Performance Planning

1
Performance Management

Is the participatory system by which

individual performance is planned at
the beginning of year, monitored and
guided throughout the year and evaluated
at the end of the year which should be
basis for reward and punishment.

2
 Why Do a Performance Plan?
 Contributes to the success of the organization
 Helps employees understand the importance of their job
to the broader organizational objectives.
 Builds the partnership between the supervisor & the
employee
 Achieve the strategic Vision, Mission, Goals &
Objectives of the organization
 Sets the stage for success…
 Identifies what the employee must do to be successful,
including development activities
 Identifies what supervisor must do to help employee be
successful
 Simplifies performance evaluation
3
 Align individual Goals to organizational goals
Setting Goals for Success

Senior
Management
– Strategic
Plan

Middle Management

Supervisors/Professionals

Employees
4
 Link to the Organization’s Strategic Plan

Strategic Plan
P L A N

Divisional/Department/Unit Plan
P L A N
Individual Work plans

P L A N

Individual accountability
 Performance Planning

Clarifying goals
and expectations

I. Performance Planning
Performance
Job Most Competencies
Individual
Description Recent and Core Values Operating
Appraisal Plan 6
 Job Description

 Defines the job purpose,

responsibilities, and tasks of a position

 On-going accountabilities

 More generic than the Individual

Operating Plan

7
 Relation of JAD & Performance Planning

Objectives Objectives
80%
Importance
of
performance
objectives
for senior
20% posts
Importance of
JAD 20%
JAD for entry-level JAD
posts
80%
 Job Description Format

 Job Summary - One brief paragraph

 Responsibilities - What is being done and
why.
 Authority - Spending, autonomy,
supervision
 Key Relationships - Internal/External
 Working Conditions
 Qualifications - Education, experience,
languages, licensing, competencies 9
 Core Values and Performance
Competencies
CORE VALUES
 Standards by which an
organization operates
 Reflect the behaviors
expected of all employees -
Behaviors are those
observable actions that are
measurable
 The employee and supervisor
are encouraged to develop a
shared understanding of the
types of actions that reflect
core values.
PERFORMANCE
COMPETENCIES
 Skills - proficiency in an activity
(typing, balancing a budget)
 Knowledge - visible information
in a given area (how to process
documents with Word Perfect)
 Behavioral competencies - how
the employee demonstrates
behaviors in the
accomplishment of objectives
(interpersonal skills)
 The employee and supervisor
are encouraged to identify which
competencies should be
priorities for the coming year
10
 Organizational Vision/Mission

LONG RANGE STRATEGIC PLAN (LRSP)

Identifies strategic directions and milestones
Broad participation in developing the directions
3 - 5 year plan

ANNUAL OPERATING PLAN (AOP)

Identifies specific division/country office plans for achieving the
milestones which contribute to the success of the LRSP
1 year plan

INDIVIDUAL OPERATING PLAN (IOP/MBO)

Those individual activities which contribute to the achievement of the AOP
11
Identifies development activities
 Individual Operating Plan (IOP/MBO)

 The IOP is a planning tool used to define specific,

short-term objectives, to be realized by the individual in
a performance year

 The IOP is an individual’s piece of the larger pie of

organizational planning (link between the individual, the
department’s AOP and organizations LRSP.
 The IOP contains 3 components;
A) Organizational priority objectives
B) New initiatives related objectives
C) Personal/professional development objectives
12
 Individual Operating Plan

Objective Activities Results Target Comments

Quarter /Support
PERSONAL & PROFESSIONAL DEVELOPMENT 1 2 3 4

Develop Research & Company jobs X X X Webmaster

Broader utilize posted on the
Recruitment alternative Internet.
Networks recruitment
methods
WORK RELATED ACTIVITIES

Enhance Take a English English X X

English language course speaking skills
Skills improved
13
What Are the Steps to Create a
Performance Plan?
 Identify key goals/responsibilities and define
your expectations
 Select appropriate competencies for the
position
 Meet with the employee to get their input
 Establish career development plan
 Review the plan with the reviewer
 Meet with employee to review the final plan
and obtain their signature
14
Task, Responsibility or Goal?
 A goal – implement new technology to allow
for mail sorting to occur before 9:00AM.
 A responsibility – ensure that mail is sorted by
department mail code and distributed to the
appropriate mail carrier.
 A task – check off each department mail code
on the master checklist when all mail for that
department has been sorted.

15
 A SMART Plan

Specific
Measurable
Achievable
Relevant
Time Bound
 January June December

Year end
Individual plans Mid – term Review Performance
Review

Calendar

Individual plans
Tips and Tricks
 Undertake performance planning in
PARTNERSHIP with the employee
 Your role in the meeting with the employee is
to guide the discussion, NOT control the
discussion
 The employee should end up doing most of
the talking, since s/he is likely to know the job
and his/her needs best

18
More Tips

 Make sure you discuss what YOU will do to

help the employee succeed

 Even if it feels like the planning process is

overly time consuming, consider it a wise
business decision and a good investment

19
Summary

By planning properly, you are more likely to

increase employee satisfaction and the overall
productivity of your work unit while reducing the
amount of time you spend during the year
dealing with Performance concerns.

20
 I. Performance Planning - Summary

1. Performance Planning takes place between

supervisors and employees.

2. Job Descriptions, the previous Appraisal and

Performance Competencies/Core Values are
reviewed.

3.The Individual Operating Plan is developed,

agreed upon and documented.

Beginning of year 21