The decisions on the overall approach to a performance management scheme should cover the points listed below, which are numbered con- secutively throughout the list but which are grouped according to rel- evant topics.
General
1 What are our objectives in introducing performance management?
2 Where and when should it be introduced?
3 To what extent are we going to allow different divisions, units or departments to develop their own approach to performance man- agement?
4 Who should be covered?
5 Do we vary the approach for different levels in the organization?
Performance agreement
6 Should the approach be based on a formal performance agreement, plan or contract and, if so, what should be included in the agree- ment (for example, objectives, capability requirements, work, per- sonal development and performance improvement plans)?
Objectives
7 What do we mean by objectives? Do we, for example, differentiate between short-term and standing objectives?
8 When we refer to objectives, do we distinguish between targets, projects and standards of performance? If so, how do we define them in a way that will be meaningful to managers and individuals?
9 How do we provide for the integration of organizational and indi- vidual objectives?
Performance measures or indicators
10What do we mean by performance measures or indicators?
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11 What sort of performance measures or indicators do we think are most likely to be appropriate in our organization at different levels (for example, work quality, output and timeliness)?
12 Do we include inputs (ie attributes and competences) as well as outputs and outcomes (results and contribution) as factors to be considered in assessing performance?
Capabilities
13 What do we mean by capabilities?
14 To what extent is it possible or desirable to develop generic capa- bilities?
15 To what extent will it be possible to define specific capabilities for individual jobs and job families?
Performance and development plans
16 To what extent do we need to formalize the performance planning process?
17 How should we incorporate personal development plans?
Managing performance throughout the year
18 How do we ensure that managers and team leaders are aware of their responsibilities for managing performance throughout the year and carry them out?
19 How do we get managers and team leaders to provide constructive feedback as required during the year?
20 How do we ensure that performance problems are dealt with as they arise?
21 To what extent should we expect managers to hold interim progress meetings throughout the year?
22 How are managers going to be briefed and trained in how to deal with underperformers?
23 How will the capability procedure operate in relation to perfor- mance management?
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Performance reviews
24 Are we going to encourage both managers and individuals to prepare systematically for formal performance reviews?
25 To what extent do we incorporate self-, upward or peer assessment in the review process?
26 How do we impress on managers and team leaders the importance of making this an open, constructive and forward-looking process?
27 How do we ensure that reviews concentrate on job-related facts and observed behaviour rather than on opinions?
28 How do we protect employees from unfair or biased assessments?
29 What is the role, if any, of the manager s manager (ie the grandpar- ent ) in performance assessment?
30 How do we overcome the reluctance some managers seem to have to conducting formal performance review meetings?
31 How do we minimize the apprehension some employees have about performance reviews?
32 How do we ensure that performance reviews properly identify training, development and performance-improvement needs and that action is taken to meet those needs?
33 To what extent are we going to use performance reviews as a means of assessing potential, and if so, how?
34 How do we ensure that proper attention is given to the motivation and development of our core employees, the middle of the road people on whom we largely depend?
Performance rating
35 Do we need performance rating? If so, why (eg for performance- related pay purposes)?
36 If rating is needed, how many rating levels are required and how do we define each level?
37 How are we going to define rating levels in ways which will not be demotivating?
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38 How can we provide for rating definitions to recognize the impor- tance of the core performers as well as drawing attention to the high flyers and inadequate employees?
39 How do we ensure that ratings are based on carefully sifted factual evidence related to performance and behaviour which affects per- formance rather than on subjective opinion?
40 How do we ensure that ratings are fair and reasonably consistent?
Documentation
41 What written guidelines do we need for managers and individuals?
42 What forms do we need?
43 How can we avoid the use of overelaborate forms and prevent the scheme becoming merely a form-filling exercise?
Existing arrangements
44 What account do we take of existing arrangements for perfor- mance appraisal? Do we, for example, replace them completely (the wisest step if they have fallen into disrepute or do not fit the philosophy of performance management) or do we incorporate them in some way into the new arrangements?
Performance management for teams
45 Do we want to emphasize the importance of incorporating teams into the performance management process?
Performance-related pay
46 If we have performance-related pay, how do we prevent this preju- dicing the motivational and developmental aspects of performance management?
Reaction and behaviour of managers
47 How can we generate ownership of performance management by line managers?
48 How do we deal with managers who say, in effect: I m already doing it anyway, so why should I bother with this new scheme?
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