MSI Performance Plus

Guidelines
Welcome to Performance Plus, MSI’s performance
management framework
MSI is committed to ensuring women across the world have access to high
quality family planning and sexual and reproductive health services. Every
team member plays an essential role in helping us meet our goals and deliver
our strategic priorities. Performance Plus enables managers and team
members to have positive discussions as part of performance reviews to
ensure there is a clear link between organisational, team and individual KPIs
and achievements.

To be successful Performance Plus is going to need your full commitment. I

hope you will read these guidelines and understand your role in making this a
success.

Dana Hovig
Chief Executive

2 Performance Plus Guidelines – Final – 2009

Performance Plus at MSI

Contents

Introduction How to Use This Guide 4

Section 1 Setting the Scene 5

Section 2 Manager Role and Responsibilities in Performance Plus 9

Section 3 Team Member Role and Responsibilities in Performance 17

Plus

Section 4 Form Completion 23

Section 5 Good Practice Tips and Checklists 28

Appendices

Appendix 1 Copy of Preparation checklist for Performance 35

Plus Review Meetings

Appendix 2 Copy of Performance Review form 37

Appendix 3 Copy of Performance Review form for Managers 42

Appendix 4 Copy of Personal Development Plan 47

Appendix 5 Copy of Leadership Competencies 48

3 Performance Plus Guidelines – Final – 2009

Introduction – How to Use This Guide

These guidelines are designed to help all MSI team members get the best
from the Performance Plus framework and maximise its benefits. The
guidelines are divided into 4 sections:

• Section 1 is mandatory reading for all team members and outlines the
process, why it matters and what the benefits are for all concerned.

• Section 2 applies to managers, supervisors and team leaders (i.e.

anyone with responsibility for managing others) and outlines
responsibilities under the framework.

• Section 3 applies to all team members and explains how to get the best
out of performance discussions.

• Section 4 contains some information on how to complete the various

performance review forms.

• Section 5 contains good practice tips and checklists.

The various forms used within the performance review discussions are
contained in the appendices.

4 Performance Plus Guidelines – Final – 2009

Section 1 – Setting the Scene

This section of the guidelines is required reading for all MSI employees.

1.1 MSI’s Vision and Values

Our Vision

MSI’s vision is to be the biggest and best family planning organisation in the
world, making a sustainable difference to millions of women globally.

The biggest is about maximising our health impact and the difference we
make by increasing MSI’s delivery of family planning and safe abortion
services dramatically and acting as a catalyst for others to do better and do
more in family planning and safe abortion.

The best is about building MSI’s organisational strength and capacity by

having the best people in our industry and by having world class systems that
support and facilitate MSI’s growth.

Sustainability comes about by strengthening MSI financially through

diversifying and increasing MSI’s income streams and improving the financial
solvency and sustainability of the MSI global partnership.

Our Values

MSI will realise its vision by adhering to a set of core values that shape and
guide our behaviours in our dealings with others, be they team members,
clients, investors, external agencies or the general public. The values that
underpin our way of working are:

• Pioneering
• Results orientated
• Sustainable
• People- centred
• Customer focused
• Mission driven

The Performance Plus framework is designed to align the endeavours of all

employees in order to enable MSI to achieve its vision and deliver its strategic
and operational goals and objectives in line with its values.

5 Performance Plus Guidelines – Final – 2009

 The Performance Plus framework

Under the Performance Plus framework managers will meet with team
members in order to:

• Communicate annual organisational KPIs.

• Clarify the contribution required by the team member towards achieving
those organisational KPIs.
• Provide constructive feedback in order to help the team member to learn
and improve their performance.
• Identify any training, development and support that may be required in
order to help the individual be successful.
• Provide recognition and acknowledgment of successes.
• Discuss future career and development aspirations and agree a personal
development plan.

The Performance Plus annual cycle is illustrated below and is designed to be

fully integrated with organisational activities such as business planning.

Dec
Jan
Nov

Feb
Oct

Mar

Sep

Apr

Aug

May
Jul
Jun

The business planning cycle takes place during the last part of the year, with
Key Performance Indicators (KPIs) and business plans finalised by the end of
January. From December until the end of February managers will schedule an
Annual Review meeting with each of their team members to review their

6 Performance Plus Guidelines – Final – 2009

previous year’s performance and agree plans and objectives for the
forthcoming year.

Managers will then conduct a Mid Year Review meeting with team members
between June and August to review progress, redefine goals and objectives if
necessary, identify career goals and aspirations and agree a personal
development plan.

The Annual and Mid Year review meetings are mandatory. However
managers and team members may wish to agree to meet more regularly
throughout the course of the year to review progress, redefine priorities and
provide coaching and support.

1.2 The Benefits of Performance Plus

MSI’s Performance Plus framework will deliver substantial benefits for the
organisation as a whole, as well as for managers and for team members.

Organisational Benefits

• Helps to establish MSI as the biggest and best family planning

organisation in the world.
• Enables MSI to deliver greater sustainable impact to its clients.
• Helps demonstrate to donors/funders that MSI is an organisation worth
investing in.
• Builds capability and capacity for MSI to achieve its mission and goals.
• Ensures that all team members are fully aligned and focussed on
organisational priorities.
• Supports innovation and growth and the process of continuous
improvement, change and learning.

Manager Benefits

• Helps create an environment whereby team members will be more

successful.
• Provides clarity around accountability and what is expected of team
members.
• Clarifies the manager’s role and what is expected of them by team
members.
• Enables feedback designed to improve performance to be delivered
and received in a non defensive manner.
• Clarifies the standards of behaviour that are expected of team
members.
• Facilitates open and constructive conversations that will improve
mutual understanding as to how both parties can best support each
other.

7 Performance Plus Guidelines – Final – 2009

 • Provides better understanding of team member strengths and
development needs and how best to deploy team members to make
the most of their talents.
• Makes the task of ‘managing people’ less onerous and more fulfilling.

Team Member Benefits

• Clarifies how team members can contribute to the success of MSI and
make a real difference.
• Defines what is expected of team members and what they need to do
to be successful in their role.
• Provides an opportunity to increase self awareness and learn how to
be even more effective through regular constructive feedback.
• Defines priorities and helps team members understand where to focus
their attention.
• Provides an opportunity to discuss aspirations and development needs
and career.
• Helps foster more fulfilling relationships and constructive conversations
between team members and their manager.
• Ensures that immediate training and development and support needs
are addressed.
• Clarifies levels of autonomy and decision making freedom.
• Provides an opportunity for successes to be recognised and
acknowledged.

8 Performance Plus Guidelines – Final – 2009

Section 2 – Manager Role and Responsibilities in
Performance Plus

This section of the guidelines applies to managers only. Managers need to

familiarise themselves with the contents of this section before conducting any
review meeting with team members.

