Performance Management Policy and Procedure for Desklib

This article discusses the policy and procedure for performance management at Desklib, including templates for performance appraisal, goal setting, training and development, and reviews following poor performance. It also covers the arrangement of appraisal meetings, an agenda for the performance appraisal meeting, and checklists for reviews following poor performance.

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Table of Contents
Documented policy and procedure for performance management............................................2
Performance Appraisal Templates.............................................................................................3
Goal setting templates for the next appraisal period..................................................................6
Training and Development Process...........................................................................................6
Arrangement of appraisal meeting.............................................................................................7
An agenda of appraisal meeting.................................................................................................7
Performance Appraisal meeting agenda.....................................................................................8
Welcoming employees to attend the performance appraisal meeting....................................8
Performance review against objectives..................................................................................8
Performance objectives review and accept suggestions.........................................................8
Discussion and agreement on development plans..................................................................8
Discussion on Job satisfaction...............................................................................................8
Meeting review and summarizing..........................................................................................9
Templates for reviews following poor performance..................................................................9
Reference List..........................................................................................................................11

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Documented policy and procedure for performance management
The employee’s performance review procedure is providing a formal assessment that
demonstrates the work performance of the employees during a specified period of time. They
help in identifying the needs of training and discussing the other support forms or
requirements of on-the-job developments1. They help in reaching an agreement regarding a
specified set of goals to be accomplished during the period after the assessment. The
procedures that are included here are supervision, performance review, review discussion,
documentation, managing poor performance, formal counselling, final warning, termination2.
The documentation includes the main discussions’ agreements and points which is written by
the manager at the meeting. It is kept confidential and stored in the HR department.
1 Rummler, G.A. and Brache, A.P., 2012. Improving performance: How to manage the white
space on the organization chart. New Jersey, USA: John Wiley & Sons.
2 Rummler, G.A. and Brache, A.P., 2012. Improving performance: How to manage the white
space on the organization chart. New Jersey, USA: John Wiley & Sons.

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Performance Appraisal Templates
performance appraisal form template
Part A Appraisee to complete before the interview and return to the appraiser by (date)
A2 Discussion points:
org/division/dept:
year or period covered:
name: ref:
location/based at:
position:
time in present position: length of service:
A1 State your understanding of your main duties and responsibilities.
appraisal date & time: appraisal venue: appraiser:
1. Has the past year been good/bad/satisfactory or otherwise for you, and why?
2. What do you consider to be your most important achievements of the past year?
3. What do you like and dislike about working for this organisation?
4. What elements of your job do you find most difficult?
5. What elements of your job interest you the most, and least?
usage guide

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6. What do you consider to be your most important aims and tasks in the next year?
7. What action could be taken to improve your performance in your current position by you, and your boss?
8. What kind of work or job would you like to be doing in one/two/five years time?
9. What sort of training/experiences would benefit you in the next year? Not just job-skills - also your natural
strengths and personal passions you'd like to develop - you and your work can benefit from these.
A3 List the objectives you set out to achieve in the past 12 months (or the period covered by
this appraisal) with the measures or standards agreed - against each comment on achievement
or otherwise, with reasons where appropriate. Score the performance against each objective
(1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent):
objective measure/standard score comment

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A4 Score your own capability or knowledge in the following areas in terms of your current role requirements (1-
3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). If appropriate bring evidence with you to the appraisal
to support your assessment. The second section can be used if working towards new role requirements.
1. commercial judgement
2. product/technical knowledge
3. time management
4. planning, budgeting and forecasting
5. reporting and administration
6. communication skills
7. delegation skills
8. IT/equipment/machinery skills
9. meeting deadlines/commitments
10. creativity
11. problem-solving and decision-making
12. team-working and developing others
13. energy, determination and work-rate
14. steadiness under pressure
15. leadership and integrity
16. adaptability, flexibility, and mobility
17. personal appearance and image
others (for current or new role):
18. corporate responsibility and ethics
A5 In the light of your current capabilities, your performance against past objectives, and
your future personal growth and/or job aspirations, what activities and tasks would you like
to focus on during the next year. Again, also think of development and experiences outside of
job skills - related to personal aims, fulfilment, passions.
Signed and dated by appraisee: and by appraiser:
Grade/recommendation/summary as applicable:
Distribution of copies/confidentiality/accessibility details:

