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Prerequisites
Performance Planning
Performance Execution Performance Assessment
Performance Review
Performance Renewal and Recontracting
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Performance Management Process
Performance
Review
PerformanceRenewal and
Recontracting
PerformanceAssessment
Performance
Execution
Performance
PlanningPrerequisites
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A. Knowledge of the organizations
mission and strategic goals
B. Knowledge of the job in
question
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Strategic planningPurpose or reason for organizations
existenceWhere organization is going
Organizational goals
Strategies for attaining goals
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Cascade effect throughout
organization
Organization Unit Employee
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Job analysis of key components
Activities, tasks, products, services, processes
KSAs required to do the job Knowledge
Skills
Abilities
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Job duties
KSAs
Working conditions
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Occupational Informational Network (O*Net)
http://online.onetcenter.org/
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Use a variety of tools
InterviewsObservation
Questionnaires (available on
Internet)
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All incumbents should
review information and
provide feedbackre:
Task
Frequency
Criticality
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Key accountabilities
Specific objectives
Performance standards
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Broad areas of a job
for which
the employee is responsible
for producing results
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Statements of outcomes
Important
Measurable
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Yardstick to evaluate how well employees
have achieved each objective
Information on acceptable and unacceptable
performance, such as
quality
quantity
cost
time
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How a job is done
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Measurable clusters of KSAs
Critical in determining howresults will be achieved
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Areas for improvement
Goals to be achieved in each area of
improvement
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Commitment to goal achievement
Ongoing requests for feedback and coaching
Communication with supervisor Collecting and sharing performance data
Preparing for performance reviews
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Observation and documentation
Updates
Feedback Resources
Reinforcement
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Manager assessment
Self-assessment
Other sources (e.g., peers, customers, etc.)
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Increase employee ownership
Increase commitment
Provide information Ensure mutual understanding
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Past
Behaviors and results
Present Compensation to be received
Future
New goals and development plans
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1. Identify what the employee has done well andpoorly
2. Solicit feedback
3. Discuss the implications of changing behaviors
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4. Explain how skills used in past achievements
can help overcome any performance
problems5. Agree on an action plan
6. Set a follow-up meeting and agree on
behaviors, actions, attitudes to be
evaluated
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Same as/different from Performance
Planning
Uses insights and information from
previous phasesCycle begins again
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Ongoing process
Each component is importantIf one is implemented poorly, whole system suffers
Links between components must be clear