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For
more info on our Performance Management Software System
CLICK
HERE
A
best-practice Performance Management Program has the following
in place:
All-Round
System Buy-in and Training
- A Corporate
Performance Management Policy specifying the WHY, WHO, WHAT,
WHEN and HOW of performance management in the organization,
coupled with a well-designed communication plan to get management
and employee buy-in at all levels.
- Thorough
training of HR, line and staff in all aspects of system
application.
- Top
management buy-in and visual support.
Key
System Features
- Performance
Goals are linked to the Corporate Strategy and Goals, logically
cascaded down organization units to individual level.
- Written
Performance Agreements/Plans are drawn up via one-on-one
goal-setting sessions between line managers and direct reports,
as early as possible at the start of a new performance year.
- Individual
Performance Agreements include performance measures that
are derived from a position's job/role description, as well
as relevant corporate cascaded-down goals.
- Line
managers ensure that employees have sufficient resources
and tools to get the job done, and that systems, processes
and policies facilitate (and not hinder) optimal performance.
- Both
line managers and their direct reports are keeping a record
of the latters' performance to refer to during performance
reviews.
- Performance
Agreements are adapted as and when priorities and the situation
on the ground change.
- Performance
feedback (positive and/or 'negative' - constructive), and
related coaching, are given to employees on an ongoing basis,
so that there are no unpleasant surprises at performance
review time.
- In
addition to the formal performance reviews, line managers
and their direct reports should meet at least monthly (1-1)
to discuss performance progress and challenges.
- Employees
are given adequate warning (at least 14 days) of performance
reviews (date and time mutually agreed).
- Performance
reviews are facilitated by line managers in a way that involves
the employee and asks for their input first on how they
have fared on each measure and what rating they think best
reflects their performance. Line managers add their own
view, and facilitate agreement. Second-level line managers
are brought in with disputes, and have the final say. A
grievance policy and procedure exists as employee last resort
when still unhappy.
- Personal
Development Plans (as a performance review output) are based
on current competency shortfalls as well as new role challenges
and employee career goals.
- Performance
is linked to remuneration in a way that sends a clear message
to both good and poor performers. Sufficient reward differentiation
is made so that top performers are lifted out materially
and psychologically for their efforts.
- Employees
experience the entire process as positive, motivating and
career-enhancing.
For
more info on our Performance Management Best Practice Software
System
CLICK
HERE
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