language and word choice
Allow person to express their understanding of the problem. By listening to their side of the story you foster a cooperative atmosphere and minimize defensiveness. Often times the individual provides new or different information that changes your perspective.
- Encourage individual to express their view point
- Form a common picture of what’s wrong
- Identify and tackle major barriers to agreement
- Collect additional data as needed
- Summarize situation in light of any new data
Discuss next steps and encourage the person to take ownership. Help identify possible actions to improve situation and set follow up dates.
- Determine if specific performance targets are to be met for a period of time
- Make person aware of any formal measures you are required to take
- Brainstorm possible solutions to the problem
- Ask questions to turn options for solutions into action
- Include plans for coaching and feedback
Let individual know you are available to help. Leave the person feeling motivated to change and confident in their abilities.
- Reassure individual you are available to clarify issues as they come up
- Express confidence that the person can turn around the situation
- Achieve Global
- Guide to Managing Human Resources, Chapter 7 Performance Management
- ER Master Plan (Form)
BusOps Center HR Contacts:
LHS: Sandra Colonna | email@example.com | 510-643-6888
RSSP: Javier Gonzalez | firstname.lastname@example.org | 510-643-0437
SL/A&E: Emily Karakashian | email@example.com | 510-642-9697