Introduction

The Need for Performance Management

When elements of Performance Management are completed in a thoughtful and coherent manner, with active engagement of both manager and staff member, the results for all parties (including the University as a whole) are very positive.

This critical dialogue between managers and their staff members sets the platform for ongoing coaching, and ultimately the final performance appraisal, at the end of the fiscal year.

What’s in it for you to work at being a better performance manager?

• You are able to consistently ensure that your team is working toward the University’s and your school or department’s strategies and goals.
• You are confident that you are being fair and consistent with your staff members.
• You have solid data and observations to use as the basis for recognition and reward decisions.
• You have created an environment in which people can grow and develop their skills – enhancing their contribution and commitment to the University, and their own capabilities.

Step 1:

Planning Performance

To build a focused, measurable, achievable set of goals and related actions that staff members commit to working on over a set period of time.

Recommended Timeframe:

Beginning of the fiscal year or staff member new in position.

Step 2:

Coaching Performance

To provide appropriate levels of coaching based on the staff member, and his or her current performance levels for each goal, in order to achieve success.

Timeframe:

Ongoing

Step 3:

Reviewing Performance

To review and provide feedback on actual results and the methods used to achieve them, and to recognize and reward performance results.

Recommended Timeframe:

End of fiscal year and/or at mid year depending on the school/department.