2.1 The Manager’s Role

The manager’s role within the Performance Plus framework is primarily to

enable team members to be successful in their job. The manager does this
by:
• Ensuring that team members are kept up to date with organisational
and team goals, objectives, priorities and performance.
• Clarifying mutual expectations and providing regular constructive
feedback.
• Identifying and playing to team member strengths wherever possible.
• Ensuring that appropriate training, support, information and tools are
made available.
• Providing appropriate levels of delegated authority and trusting team
members to use their judgement.
• Understanding what motivates team members and providing
appropriate motivational stimulus.
• Fostering trust based relationships and encouraging open and honest
dialogue.

2.2 360 Feedback (Optional)

In order to gain a rounded view on performance the manager may obtain

feedback from individuals who have worked or interacted closely with the
team member during the course of the previous year.

The manager and team member should agree which individuals are best
placed to provide feedback on the team member’s performance.

A 360 form is available for use or the manager may just email the chosen
individuals to ask for feedback on strengths, areas of development and any
other feedback that may be relevant.

The manager should ensure there is sufficient time before the annual or mid
year review for 360 feedback to be obtained.

9 Performance Plus Guidelines – Final – 2009

2.3 Managers’ Responsibilities
The Annual Review Meeting
Purpose of meeting:
• To provide feedback on past performance.
• To agree a rating of performance.
• To clarify future expected contribution.
• To agree immediate training, development and support needs.
Expected duration: approximately 1 - 1 ½ hours
Responsibilities
Before the meeting
Reflect on organisational and team
priorities and performance.
Think about past performance of the
team member since last review
meeting – what has been achieved,
what went well, what could have gone
better.
Gather evidence of past performance
in order to enable feedback to be as
specific as possible.
If 360 is to be used, nominate
individuals to provide feedback.
Review job description and identify any
accountabilities that may require to be
changed.
10 Performance Plus Guidelines – Final – 2009
Good Practice Tips
The better the quality of
preparation, the more productive
the meeting is likely to be.
Share information with all team
members to ensure collective
understanding.
Use the Pre Meeting Preparation
Checklist to help structure
thinking.
Identify people with whom the
team member has worked/
interacted closely with and ask
for examples of what the team
member has done particularly
well and any development needs
that they have witnessed.
Decide with the team member
who is likely to give honest
feedback and has had sufficient
dealings with the team member
in order to be able to comment
authoritatively.
Only focus on where there are
significant changes in
accountabilities that are likely to
affect the outputs/contribution
expected of the team member.
Notify team member of proposed time
and location of meeting.
During the meeting
Welcome the team member and put
them at their ease.
Explain the purpose and structure of
the meeting:
I. Discussion on past
performance.
II. Agreeing performance rating.
III. Agreeing objectives/future
contribution.
IV. Identifying training and support
needs.
V. Summarising.
11
Give at least 2 weeks notice
wherever possible so the team
member has time to prepare.
Encourage the team member to
reflect on their own performance.
Ask the team member to also
think about the goals/objectives
that they would wish to set for
themselves for the coming year.
Encourage the team member to
use the Pre Meeting Preparation
Checklist to prepare for the
review.
Most reviews will take between 1
- 1½ hours.
Book a location which is private
and where there is no likelihood
of interruptions.
Create an environment that is
conducive to open and honest
discussion.
Recognise that not every person
will view the forthcoming
meeting in a positive light and
may be apprehensive.
Encourage active participation
and two way dialogue.
Demonstrate intent through body
language and tone of voice.
New starters may not be familiar
with the process and may have
experienced a different approach
in other organisations that they
have worked for.
Encourage 2-way discussion
e.g. ask team member views
first, before giving feedback.
Aim to spend no more than 30%
of time looking at past
performance.
Performance Plus Guidelines – Final – 2009
 I. Feedback on past performance
Provide explicit praise and recognition
for work well done/appropriate
behaviours.
Explore what has been achieved the
previous year, what has gone well/less
well and reasons why.
Provide specific feedback and discuss
and rate performance against each of
the MSI behaviours. Use any 360
feedback (if appropriate)
Note: for team members the MSI
behaviours should be used; for
managers the Leadership behaviours
will apply
Discuss individual strengths and
explore how these could be better
utilised.
II. Agreeing performance rating
Review discussions and agree the
performance rating.
III. Agreeing objectives / future
contribution
Summarise organisational and team
priorities and plans.
12
Start by establishing positive
context for the meeting.
Invite team member to assess
own performance and discuss
any differences in viewpoint.
Invite team member to provide
own assessment initially.
Focus discussion on particular
strengths and no more than 3
areas for development.
If the team member is unfamiliar
with the 360 process ensure that
sufficient time is spent helping
them to understand the
feedback.
Paying attention to strengths
does not mean ignoring areas
for improvement but recognising
and building on strengths is
more motivational than simply
addressing ‘weaknesses’.
Ask the team member to
propose a rating that they feel is
fair.
Recognise that the rating is a
relatively crude summary of the
discussions – don’t let this
discussion set a negative note
for the rest of the meeting.
Where there is disagreement
over the rating provide justifying
evidence.
Ensure that the context within
which the job operates and the
discussion taking place, is
Performance Plus Guidelines – Final – 2009
 established.
Review any changes in job Don’t spend time reviewing
accountabilities. every aspect of the job
description – focus only on those
areas which the organisation
needs to see changed or which
would enable the team member
to play to their strengths.

Agree individual objectives/outcomes. Invite the team member to put

forward their ideas initially.
Don’t impose – seek to arrive at
an outcome which the individual
genuinely is committed to.
Recognise that not all jobs will
lend themselves to defined
objectives – agree a set of
outcomes that are meaningful for
the role in question.

Identify specific behaviours that will be Focus on no more than 3

required in order to achieve these behaviours that might be critical.
outcomes.

IV. Identifying training and support

needs

Identify any specific training and
development needs.
Don’t just focus on ‘hard’ skills –
recognise that developing
specific behaviours can
significantly enhance an
individual’s performance.
Recognise that there are
alternative approaches to
development other than training.

Agree specific support required by the Ensure that expectations /

manager/others. requirements of the manager are
explicitly discussed and agreed.

V. Summarising

Agree when the next meeting should Although there are only 2
take place. mandatory meetings per annum
in certain circumstances more
frequent reviews may be
appropriate, e.g. when the team
member is new to the role, when
the priorities/objectives are likely

13 Performance Plus Guidelines – Final – 2009

 to change, where there are
specific development or
performance needs that need to
be addressed, where the
individual would welcome more
regular review and feedback.

After the meeting

Complete the Performance Review The form can be completed

form and send to the team member for during the meeting but only if the
comments and signature. act of completing it does not
detract from the quality of the
discussions.

Ensure that People & Development Consult People & Development

(P&D) are informed of any specific to identify alternative
training/ development needs. approaches – don’t just rely on
formal training courses.

Follow through on any commitments Recognise the importance of

made to support the team member. keeping to commitments and the
effect it has on trust.

