Professional Documents
Culture Documents
PERFORMANCE
MANAGEMENT
Caroline Githinji - August 2010
Welcome & Opening
Workshop Objectives
Developmental Purpose Administrative Purpose
Ø Supports growth & development of staff ØSupports promotions, retention,
Ø Promotes constructive, continuous terminations and recognition of
feedback individual performance
Ø Highlights & rewards exceptional ØOffers an opportunity to show care
performers and concern for the employees
ØIdentifies & addresses poor performance Ø Links pay with performance
• Ø Identifies performance trends
Philosophy
Department / Country Goals
Individual Goals /
Annual
Performance
Performa Midyear
Assessment
Appraisal nce
OnetoOne
Coaching
Cycle OnetoOne
Coaching
Document Performance Document
Trg & Appraisal Trg &
Development
Planning Development
Sample Appraisal Rating Scale
5.00 Exceptional : Performance far exceeded expectations due to exceptionally high
quality of work performed in all essential areas of responsibility, resulting in an
overall quality of work that was superior displaying good leadership qualities
which made an exceptional or unique contribution in support of unit, department, or
organizations objectives.
4 . 00 Exceeds expectations : Performance consistently exceeded expectations in all
essential areas of responsibility, and the quality of work overall was excellent.
SMART objective 1: By the end of year two of
the project, EGPAF trainers will have trained
75% of MoH nurses in the Nyanza district on
Example 2
NonSMART objective 2: 90% of youth participants will
This objective is not SMART because it is not specific or time
phased. It can be made SMART by specifically indicating who
will do the activity, by when, and who will participate in
lessons on assertive communication skills.
SMART objective 2: By the end of the school year,
district health educators will have delivered lessons
on assertive communication skills to 90% of youth
participants in the middle school HIVprevention
The Effective Appraisal
2. Reviewprevious 4. Conclude by
summarizing decisions
work plan and made; thank employee
development goals
Giving performance feedback
Always criticise the action not the person. This is more dispassionate and
less accusatory. Never criticise the person, rather something they have
done that doesn't meet your approval.
Always give suggestions on what the person can do to improve. The solutions
are the keys or building blocks of constructive criticism.
Always invite the other person to join you in thinking of ideas to improve.
Don't make it a monologue where you make all the suggestions.
Always give difficult feedback in private and never in front of others. Public
criticism will humiliate the person and bystanders will often take sides - and
it might not be yours!
How should we convey our message?
Judgmental Feedback
Behavioral Feedback
•The PDP’s must be focused
•The PDP’s must be specific and actionable
•The PDP’s should be linked to individuals’ career aspirations or objectives
Parting shot!
Remember
• PERFORMANCE =