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Goal setting templates for the next appraisal period
Executive Milwaukee County will attract, develop and retain a quality,
results-focused workforce.
Senior Leader Identify and develop innovative strategies that promote excellence
and foster employee engagement.
Manager All new employees will complete a structured “New Employee”
onboarding event and manager will develop an initial six-month
development plan.
Individual
Contributor
Complete Milwaukee County “New Employee” onboarding and
fulfill targeted activities as outlined in six-month development
plan.
Training and Development Process
There is always a need for training and development and its usage in every organization.
There is usually presence of fear inside many people regarding the unknown. Hence, more
open discussed discussions and practice of the performance management process should be
implemented so that the employees work better and with ease. The training and development
processes help in ensuring that performance appraisals are conducted effectively. It involves
process designing, employee training regarding the usage of the tools, managerial training
regarding providing feedback and the procedure of setting performance objectives while
following the legal frameworks and guidelines3. The training and development processes help
organizations in validating that their workers have the appropriate and adequate knowledge
and skills for completing the tasks of job and producing quality services and products. The
effective process of training and development helps in assisting the management in making
decisions that are related to discipline, salary and promotion administration activities4. If the
problems related to performance are promptly dealt with, the long-term issues as well as the
legal obligations can be easily avoided. The designing of a tailor-made program for
performance appraisals ensure that the criteria of performance are applied properly.
3 Hameed, A. and Waheed, A., 2011. Employee development and its effect on employee
performance a conceptual framework. International journal of business and social
science, 2(13).
4 Saks, A., 2015. Managing Performance Through Training & Development, (Canadian ed.).
Londn, UK: Nelson Education.

7
Improvement in the performances of the employee helps in reducing the costly blunders,
increasing the overall productivity and motivating all the employees for achieving strategic
objectives.
Arrangement of appraisal meeting
The primary step is conducting the employee appraisal meeting by writing a formal letter to
all the involved parties and managerial heads. After this, the employee appraisal meeting
would be conducted, for which, the employer would firstly need to draft an employee
appraisal document which would help the employer to be ready with the discussions of the
employee appraisal5. The time and date of meeting should be scheduled in advance, which
would help the employee prepare for the things they would want to discuss. Adequate time
should be ensured by the employer for the discussion. A proper place of meeting which is
private and comfortable should be decided and the schedules should be arranged in a manner
that there are no interruptions during the meeting. The discussion of personal issues or
motivation should be avoided by the employer, rather, focus should be given to the behavior
of the employees and the results of these behavior towards the organization as well as every
individual6. Appraisal meetings are one of the best times for reinforcing the job requirements.
The employer should give sufficient opportunity to the employees for discussing their
reactions and feelings of the former’s feedback. In the discussion of an appraisal, there are
several crucial elements7.
The purpose for reviewing the performance appraisal should be established and the
discussion should be outlined. The accomplishments and outcomes that are achieved should
be reviewed against certain objectives and emphasis should be given to how the same
contribute to the efforts of the employees8. The employees would need to review the data of
the employee’s performances against the topics of performance review goals. The reasons for
the success and the causes behind the problems should be discussed, while focusing on future
5 Grote, R.C., 2002. The performance appraisal question and answer book: A survival guide
for managers. New York, USA: AMACOM/American Management Association.
6 Taylor, M.S., Tracy, K.B., Renard, M.K., Harrison, J.K. and Carroll, S.J., 1995. Due
process in performance appraisal: A quasi-experiment in procedural justice. Administrative
science quarterly, pp.495-523.
7 Grote, R.C., 2002. The performance appraisal question and answer book: A survival guide
for managers. New York, USA: AMACOM/American Management Association.

8
actions and problem solving. The employers should discuss the development ideas and agree
on the actions that should be taken. The meeting for finalizing the development plan can be a
separately held discussion, however, the appraisal form can be assumed to be finished until
the completion of the plan of development. Finally, the discussion should be summarized by
the employer by showing confidence in the ability of the employee towards success.
An agenda of appraisal meeting
A performance appraisal meeting generally conducted to review the performance of the
performance of the employees and see if they are satisfied with their respective jobs. In the
meeting, along with the review, pointers for improvement are also provided. At times, these
activities are not discussed and ignored under the pile of paperwork which makes the
performance appraisal meeting unsuccessful. These meetings often comprise of employees
who are not fully engaged in the matters to be discussed in the meeting. Therefore, to
overcome such situations and make sure that people present in the meeting are fully involved,
an agenda can be used to discuss the matters of job satisfaction and employee performance.
Performance Appraisal meeting agenda
Welcoming employees to attend the performance appraisal meeting
The first step is to remind employees and welcome them on a specific date and time to
conduct the performance appraisal meeting. They should be informed about the objective and
matters to be discussed. It is also important to make the employees understand the need for
the meeting, the process should be carried on, and the about presentation of the document.
The meeting should be between all the employees present in the meeting and not a one-way
discussion.
Performance review against objectives
Employees can be asked to begin with a review of their own performance against the
standards or objectives set to review employee performance. This helps to understand if the
employee is satisfied with the job or not and if there are any suggestions from their side to
improve performance9.
8 DeNisi, A. and Smith, C.E., 2014. Performance appraisal, performance management, and
firm-level performance: A review, a proposed model, and new directions for future
research. The Academy of Management Annals, 8(1), pp.127-179.
9 Aguinis, H., 2013. Performance Management (Vol. 2). Boston, MA: Pearson.