The Mid Year Review Meeting

Purpose of Meeting:
• To review performance for the year to date.
• To revise expected outcomes/objectives if appropriate.
• To agree career and personal development plans.

Expected duration: approximately 1 hour

The activities concerned with reviewing past performance, providing feedback

and agreeing outcomes/objectives are similar to those carried out in the
Annual Review meeting. The additional activities associated with the Mid Year
Review are detailed below. However it is vital to ensure that the Mid Year
Review meeting does not become a reprise of the Annual Review Meeting –
the focus is primarily on personal development and growth and as such at
least 50% of the time should be devoted to this.

Responsibilities Good Practice Tips

Before the meeting

Assess potential and collect evidence Recognise that all managers

of particular strengths. have a responsibility for

14 Performance Plus Guidelines – Final – 2009


Identify any potential vacancies/
secondment/project opportunities that
might be suitable for development.
During the meeting
Explore individual aspirations, career
and personal development goals and
understand why they matter to the
team member.
Agree development plans and support
required to implement them.
Complete the Personal Development
Plan (PDP) form.
After the meeting
Follow through on any commitments
made to support the individual.
Communicate development needs to
People &Development and other
managers as appropriate.
15
developing and nurturing talent
to enable MSI to be successful.
Development can take many
forms and the better the
understanding a manager has of
opportunities and alternative
development routes the better
they will be able to advise the
team member.
Recognise that not everyone
seeks career advancement.
Personal development often
requires support but the
individual should assume prime
responsibility for their own
development.
Seek guidance from People &
Development about
development options.
There is a collective
responsibility to ensure that any
development activities agreed
during the meeting are followed
through.
Recognise the importance of
keeping to commitments and the
effect it has on trust.
Informing others about
development aspirations of team
members increases the
likelihood of suitable
development opportunities
arising.
Performance Plus Guidelines – Final – 2009
People & Development consolidate
PDP outputs to drive organisational
training needs and delivery.

Ongoing Informal Review Meetings

In addition to the mandatory Annual and Mid Year review meetings, managers
and team members may wish to schedule more regular review meetings.
These meetings can be as short as 15 minutes or as long as an hour
depending on the purpose of the meeting and the issues to be discussed. It is
recommended that Informal Review Meetings are considered in the following
circumstances:

• Where a particular ‘performance’ shortfall has been detected and a

specific action plan agreed to address it. In these circumstances it is
important to monitor progress regularly and provide feedback because,
if performance fails to improve within the agreed timeframe, first stage
disciplinary action may be required.
• Where the team member is new to the job and/or organisation and
more regular support may be required.
• Where the objectives/outcomes that have been agreed with the team
member may be subject to change and consequently short term
refocusing of priorities and outcomes may be required.
• Where the team member welcomes regular reviews of progress and
feedback on performance.

16 Performance Plus Guidelines – Final – 2009

Section 3 – Team Member Role and Responsibilities in
Performance Management

This section of the guidelines applies to team members only. Team members
need to familiarise themselves with the contents of this section before any
review meeting with their manager.

3.1 The Team Member’s Role

The team member’s role within the Performance Plus framework is to prepare
thoroughly, be open and receptive to feedback, accept accountability for their
own performance and take ownership of their learning and development. The
team member does this by:

• Actively engaging in team discussions and keeping up to date on

organisational and team priorities and performance.
• Reflecting honestly on their own performance and accepting feedback
in a non-defensive manner.
• Identifying opportunities which play to their strengths.
• Proactively accessing appropriate training, support, information and
tools wherever possible.
• Taking full accountability for their actions within levels of delegated
authority.
• Demonstrating through their actions a commitment to MSI’s vision and
values.
• Behaving in a manner that fosters trust and respect from others and
which is aligned to MSI’s values and behaviours.
• Seeking to develop trust based relationships with their manager and
engaging in open and honest dialogue.

3.2 Team Member Responsibilities

The Annual Review Meeting

Purpose of meeting:
• To provide discussion on past performance.
• To agree a rating of performance.
• To clarify future expected contribution.
• To agree immediate training, development and support needs.

Expected duration: approximately 1 -1 ½ hours

Responsibilities Good Practice Tips

Before the meeting The better the quality of

preparation, the more productive

17 Performance Plus Guidelines – Final – 2009


Become familiar with organisational
and team priorities and performance
Think about past performance since
last review meeting – what has been
achieved, what went well, what could
have gone better.
Agree with manager who can be
approached to give feedback on your
performance.
Review job description and identify
any accountabilities that you believe
have changed.
Confirm attendance at Review
Meeting.
During the meeting
Understand the purpose and
structure of the meeting:
I. Discussion on past
performance
II. Agreeing performance rating.
III. Agreeing objectives / future
contribution
IV. Identifying training and support
needs
V. Summarising.
18
the meeting is likely to be.
Awareness of the organisational
and team context of
performance reviews helps
strengthen the sense of
‘connectedness’.
Use the Pre Meeting Preparation
Checklist to help structure
thinking
Identify those people with whom
you have worked/ interacted
closely with over the previous
year.
Also think about ad hoc
feedback received during the
year, both positive and
formative.
Only focus on where there are
significant changes in
accountabilities that are likely to
affect the outputs/contribution
expected of you.
Reflect on own performance and
think about the goals/objectives
that you would wish to set for
yourself and to which you will
feel committed.
Help to create an environment
that is conducive to open and
honest discussion.
Be prepared to actively
participate in the meeting.
Demonstrate intent through body
language, tone of voice and level
of participation.
Performance Plus Guidelines – Final – 2009
 I. Feedback on past
performance
Acknowledge explicit praise and
recognition for work well done/
appropriate behaviours.
Discuss what has gone well/less well
and reasons why.
Discuss specific feedback and
proposed ratings of performance
against each of the MSI behaviours
(or Leadership competencies for
managers).
Discuss strengths and explore ideas
as to how these could be better
utilised.
II. Agreeing performance
rating
Review discussions and agree the
performance rating.
III. Agreeing objectives / future
contribution
Review any changes in job
accountabilities
Agree individual objectives/outcomes.
19
Accept praise graciously – don’t
just dismiss it.
Be prepared to discuss any
differences in viewpoint.
Accept feedback non-
defensively.
Ask questions for clarification.
View feedback not as criticism
but as an opportunity to learn
and improve.
Be prepared to provide own
assessment and discuss
differences of views non-
defensively.
Don’t be modest about strengths
and look for opportunities to
leverage them.
Be prepared to propose a rating
that you feel is fair.
Be prepared to discuss any
differences in opinion non-
defensively.
Don’t spend time on the minutia
– only focus on those aspects
that will make a real difference to
your job and what is expected of
you.
Be prepared to put forward your
ideas.
Explain the rationale and why
you feel committed to your
Performance Plus Guidelines – Final – 2009

