PERFORMANCE MANAGEMENT & COMPETENCY MANAGEMENT

UNIT 3
PERFORMANCE MANAGEMENT
Performance management is an ongoing process of communication between a
supervisor and an employee that occurs throughout the year, in support of accomplishing the
strategic objectives of the organization. The communication process includes clarifying
expectations, setting objectives, identifying goals, providing feedback, and reviewing results.
PERFORMANCE APPRAISAL
Performance Appraisal is the systematic evaluation of the performance of employees and to
understand the abilities of a person for further growth and development.
 The supervisors measure the pay of employees and compare it with targets and plans.
 The supervisor analyses the factors behind work performances of employees.
 The employers are in position to guide the employees for a better performance.

RATER OF EMPLOYEE PERFORMANCE

 Supervisor Evaluation
 Peer Evaluation
 Self-Evaluation
 Subordinate Evaluation
 Multi source Evaluation
 Team Appraisals
RATING EMPLOYEES
Roles of the Rating Official
Rating employees means evaluating employee performance against the elements and
standards in an employee's performance plan and assigning a rating of record. Rating officials
should compile performance data from all appropriate sources as a part of the rating process.
It also is a good idea to ask employees to track their own progress using data identified during
the planning phase so they can provide a complete account of their accomplishments during
progress reviews and as part of the final rating process. The rating official, as appropriate, also
should consult customers and colleagues, review the employee’s self-assessment and other
relevant performance documentation (e.g., production reports), and available feedback to
ensure he/she has a complete picture of the employee’s performance for the entire
performance period. The assigned rating reflects the level of the employee’s performance as
assessed against the standards established in the performance plan. If an employee does not
have an opportunity to perform a critical element during the rating period, no rating will be
assigned and the words “Not Rated” should be written on the performance plan for that
element.
Ratee Responsibilities for an IDP (Individual Development Plan)
 Assessing the level of personal skills necessary to successfully perform the current
position. Working with the supervisor to identify skill gaps.
 Suggesting developmental experiences that would enhance the skills required to
effectively perform the employee’s current position and desired career goals.
 Identifying personal career goals.
 Understanding the skills necessary to meet the desired career goals.
 Participating in open discussions with the rating official concerning the elements of the
IDP.
 Completing the developmental experiences in the IDP approved by the rating official.
 Alerting the rating official when the IDP needs review and updating.
Rater Responsibilities for an IDP
• Providing constructive feedback to the employee about the skills necessary for
performing the current position.
• Suggesting and reviewing employee suggestions for developmental experiences that
would enhance the skills required to successfully perform the employee’s current and
career goal positions.
• Counselling the employee about career goals.
• Participating in open discussions with the employee concerning the development and
periodic updates and reviews of the IDP.
• Approving specific developmental experiences.
• Monitoring the progress of the employee toward completion of the developmental
experiences agreed upon in the IDP.