9
Performance objectives review and accept suggestions
The change in the performance objectives should be done in accordance with the changes in
the business10. At this stage of the performance appraisal meeting, the objectives need to be
reviewed. The relevancy of the objectives needs to be verified at the current situation and if
there is a need for new objectives.
Discussion and agreement on development plans
As a part of the discussion, development plans are constituted of addressing the relevant areas
of improvement, strength building, tackling future challenges and bringing in career
prospects.
Discussion on Job satisfaction
This could be the most important topics for discussion in the performance appraisal meeting.
Job satisfaction refers to a measurement tool that helps in assessing the level of contentedness
of employees with their jobs, if its is liked by them or not11. This can be done understanding
the needs of the employees, which will help in improving communication and relationship
with the employer.
Meeting review and summarizing
The final step is to review the topics discussed in the meeting such as highlighting the
accomplishments and success, bringing out the areas of improvement, gaining feedback from
the employees about the changes to be made in the future and check if there is anything left to
discuss. The agreements are to be summarized and an outline for the next performance
appraisal meeting should also be done.
10 Rummler, G.A. and Brache, A.P., 2012. Improving performance: How to manage the white
space on the organization chart. New Jersey, USA: John Wiley & Sons.
11 Aziri, B., 2011. Job satisfaction: a literature review. Management Research &
Practice, 3(4), pp. 3-6.

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PERFORMANCE AGREEMENT TEMPLATE
Company objective Employee linked objective Next review
date
Due date Comments/status
Templates for reviews following poor performance
Checklist 1 Defining the core performance issues
Checklist 2 Provide feedback as and when required
Checklist 3 Offering solutions and suggestions to improve the performance
Checklist 4 Use of Performance management software
Checklist 5 Redirecting employees towards a positive performance
Workplace performance of employees may not be appropriate and as required by the
organization and for that it is the responsibility of the employers to review their performances
and accordingly implement changes if required12. An unsatisfied employee reflects a decrease
in the productivity and efficiency levels which ultimately leads to giving a poor performance.
Mangers play an important role tracking the poor performances and identify the underlying
cause. Managers should follow a checklist to manage the poor performance of its employees
which will help in improving their performances. The first checklist is defining the core
performances issues that an employee is facing. The second checklist should be to provide
12 Chandrasekar, K., 2011. Workplace environment and its impact on organisational
performance in public sector organisations. International journal of enterprise computing
and business systems, 1(1), pp.1-19.

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feedback on the poor performances of employees as soon as possible. This results in no
further poor performance. The third checklist should be to offer relevant solutions and take
necessary actions to improve the performance. The fourth checklist should be using a
performance management software as regular performance reviews cannot track poor
performance. The fifth checklist is to improve the performances by leveraging the strength of
employees towards achievement of a certain goal.

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Reference List
Aguinis, H., 2013. Performance Management (Vol. 2). Boston, MA: Pearson.
Aziri, B., 2011. Job satisfaction: a literature review. Management Research & Practice, 3(4),
pp. 3-6.
Chandrasekar, K., 2011. Workplace environment and its impact on organisational
performance in public sector organisations. International journal of enterprise computing
and business systems, 1(1), pp.1-19.
DeNisi, A. and Smith, C.E., 2014. Performance appraisal, performance management, and
firm-level performance: A review, a proposed model, and new directions for future
research. The Academy of Management Annals, 8(1), pp.127-179.
Grote, R.C., 2002. The performance appraisal question and answer book: A survival guide
for managers. New York, USA: AMACOM/American Management Association.
Hameed, A. and Waheed, A., 2011. Employee development and its effect on employee
performance a conceptual framework. International journal of business and social
science, 2(13).
Rummler, G.A. and Brache, A.P., 2012. Improving performance: How to manage the white
space on the organization chart. New Jersey, USA: John Wiley & Sons.
Saks, A., 2015. Managing Performance Through Training & Development, (Canadian ed.).
Londn, UK: Nelson Education.
Taylor, M.S., Tracy, K.B., Renard, M.K., Harrison, J.K. and Carroll, S.J., 1995. Due process
in performance appraisal: A quasi-experiment in procedural justice. Administrative science
quarterly, pp.495-523.