Discuss specific behaviours that will
be required in order to achieve these
outcomes.
IV. Identifying training and
support needs
Discuss any specific training and
development needs.
Identify and agree specific support
required by manager / others
V. Summarising
Agree when the next meeting should
take place
After the meeting
Review the Performance Review form
sent to you by your manager, add
comments, sign and return.
Ensure that specific training/
development commitments are
followed through on.
20
proposed objectives/outcomes.
Try to identify no more than 3
behaviours that might be critical.
Don’t just focus on ‘hard’ skills –
recognise that developing
specific behaviours can
significantly enhance your
performance.
Ensure that expectations /
requirements of your manager
are explicitly discussed and
agreed.
Although there are only 2
mandatory meetings per annum
in certain circumstances more
frequent reviews may be
appropriate, e.g. if you are new
to the role, when the priorities/
objectives are likely to change,
where there are specific
development or performance
needs that need to be
addressed, where you would
welcome more regular review
and feedback.
The form can be completed
during the meeting but only if the
act of completing it does not
detract from the quality of the
discussions.
You and your manager have
joint responsibility for ensuring
that agreed training and
development plans are actioned.
Performance Plus Guidelines – Final – 2009
Ensure that your manager follows Be prepared to hold your
through on any commitments made to manager accountable for their
support you commitments
The Mid Year Review Meeting

Purpose of Meeting:
• To review performance for the year to date.
• To revise expected outcomes/objectives if appropriate.
• To agree career and personal development plans.

Expected duration: approximately 1 hour

The activities concerned with reviewing past performance, providing feedback

and agreeing outcomes/objectives are similar to those carried out in the
Annual Review meeting. The additional activities associated with the Mid Year
review are detailed below. However the Mid Year Review meeting is not just a
reprise of the Annual Review Meeting – the focus is on your personal
development and growth and as such at least 50% of the time should be
devoted to this.

Responsibilities Good Practice Tips

Before the meeting

Reflect on personal development and Consider own motivations and

career aspirations and on what is desires in order to increase self
important to you in the way of awareness of what is important
personal growth of particular to you.
strengths.

Identify any potential vacancies/ Consider alternative roles/

secondment/project opportunities that projects etc that would be of
might be suitable for development. interest to you.

During the meeting

Discuss individual aspirations, career Help your manager understand

and personal development goals and what is important to you.
explain why they matter to you.

Agree development plans and Personal development often

support required to implement them. requires support but you should
assume prime responsibility for
your own development
Seek guidance from People
&Development about
development options.

21 Performance Plus Guidelines – Final – 2009

Complete the Personal Development There is a collective
Plan (PDP) form. responsibility to ensure all
agreed development activities
are followed through during the
year.
After the meeting

Ensure that specific training/ You and your manager have

development commitments are joint responsibility for ensuring
followed through on. that agreed training and
development plans are actioned.

Ensure that your manager follows Be prepared to hold your

through on any commitments made to manager accountable.
support you.

Ongoing Informal Review Meetings

In addition to the mandatory Annual and Mid Year review meetings managers
and team members may wish to schedule more regular review meetings.
These meetings can be as short as 15 minutes or as long as an hour
depending on the purpose of the meeting and the issues to be discussed. It is
recommended that Informal Review Meetings are considered in the following
circumstances:

• Where a particular ‘performance’ shortfall has been detected and a

specific action plan agreed to address it. In these circumstances it is
important to monitor progress regularly and provide feedback because,
if performance fails to improve within the agreed timeframe, first stage
disciplinary action may be required.
• Where the team member is new to the job and/or organisation and
more regular support may be required.
• Where the objectives/outcomes that have been agreed with the team
member may be subject to change and consequently short term
refocusing of priorities and outcomes may be required.
• Where the team member welcomes regular reviews of progress and
feedback on performance.

22 Performance Plus Guidelines – Final – 2009

Section 4 – Form Completion
The forms used within the Performance Plus Framework should not be seen
as a ‘straightjacket’ that inhibits discussion. On the contrary, they are intended
to be used as a guide to help summarise performance review discussions and
ensure that both parties are clear about what has been agreed and what they
expect of each other. Guidelines for completing the forms are given below:

4.1 The Performance Review Form

• General information
Complete details at the top of the form – names, dates, job titles etc. Make
sure that the year to which the performance discussion applies is
completed.

• Objectives/Outcomes/Behaviours
Enter the details of the specific contribution that has been agreed including
success measures and timescales at the start of the year. When reviewing
performance complete the assessment of achievement and capture any
relevant comments. (note: two forms will thereof be used in the Annual
Review – one to capture performance for the previous year and another to
capture agreed objectives/outcomes/behaviours for the forthcoming year).

• Behaviours
Complete the assessment for each behaviour and capture any relevant
comments.

• Overall rating
Record the agreed rating and capture any relevant comments.

• Support Required by Manager and Other Support required

Capture any specific agreements.

• Changes to Objectives/Outcomes/Behaviours
Record any changes agreed at the Mid Year Review

• Rating Performance
In rating the performance of an individual it is important that the rating
scales are consistently interpreted and applied by different managers.
Arriving at the appropriate rating for an individual is not a precise process
or an arithmetic exercise and managers need to use a degree of common
sense and judgement.

These guidelines are intended to help ensure consistency. In addition,

People & Development will periodically review ratings across the
organisation and where they detect significant patterns of ratings that differ
from the norm, or which do not correlate with departmental performance,

23 Performance Plus Guidelines – Final – 2009

 they will bring it to the attention of the appropriate Director/senior manager
who will investigate and, where necessary, work with managers to
‘recalibrate’ the ratings and hence, over time, ensure consistent
interpretation.

24 Performance Plus Guidelines – Final – 2009

The Rating Scale

Performance
Description Definition
Level
• Outstanding performance, consistently exceeds expectations, often by a significant
margin
4 Exceptional
• Always demonstrates team member behaviours at the highest level, a great role
model.
• Very good performance; consistently achieves what is required and often exceeds
3 Commendable expectations.
• Always demonstrates team member behaviours.
• Good and reliable performance; achieves what is required and meets expectations.
2 Successful
• Regularly demonstrates team member behaviours.
Improvement • Does not achieve what is required and fails to meet expectations.
1
Required • Demonstrates team member behaviours rarely or inconsistently

Overall Rating:

25 Performance Plus Guidelines – Final – 2009

• Interpreting the Ratings

Exceptional
Very few people are likely to receive an ‘exceptional’ rating, particularly if KPIs and
objectives have been set that are appropriately stretching. For someone to do so
they need to have consistently delivered a level of performance throughout the year
that was significantly in excess of what would normally be expected from someone
in the job. It is likely that such achievements will be highly visible to others and have
a significant impact on an aspect of MSI’s operations.

In delivering this level of performance the individual would also be expected to have
continuously demonstrated the required team member/leadership behaviours at the
highest levels and would be seen as a role model for others in terms of exemplifying
the values of the organisation/what effective leadership looks like. Any ‘exceptional’
rating needs to be supported by evidence of the ‘over achievements’ that have led to
the rating being applied and the impact that they have had on organisational/
departmental performance.

