HR Department 2012-2013  

Talent Performance Assessment Flow

Performance management is defined as ‘a continuous process of identifying, measuring

and developing the performance of individuals and teams, and aligning performance

with the strategic goals of the organization’

1. Establish mission, vision and strategy for the LC

Each LC should establish their vision, mission and strategy with which they head

succeed their goals. Having a plan will help them know their goals, how to achieve them

and how to measure their success.

2. Each LCVP should plan with the department TLs

After the LC year plan each LCVP should plan with their TLs in detail the next step to

achieve the goals of the department. In this way each LCVP can achieve the

cooperation of each TL and TL can feel the ownership of the plan, in which they will be

more committed to fulfill.

In this step each LCVP should have a plan meeting with their TLs to make a plan for

each team on how they will achieve the organizational goals. This plan should entail

goals for each team, each month and each week for each different product.

Furthermore, this plan should include action steps and processes with which they will

achieve the goals. Moreover, this plan should include checking points of the team’s

performance.

3. Each TL makes a plan with their team (aligned with the LC plan)

In this step each TL according with the department plan should make a plan with his/her

team. This plan should entail the team goals, each member personal goals (see team

plan), team vision, values and action steps to achieve as a team the plan.

 

HR Department 2012-2013  

4. Each member should know their job description in detail

An effective management system requires a job description, job specification and job

performance standard, which should be aligned to the organisational strategy. This

ensures that employees have a complete understanding of the responsibilities of the

job, the necessary performance standards and the behaviours expected of them. Part of

the performance assessment process is for the member to know the exact job

description of their job. In this way members will know their tasks/duties and will perform

accordingly.

5. LCVPs should create a performance plan

In the beginning the VP/TL and TL/TM need to discuss and agree on the results and

behaviour needed for their performance, as well as a developmental plan. Results refer

to what the employee needs to achieve as part of his key responsibilities, derived

through the job analysis stage. Result should reflect on the performance standards, the

objectives, and the measurable outcomes expected from a member. Behaviours are

about how the job is carried out. They should reflect on competencies based on

measurable knowledge, skills and abilities that are important on defining how results

would be achieved. Personal developmental plans are highly important for the

employees because they define what needs to be done in order to improve

performance.

A developmental plan usually includes both results and behaviours and incorporates

setting goals with the employee and identifies areas of personal development. Such

developmental plans should entail the goals of the employee, strengths and areas of

development and an action planning supporting them. A personal developmental plan

should include

• Objectives

• Description

• Developmental activities.

 

HR Department 2012-2013  

6. Define performance measurement

The next step is to determine specific objectives, which should be SMART, meaning

Specific, Measurable, Achievable, Results-based, Time- bound. This measures should

be result and competency based. Result based measurements can be for example the

number of TNs raised. Competency based can be the ratings of the competency

assessment model on myaiesec.net (e.g. in a period of 3 months the members should

increase their 360 degree ratings on Emotional Intelligence by 0,5)

7. Performance Review

Performance information is collected through performance appraisal. Performance

appraisal is a review of the current relationship between member and organisation,

including an assessment of the member;s performance as well as their development,

attitude, grievances, hopes and plans for the future. They should be carried annually as

well as quarterly or even in a shorter period according with the duration of the team.

8. Reward

This is the final step of the performance assessment system. After the performance

review, here results and behaviors of members are rewarded. Rewards should reflect

on the outstanding performance on members on just the general performance.