| There are many advantages to both supervisors and | | | | clear standards which include dates and times when |
| employees in having an effective performance | | | | appropriate. |
| planning and review process. The process should | | | | The next step in the process is providing regular |
| identify clearly what is expected of the employee, | | | | feedback. The supervisor should be maintaining a log |
| which in turn provides the opportunity to recognize | | | | of performance facts, which will ensure that important |
| good performance and identify areas that need | | | | issues are given the attention that is required and will |
| corrective action or added training. | | | | help the formal review proceed in a more focused and |
| Four areas that must be identified in a performance | | | | potentially more positive way. The employee should |
| plan are: | | | | also maintain a record of accomplishments and special |
| 1. Job responsibility - what has to be done? | | | | achievements, or issues that need to be resolved. |
| 2. Performance measure - how will this be checked or | | | | Discussion of these things during scheduled or |
| measured? | | | | spontaneous feedback sessions will allow resolution of |
| 3. Performance standard - how well must it be done? | | | | problems in a timely manner. |
| 4. Target date - when will it be checked? | | | | Reviewing performance gives the supervisor and the |
| When building a performance plan, you would obtain | | | | employee the opportunity to look at results that have |
| information in these areas from the job description and | | | | been achieved in relation to the original plan and |
| you would also look to the organization needs to clarify | | | | standards of performance that were established. At |
| which duties have priority and the standard they must | | | | this meeting, you should review all performance |
| be performed to. An effective performance plan | | | | records and assess each task, discussing whether |
| should outline results expected, performance | | | | they met the standards of performance or not, and |
| measures, standards to be achieved and target dates | | | | whether they exceed those standards. Review any |
| for measurement. | | | | outside factors that may have had an effect on |
| Performance plans are usually prepared at the | | | | performance. At this time, the supervisor should be |
| beginning of annual review period, or when an | | | | identifying any areas where improvement may be |
| employee first starts their new job. Preparing for the | | | | necessary or performance could be enhanced. The |
| initial planning meeting should be undertaken by both | | | | employee should also have the opportunity to discuss |
| the supervisor and the employee. Both supervisor and | | | | areas where they could have used more help. |
| employee should be reviewing the goals, objectives | | | | Another important aspect to completing this cycle is |
| and needs of the work unit and looking at the current | | | | action planning. This is where the supervisor and |
| job description. The supervisor should list the things in | | | | employee would plan for any training that needs to |
| the job that they intend to measure, and the standards | | | | occur, and could also be where you discuss career |
| you will measure to. The employee could write down | | | | planning. |
| the ways they think each of their tasks could be | | | | The completion of this cycle should illustrate to us that |
| measured and how well each should be performed. | | | | a positive atmosphere of working together is beneficial |
| Performance objectives and results to be achieved | | | | to both the work organization, the supervisor and the |
| should be focused on results and set in order of | | | | employee. |
| priority. Measures should be specific to each task, with | | | | |