Commendable
This level of performance requires that an individual has met all their KPIs and
objectives and in some cases exceeded them. In doing so they will have
demonstrated all the team member/leadership behaviours expected of them at all
times. Whilst the level of overachievement may be less substantial than for those
that receive an ‘exceptional’ rating, there still needs to be clear evidence that KPIs
and objectives have in some cases been exceeded as a result of the individual’s
own efforts and endeavours and not just by good fortune or as a result of the work of
others.

Successful
Individuals will have broadly achieved what is expected of them with no major
shortfalls against any KPI or objective. Where there have been shortfalls judgement
will need to be exercised as to the degree that is acceptable and in making these
judgements, factors such as the experience of the individual, the extent to which
external factors outside of their control influenced events, the degree of challenge
that was inherent in the KPI/objective and the business risk/impact of the shortfall,
will need to be taken into account.

In terms of behaviours, the individual will have regularly demonstrated the team
member/leadership behaviours required, but there may be instances where certain
behaviours have not been demonstrated as fully or as regularly as ideally required.
Again a degree of judgement is called for and where there has been a shortfall in
behaviour it should have been relatively minor with little enduring adverse impact on
colleagues, clients or other parties or on team or organisational performance.

26 Performance Plus Guidelines – Final – 2009

 It therefore follows that despite the fact that an individual receives a ‘successful’
rating they may have specific training, development or improvement actions agreed
to address shortfalls in performance and/or behaviour but these actions are unlikely
to be significant as any shortfalls in performance should be capable of being readily
addressed.

Improvement Required
This rating is reserved for those individuals whose performance and/or behaviour
has fallen short of acceptable standards during the year, to the extent that specific
performance improvement actions have been agreed with the individual.

Note on ‘unsatisfactory performance’

If an individual has consistently failed to meet their KPIs/objectives and/or expected
behaviours during the course of the year then their manager should have raised the
matter with them and put in place a performance improvement plan which details the
improvements required, the timescales for them to be delivered, the training and
support that will be provided, how frequently performance improvement will be
monitored and the consequences if performance does not improve within the agreed
timeframe. In order for such action to be triggered an individual would have failed by
a significant margin to deliver the KPIs/objectives that were expected of them and
there would be no/few mitigating circumstances that would explain/justify the
shortfall in performance. Equally, such action would be triggered if an individual has
failed to demonstrate the required behaviours (even if they are achieving their
KPIs/objectives) and their failure to do so has had a serious impact on others or on
the performance or reputation of MSI.
If an individual is the subject of such a plan and the desired improvements are not
forthcoming then it may not be appropriate for them to engage in the performance
review process as it is highly likely that formal disciplinary action will be the next
step.

4.2 The Personal Development Plan

• Development Required for Current Role

Capture any specific training/ development needs agreed at the Annual Review
meeting.

• Future Growth and Career Development

Capture any specific training/ development needs agreed at the Mid Year Review
meeting.

27 Performance Plus Guidelines – Final – 2009

Section 5 – Good Practice Tips and Checklists

This section contains a number of tips and checklists that some managers and team
members might find helpful in planning for, and conducting Performance Review
meetings.

5.1 MSI Behaviours

MSI’s core values are:

Pioneering Results- Sustainable People- Customer- Mission

Orientated Centred Focused Driven

They reflect the culture of MSI and help define the sort of organisations that MSI aspires
to be. The values are lived in practice through the demonstration of the MSI Behaviours
which define the behaviours expected of all employees, in all circumstances.

Successful performance in MSI is therefore not simply defined in terms of ‘what’ people
achieve, but equally is about ‘how’ people go about their jobs and the impact that they
have on others and hence the Behaviours form a critical component of any Performance
review and assessment of performance. There are 13 behaviours and they are defined
below:

• Initiative
Thinking ahead and taking action to make the most of opportunities by finding the
optimum solution.

• Innovative
Thinking creatively and outside of the box so that ideas generated create a positive
outcome.

• Effective Communication
Communicating through active listening and good questioning techniques, using
appropriate body language, ensuring information is clear and concise.

• Responsive
Being responsive to changing priorities and demands.

• Working Efficiently
Planning, prioritising and organising work to ensure work is accurate and deadlines
are met.

• Sharing Information

28 Performance Plus Guidelines – Final – 2009

 Sharing information and knowledge whilst maintaining confidentiality.

• Focus on Learning
Taking responsibility for keeping knowledge and skills updated and for seeking
opportunities to develop further.

• Commitment
Awareness and understanding of goals, vision and values and how your role impacts
on this and going the extra mile to meet role requirements.

• Driven
Drive and determination to deliver results.

• Accountable
Taking responsibility for appropriate decisions that you make, and the actions and
behaviour you demonstrate.

• Embracing change
Openness to embracing change within the organisation and being able to adjust
plans/activities accordingly.

• Motivated
Motivation towards achieving quality results to maximise potential.

• Team Player
Working as part of a team by being supportive, flexible and showing respect for each
other.

5.2 Clarifying Individual Contribution

The precise nature of the contribution expected from all team members will vary
according to the role. For some roles the contribution or required outcomes can be
defined in terms of specific objectives, whilst for other jobs it would be extremely difficult
to establish precise objectives, e.g. where the nature of the job is more ‘transactional’
and where the focus is primarily on short term deliverables. Similarly, whilst behaviours
are a vital component of successful performance in all roles within MSI, they might be
even more critical in certain roles where ‘successful performance’ can almost
exclusively be defined in terms of the behaviours that a team member demonstrates.

It is therefore important when thinking about expected outcomes/contribution to

consider the nature of the role and define an appropriate set of performance measures.

29 Performance Plus Guidelines – Final – 2009

5.3 Setting Objectives

The purpose of goals and objectives is to ensure that there is alignment between
organisational, team and individual performance expectations.

MSI’s
GOAL

TEAM/FUNCTIONAL GOALS

INDIVIDUAL GOALS

The acronym ‘SMART’ is typically used as a framework to define goals and objectives:

Specific The objective needs to clearly define what is to be achieved

Measurable Identify how the results will be measured – measures can be

either qualitative or quantitative but must be unambiguous

Achievable The objective needs to be achievable and realistically attainable

given the resources available and the capability of the team
member
Relevant The objective needs to be relevant to the job in question and
within the team member’s ability to deliver

Time bound Clear dates / milestones need to be agreed for when the
objective need to be achieved

In addition however, in order to maximise the chances of an objective being met the
following conditions need to exist:

30 Performance Plus Guidelines – Final – 2009

• The team member needs to be committed to the objective

• The objective must contain an appropriate amount of challenge – too little and the
team member may be insufficiently motivated; too much and they may become
overwhelmed by what they are expected to achieve

• Regular constructive feedback needs to be provided in order to enable the team

member to track progress and adjust their performance

5.4 Providing Feedback

Providing regular constructive feedback and recognition is an important aspect of

managing performance and fostering individual learning. The following ‘BOCA’ model
allows feedback to be provided in a constructive manner:

• Behaviour – ‘when you did…..’

