Performance Management Planning

Press Enter to show all options, press Tab go to next option

About Performance Planning

Planning is the foundation of the performance management process. It lays the groundwork for what your supervisor and team expect of you throughout the year. There are two parts to the planning process: 1) understanding the behaviors that will be expected of you and 2) defining the job results expected of you.

Purpose of the Performance Management & Appraisal SystemPMAS Circles

The overall objective of HACM’s Performance Management and Appraisal System is to build a high performance culture where all of the employees’ efforts are directed towards critical organizational goals. This high performance culture will be team-focused in an environment that promotes individual growth in a supportive manner.

The specific performance management objectives are:

  • To assess and fully develop employee capabilities.
  • To clearly communicate in an ongoing manner an employee’s position goals and expectations.
  • To communicate organization goals to employees and to assist employees in aligning their work with the organizational priorities.
  • To ensure a high degree of collaboration and integration in setting employee goals and in managing day to day performance.
  • To ensure that each step of the performance management process results in ongoing, open, and direct two way communications.
  • To serve as a basis in rewarding employees for achieving agreed goals and performance expectations.

Performance Management Guiding Principles & General Features

These guiding principles will be the universal road map that managers and employees will follow for each step in HACM’s performance management and Appraisal system. Managers and employees will be jointly responsible to adhere to the following principles.

  • The performance management and appraisal system will reflect and be linked to organizational goals and values
  • All manager and employee goals will be linked to the organizational goals
  • Manager and employee will have shared responsibility for employee success
  • There will be a high degree of employee development in all steps of the process
  • Interactions will be ethical, professional, and respectful on the part of all participants
  • Reviews will be timely, fair, factual, objective, open and honest
  • Communications will be on-going, direct and straight forward in a manner that is professional and respectful.
  • Reviews and feedback will be results oriented and focused on desired outcomes of the organization

Performance Goals/Expectations

  • Each employee will have a set of goals and expectations that are mutually negotiated with the manager each year and will be based on both the organization’s goals and the department manager’s goals.
  • Department managers will determine their department goals from the organization’s overall business plan and priorities and through close collaboration with other departments (creation of shared goals).
  • The goals/expectations will change based on changing business conditions and the organizational strategies and objectives that are established each year by senior management.
  • Goals will be SMART (Specific, Measurable, Achievable, Relevant, Timely) and in some cases may extend beyond a single year.
  • The employee’s performance will be measured from a combination of both actual results and the behaviors and actions that the employee uses to accomplish work outputs.
    • The “how” of employee performance is important because of the positive and negative consequences of an employee’s behavior.
    • In other words, an employee can accomplish the goal, but cause negative consequences that may affect future relationships, credibility, and results.