The Performance and Development Plan

The Performance and Development Planning process is designed to make the communication between supervisor and employee more productive. The idea of “performance reviews” and “job appraisals” can frighten and intimidate both boss and subordinate. The information is kept to a minimum and the result is poor communications.

Ultimately, no one likes to sit and do the annual ritual, and it is a chore that is usually done badly.  At Your HR Solutions we encourage real dialogue and discussion by planning for the right performance and planning for the employee’s development. It is a powerful process that really works, because it is based on what the job description said had to be accomplished on the job and what the Learning Checklist informed the employee on how to do the job. Now the Performance and Development Plan puts down on paper what accomplishments and results actually occurred. The tasks are identified.

Tasks

Ratings

A1. Arrival at work

1  2  3  4  5

 Example:

 

A2. Log in computer and phone

1  2  3  4  5

 Example:

 

A3. Answering the telephone

1  2  3  4  5

 Example:

 

A4. Placing an Order

1  2  3  4  5

 Example:

 

We encourage the creation of a personal growth plan for the individual that focuses on improving performance.

Comments on Tasks - Developmental Plans

 

The Behaviors are identified identical to the Behaviors in both the Job Description and the Learning Checklist. Specific examples are expected particularly when performance has been identified as above or below "Proficient" standards ... the definition of a  "3" on the rating scale.

Position Behaviors

Ratings

A1. COMMUNICATIONS - Listens to others: Solicits ideas, suggestions and opinions from others; Creates a comfortable climate for airing concerns; Listens to all points of view with and open mind; Listens carefully without interrupting; Summarizes input, then checks for understanding

1  2  3  4  5

 Example:

 

A2. RELATIONSHIPS - Builds personal relationships: Shows consideration for the feelings of others; Shows absence of prejudicial and stereotypic thinking in words and actions; Delivers criticism tactfully and constructively; Maintains composure in high-pressure situations

1  2  3  4  5

 Example:

 

A3. ADAPTABILITY - Adjusts to circumstances: Is flexible in dealing with people with diverse work styles; Is comfortable in a variety of environments; Reacts constructively to setbacks; Anticipates and plans for changing situations

1  2  3  4  5

 Example:

 

The Personal Growth Plan is continued in the Behavioral Area as well.

Comments on Behaviors - Developmental Plans

 

And the summary evaluation is completed.  The entire process is linked together into a unified whole.

Overall Performance Rating and Definitions (circle one)
 

5 = Outstanding Performance - A role model to the organization; Consistently exceeds all requirements and standards of the positions

4 = Significant Impact - Demonstrates full understanding and mastery of all aspects of the position; Strong capabilities and performance in excess of requirements and standards; Clearly above the norm

3 = Proficient - Meets general expectations with reasonable competency and growth potential; This is a positive rating achieved by a majority of associates. The individual knows how to do the task, skill, or behavior in a fully capable and skillful manner.

2 = Satisfactory - This is a minimally satisfactory rating. The person does a reasonable job in many areas, but does not meet all the essential standards, expectations, or requirements of the position at this time. There are a number of areas where focused attention should be given and specific learning should occur before a Proficient rating can be given.

1 = Unsatisfactory - Major deficiency is evident; There is a failure to meet essential performance requirements of the position; Immediate corrective action needs to be taken.
 

 

The Your HR Solutions Human Resource system is designed to make the process accurate, useful, and business friendly. 

  • The same way you hire someone with the Job Description is

  • The same way you train someone with the Learning Checklist which is

  • The same way you measure their progress and performance with the Performance and Development Plan

It is only fair. And it works.

Back to Overview of the entire Your HR Solutions process

 

 

The Job Description

The Learning Checklist