• Outcome – ‘I/team felt………..’
• Consequences – ‘and as a result……’
• Action – what could the team member do differently? How can they build on that in
the future?

In deploying the model and giving feedback the following tips should be observed:

1. Begin by focussing on the positives – point out specific aspects of the team
member’s behaviour that have been particularly helpful and/or actions that they have
taken that have helped the organisation and/or clients.

2. State clearly the areas of performance about which you have a concern: ‘However I
have a concern about …..’. An alternative is to ask the team member about their
view of where performance could be improved. The key point is to focus in on
specifics and avoid generalities.

3. Describe the behaviour which is causing the problem: ‘I have noticed that…’ or ‘It
has been brought to my attention that ….’ Have evidence available to back up your
assertion – never rely on hearsay. Remember to focus feedback on a team
member’s behaviour – never on aspects of their personality.

4. Explain the consequences of the behaviour: ‘The effect of …. has been that ….’ It is
important that the team member understands why the behaviour is important and the
organisational impact of their actions.

5. If the behaviour in question has had a direct impact on the manager, then explain
how that made you feel: ‘When you did / didn’t do …… it made me feel’. It is

31 Performance Plus Guidelines – Final – 2009

 important that the team member understands the impact of their behaviour on others
but it needs to be done in an unemotional way.

6. Ask for the team member’s view: ‘That is how I see it – what’s your view of the
situation?’ Allow them space to explain their point of view – they may get defensive,
that’s ok, just listen.
7. Once the team member has had an opportunity to explain their point of view, ask
them how they might behave differently in the future and how that changed
behaviour might lead to a different (better) outcome. Help the team member to
understand how the changed behaviour will make them more effective/successful in
their job i.e. what is the benefit to the team member as well as to the organisation.

8. Discuss any concerns/issues that the team member may have about changing their
behaviour, what obstacles they think they may encounter and how you could help
them. Ask what support the person needs from you, to achieve the desired change.
Confirm the exact nature of the support you will provide and ensure you deliver on it.

9. Ask the team member to state specifically what they will do to change: ‘In your own
words, what will you do differently as a result of this discussion? What will the
outcome look like if you are successful in making these changes?’ It is important that
the team member takes ownership for the change and that they establish the
standards against which future behaviour will be judged.

10. Agree the actions that you will take to monitor and review the situation and the
timescales involved. Summarise the discussion and specifically the actions that
have been agreed by both parties. End on a high note by reiterating the positives.

5.5 Coaching

Coaching is an important technique to help managers develop and improve the

performance of their team members. Coaching is not about solving problems for the
team member or telling them the solution; it is about helping them to explore the issue
they are facing, evaluating alternatives, defining their own plan of action and supporting
them in its delivery. A simple coaching framework (the GROW model) is shown below:

32 Performance Plus Guidelines – Final – 2009

 GROW Model
WHAT NEXT
• Commit to action GOALS
• Identify possible obstacles • Agree topic for
• Make steps specific and discussion
define thinking • Agree specific
• Agree support objective of session
• Set long term aim

OPTIONS
• Cover the full range of REALITY
options • Self assessment
• Invite suggestions • Offer specific feedback
• Offer suggestions • Check assumptions
carefully • Discard Baggage
• Ensure choices are made • Challenge

Some suggested questions to use in a coaching discussion are given below:

Effective Goal Questions

• What is the aim of the discussion?

• What do you want to achieve? By when?
• What would you like to happen that isn’t happening now?
• What would success look like?
• How will you measure it?
• How important is this to you?
• How far do you want to get in this session?
• Can we do all that in the time available?

Effective Reality Questions

• What is happening now (what, where, when)

• How do you know that is accurate?
• Who is involved?
• When it is good, what is different?
• What have you done so far?
• What results did this produce?
• Who else is relevant? What is their perspective?
• What is stopping you moving forward?
• What obstacles are in the way?

33 Performance Plus Guidelines – Final – 2009

 • How much control over it do you have?
• What is helping you move forward?
• What resources will you need? Where from?

Effective Option Questions

• How could you change the situation?

• What options do you have?
• Which of those are of interest to you?
• What other alternatives might there be?
• Who can help you?
• What else could you do?
• What would you do if you had more time, a new team, if you were the boss etc?
• What are the advantages and disadvantages of these options?
• Which of these solutions feels the best to you?
• How can I or others help?

Effective ‘What Next’ Questions

• What are your next steps going to be?

• Will this achieve your goal?
• When are you going to do this?
• What might get in the way?
• How will you deal with them?
• How will you get the support you need?
• How are you going to measure success?
• How committed are you to this action on a 1-10 scale?
• What prevents this from being a 10?
• What do you need from me

34 Performance Plus Guidelines – Final – 2009

Appendix 1 – Preparation Checklist for Performance Plus Review
Meetings

In order to ensure that managers and team members make the most of their
performance review discussions it is recommended that both parties spend some time
reflecting on a number of key questions prior to the meeting. The more thorough the
preparation undertaken beforehand, the more productive the meeting is likely to be. The
following checklist is not intended to be exhaustive but covers the main areas that merit
careful reflection.

Note: Writing down the answers to these questions often helps focus thinking and
provides an aide memoire for the discussions.

Considering Past Performance

1. Consider the specific outcomes / objectives that were agreed for the previous
year:
a. How would you rate the level of achievement of each?
b. Where an objective / outcome was not fully realised, what were the
reasons?

2. Consider the MSI Behaviours:

a. How would you rate the extent to which these have been demonstrated in
the past year
b. Where a behaviour has not been fully demonstrated, consider specific
instances where there was a shortfall?

3. Consider overall performance in the past year:

a. What have the main achievements been / what has gone particularly well?
b. What could have gone better?
c. What has been particularly stimulating / motivational?
d. What has been particularly challenging / difficult?
e. What skills / abilities have been developed in the past year?
f. How would you rate overall performance over the year, taking everything
into account?

4. Team member: What specific constructive feedback would you like to give to
your manager about their management practices and the support they provided
and in particular what would you like them to:
a. Stop doing?
b. Continue doing?
c. Start doing?

35 Performance Plus Guidelines – Final – 2009

 5. Manager: How would you rate the quality and level of support that you have
provided to the team member?

Looking to the Future

1. What are the specific outcomes / objectives that need to be achieved in the
forthcoming year:
a. How realistic / achievable are they?
b. How will successful achievement be measured?

2. What skills / abilities are not being fully utilised / could be better deployed?

3. What skills / abilities need to be developed?

4. Are there any specific work areas /projects that it would be beneficial to get
involved in?

5. What changes are needed (if any) to the job description – are there items that
are no longer relevant / others that need to be included?

6. What specific support is needed over the forthcoming year:

a. From the manager?
b. From team colleagues?
c. From other departments?

Personal Growth and Career Development

These questions should be reflected on prior to the Mid Year Review Meeting.
Consider particular aspirations and desires regarding personal growth and career
development:

1. How realistic are these given individual capability and organisational opportunity?

2. What opportunities would fulfil these needs?

3. What needs to happen to make these a reality?

a. What support is required?
b. What specific skills /ability gaps need to be addressed?

36 Performance Plus Guidelines – Final – 2009

Appendix 2 – Performance Review Form
Name:
Job Title:
Name of Reviewing Manager:
Job Title:
Date of Review Meeting: Year to which review
applies:
Part 1: Performance Expectations

Individual KPIs/Objectives
KPI/Objective Success Measures Timescal Achieved Partially Not
e Achieved achieved

Other Achievements in Year:

Manager comments:

Team member comments:

37 Performance Plus Guidelines – Final – 2009

Behaviours
Agreed actions for year ahead Consistently Occasionally Not
Behaviour Definition
demonstrated demonstrated demonstrated
Thinking ahead and taking action to make
Initiative the most of opportunities by finding the
optimum solution.
Thinking creatively and outside of the box
Innovative so that ideas generated create a positive
outcome.
Communicating through active listening
Effective and good questioning techniques, using
Communication appropriate body language, ensuring
information is clear and concise.
Being responsive to changing priorities
Responsive
and demands.
Planning, prioritising and organising work,
Working
to ensure work is accurate and deadlines
Efficiently
are met.
Sharing Sharing information and knowledge whilst
Information maintaining confidentiality.
Taking responsibility for keeping
Focus on
knowledge and skills up to date and for
Learning
seeking opportunities to develop further.
Awareness and understanding of goals,
vision and values and how your role
Commitment
impacts on this and going the extra mile
to meet role requirements.
Driven Drive and determination to deliver results.
Taking responsibility for appropriate
Accountable decisions that you make, and the actions
and behaviour you demonstrate.

38 Performance Plus Guidelines – Final – 2009

 Openness to embracing change within
Embracing
the organisation and being able to adjust
change
plans/activities accordingly.

Motivation towards achieving quality

Motivated
results to maximise potential.

Working as part of a team by being

Team Player supportive, flexible and showing respect
for each other.

Manager comments:

Team member comments:

39 Performance Plus Guidelines – Final – 2009

Overall Rating

Performance Level Description Definition

4 Exceptional
3 Commendable
2 Successful
1 Improvement Required
• Outstanding performance, consistently exceeds expectations, often by a significant
margin
• Always demonstrates team member behaviours at the highest level, a great role model.
• Very good performance; consistently achieves what is required and often exceeds
expectations.
• Always demonstrates team member behaviours.
• Good and reliable performance; achieves what is required and meets expectations.
• Regularly demonstrates team member behaviours.
• Does not achieve what is required and fails to meet expectations.
• Demonstrates team member behaviours rarely or inconsistently

Overall Rating:

Managers comments:

Team member comments:

40 Performance Plus Guidelines – Final – 2009

Part 2: Support Required

Support Required from Manager:

Other Support Required:

Manager signature Team member signature

Date Date

41 Performance Plus Guidelines – Final – 2009

Appendix 3 – Performance Review Form for Managers
Name:
Job Title:
Name of Reviewing Manager:
Job Title:
Date of Review Meeting: Year to which review
applies:
Part 1: Performance Expectations

Individual KPIs/Objectives
KPI/Objective Success Measures Timescale Achieved Partially Not
Achieved achieved

Other Achievements in Year:

Manager comments:

Team member comments:

42 Performance Plus Guidelines – Final – 2009

 Behaviours
Agreed actions for year ahead Consistently Occasionally Not
Behaviour Definition
demonstrated demonstrated demonstrated
Leading Self
Coping with Capable in high pressure situations; resilient,
Pressure & Adversity optimistic; communicates confidence during
difficult times.
Seeking Reflects on and learns from experiences; values
opportunities to learn other people’s perspectives and input and
recognises limits of own points of view.
Self awareness Capitalises on own strengths and compensates
for own weaknesses.
Communicates Is a compelling, credible and inspirational
effectively presenter; effective writer, willing and patient
listener and is open to feedback.
Career Management Develops, maintains and uses professional
relationships including mentoring, coaching and
feedback to manage own career.
Credibility and Ethics Acts in accordance with stated values; follows
through on promises; uses ethical
considerations to guide decisions and actions;
honest and values openness and trust.

Leading Others
Demonstrates Is able to set direction, motivate, coach, gain
leadership and maintain commitment; provides a good role
model for employees.
Valuing diversity and Demonstrates a respect for varying
difference backgrounds and perspectives; values
differences.

Confronting poor Acts decisively and with fairness when dealing

performance with performance issues.

43 Performance Plus Guidelines – Final – 2009

Leading the Organisation
Change Uses effective strategies to facilitate
management organisational change initiatives and overcome
resistance to change.
Risk taking and Seizes new opportunities; always looking to
innovation innovate and move the organisation forward.
Vision Understands, communicates and stays focused
on organisation’s vision.
Strategic planning Translate vision into realistic business
strategies; plans for the future.
Results orientation Aligns resources to accomplish key objectives;
assigns clear responsibility, authority and
accountability.
Organisational Knows the organisation and excels at his/her
knowledge professional function.

Customer focused Understands customer needs and exceeds their

expectations.

Decision making Skilled at analysing problems and making clear

decisions.

Manager comments:

Team member comments:

44 Performance Plus Guidelines – Final – 2009

 Overall Rating
Performance Level Description
4 Exceptional
3 Commendable
2 Successful
1 Improvement Required
Definition
• Outstanding performance, consistently exceeds expectations, often by a significant margin
• Always demonstrates team member behaviours at the highest level, a great role model.
• Very good performance; consistently achieves what is required and often exceeds expectations.
• Always demonstrates team member behaviours.
• Good and reliable performance; achieves what is required and meets expectations.
• Regularly demonstrates team member behaviours.
• Does not achieve what is required and fails to meet expectations.
• Demonstrates team member behaviours rarely or inconsistently

Overall Rating:

Managers comments:

Team member comments:

45 Performance Plus Guidelines – Final – 2009

 Part 2: Support Required

Support Required from Manager:

Other Support Required:

Manager signature Team member signature

Date Date

46 Performance Plus Guidelines – Final – 2009

Appendix 4 – Personal Development Plan
Development Required for Current Role
Development Goal Success Measure Timescale Support Own actions
required

Future Growth and Career Development

Development Goal Success Measure Timescale Support Own actions
required

Manager’s comments
Signature:
Date:
Team member comments
Signature:
Date:

47 Performance Plus Guidelines – Final – 2009

Appendix 5 – MSI Leadership Competencies
Competency Area Descriptor
Leading Self
Coping with Pressure & Capable in high pressure situations;
Adversity resilient, optimistic; communicates
confidence during difficult times.
Seeking opportunities to Reflects on and learns from experiences;
learn values other people’s perspectives and
input and recognises limits of own points of
view.
Self awareness Capitalises on own strengths and
compensates for own weaknesses.
Communicates effectively Is a compelling, credible and inspirational
presenter; effective writer, willing and
patient listener and is open to feedback.
Career Management Develops, maintains and uses professional
relationships including mentoring, coaching
and feedback to manage own career.
48
Behaviours
Capable, cool in high pressure situations.
Can deal well with setbacks; resilient; bounces back from failure.
Is willing to admit ignorance.
Is optimistic; takes the attitude that most problems can be solved.
Doesn’t hide mistakes.
Strikes a reasonable balance between work and private life.
Takes advantage of opportunity to do new things.
Treats all situations as an opportunity to learn something.
Seeks experiences that will change his/her perspective.
Reflects on and learns from experience – both own and others.
Learns from mistakes.
Is open to others’ perspectives.
Takes into account people’s views when trying to affect a change.
Knows him/herself well – compensates for own weaknesses and
capitalises on own strengths.
Responds well to situations that require him/her to stretch and grow.
Take good care of self; uses constructive outlets for tension and
frustrations.
Seeks candid feedback on his/her performance and changes
behaviour in response to feedback.
Able to represent the organisation in a compelling and credible
manner to different audiences.
Writes well and appropriately targets the audience.
Is an effective negotiator in a variety of settings.
Listens carefully to other’s ideas and suggestions.
Makes people feel they are truly heard.
Shows a willingness to listen and be demonstrably open to input.
Controls his/her own career; does not sit and wait for the organisation
to plan a course to follow.
Actively seeks others to provide coaching.
Actively cultivates a good relationship with superior and peers.
Uses mentoring relationships effectively.
Performance Plus Guidelines – Final – 2009

Credibility and Ethics Acts in accordance with stated values;
follows through on promises; uses ethical
considerations to guide decisions and
actions; honest and values openness and
trust.
Leading Others
Demonstrates leadership Is able to set direction, motivate, coach,
gain and maintain commitment; provides a
good role model for employees.
Valuing diversity and Demonstrates a respect for varying
difference backgrounds and perspectives; values
differences.
Confronting poor Acts decisively and with fairness when
performance dealing with performance issues.
49
Uses networking to manage own career.
Actively seeks opportunities to develop professional relationships
with others.
Through words and deeds encourages honesty throughout the
organisation.
Speaks candidly about tough issues facing the organisation.
Tells the truth, not just what people want to hear.
Can be trusted to maintain confidentiality.
Places ethical behaviour about personal gain.
Follows through on promises.
Values honesty, integrity, openness and trust.
Actively demonstrates the core values of the organisation.
Is a team builder, brings people together successfully around tasks.
Is a good coach, counsellor, mentor; patient with people as they
learn.
Brings out the best in people.
Is inspirational; helps people see the importance of what they are
doing.
Delegates effectively.
Publicly recognises others performance or contribution.
Communicates confidence and steadiness during difficult times.
Leads by example – ‘walks the talk’.
Is visionary; able to excite their team to work hard.
Attracts and retains talented people.
Gives team members the opportunity to grow.
Provides tangible rewards for significant achievement.
When working with people from other cultures, works hard to
understand their perspectives.
Is quick to change his/her behaviour to fit with a new environment.
Understands and respects cultural, religious, gender and racial
differences.
Treats people of all backgrounds fairly.
Leverages the unique talents and view points of others.
Acts decisively when faced with tough decisions such as closing
under performing units.
Moves quickly to confront performance issues.
Appropriately documents performance problems, and in the case of
Performance Plus Guidelines – Final – 2009

Leading the Organisation
Change management Uses effective strategies to facilitate
organisational change initiatives and
overcome resistance to change.
Risk taking and innovation Seizes new opportunities; always looking to
innovate and move the organisation
forward.
Vision Understands, communicates and stays
focused on organisation’s vision.
Strategic planning Translate vision into realistic business
strategies; plans for the future.
Results orientation Aligns resources to accomplish key
objectives; assigns clear responsibility,
authority and accountability.
Organisational knowledge Knows the organisation and excels at
his/her professional function.
50
employee problems, follows expected organisational procedures.
Clearly links performance to reward.
Leads change by example.
Takes into account peoples’ concerns during change.
Effectively involves key people in the design and implementation of
change.
Effectively manages resistance to organisational change.
Is straightforward with individuals about consequences of an
expected action or decision.
Is entrepreneurial; seizes new opportunities.
Challenges the status quo; always looking to improve organisational
performance.
Introduces needed change even in the face of opposition.
Consistently generates new ideas or builds on ideas generated by
others.
Looks for and encourages learning from outside the organisation.
Not afraid to take calculated risks.
Adaptable and open to new ideas and can think ‘outside the box’.
Is clear about the organisation’s direction for the future.
Clearly communicates the organisation’s vision to team members to
gain engagement and commitment.
Stays focused on the organisation’s vision in terms of planning
tomorrow’s activities.
Translates the organisation’s vision into clear plans and desired
results.
Develops plans that balance long-term goals with immediate needs.
Regular updates plans to reflect changing circumstances.
Articulates, and engages team members with, short and long term
plans.
Assigns/delegates clear responsibility, authority and accountability for
important objectives.
Clearly conveys objectives, deadlines and expectations.
Holds self accountable for meeting commitments.
Aligns organisational resources to accomplish key objectives.
Acts with a sense of urgency.
Understands the organisation and how it works; its mission, goals
and values.
Performance Plus Guidelines – Final – 2009
 Understands and complies with financial management
responsibilities.
Has a solid understanding of our products and services.
Understands the perspectives of different functional areas.
Has a firm grasp of external conditions affecting the organisation.
Stays informed about major competitors and partners.
Shows mastery of job content; excels as his/her function or
professional speciality and knows when and how to call on the
specialised expertise of others.
Customer focused Understands customer needs and exceeds Builds effective working relationships with key external stakeholders,
their expectations. including suppliers, customers, government, donors.
Listens carefully to customer needs and aims to meet and exceed
expectations.
Treats customers with dignity and respect.
Builds effective working relationships with internal customers.
Decision making Skilled at analysing problems and making Gathers information necessary to make decisions rapidly.
clear decisions. Understands the issues quickly.
Shows good judgement in decision making.
Thinks through problems clearly and logically.
Decisive; doesn’t procrastinate on decisions.
Implements decisions; follows through; an expediter.
Develops solutions that effectively address underlying problems.
Gives appropriate weight to the concerns of key stakeholders.
Doesn’t hold up other areas or key decisions.

51 Performance Plus Guidelines – Final – 2009