Purpose of this phase is to monitor and review the progress on performance targets agreed at the beginning of the performance management cycle. Review period is critical as it allows employees, an opportunity to do PDCA, get feedback and agreement on actions to be taken for improving performance.
Effectiveness of monitoring and review is evident from
- Effectiveness of Daily Work Management (DWM) and Periodic PDCA
- Quality of ECM review through ECM score
- QC Story
- Adequacy of the means to achieve
Discussion between manager and employee is known as Performance appraisal and coaching reviews (PACR). this process is divided into two parts: Performance appraisal and Coaching review (PACR).
Focus of Performance appraisal is to objectively evaluate performance and to provide feedback on good or poor performance, while coaching review is focussed on both improvement in performance at current role and development for current & future roles
We have IT system to facilitate review of performance (refer step by step guide for conducting Self-review and Manager PACR on HR Connect)
Three key stakeholders of this process have following role:
- Maintain documents and record for entire performance period. The evidence of performance collected during the year will provide the basis for the formal evaluation of performance at the end of the review periods
- Review each objective and update the achievement level i.e. Over-achieved (O), Achieved (A) or not achieved (B) (refer guidelines on HR connect for more details), we can write in one line here, objective achievement>100 is “O”, 95-100 is “A etc.
- Provide evidence of performance on each objective, that may describe quality and timeliness of work
- Write action taken on feedback on performance during the previous review
- Note any areas for discussion at the review meeting (any challenges, areas where guidance/support /development is required)
- Seek feedback from your manager in case
- Managers should provide continuous feedback and coaching based on evidence of performance collected throughout the period of review. If necessary, interim reviews can be scheduled at any time during the year. Issues with performance raised at the end of year review should therefore not come as a surprise to employee
- Review the Performance Objectives; and the comments, status and ratings provided by the employee (make any notations in support or disagreement)
- Provide comments on performance on each objective that may describe quality and timeliness of work using the evidence accumulated (refer annexure 3: Performance Incidence Diary)
- Update the rating for each performance objective by determining if the objective was met as set out in the performance agreement considering the performance standards and delivery timeframe i.e. Over-achieved (O), Achieved (A) or not achieved (B)
- During Half yearly & annual review, in addition to review of each objective, Manager evaluates each employee on performance score for each objective and assigns performance rating based on five point rating scale (more details in evaluation phase)
- Based on achievement, Manager should provide feedback on significant achievements, any performance improvement required and mutually discuss and agree on Development plan / Support to be given or performance enhancement plan (refer Annexure 4: on Performance Enhancement Plan) and review frequency with timeframe
- Provide final comments in PACR discussion on the format followed by development plan in IDP
- Ensure all parts of Target setting form are completed and submitted
- Review the Target setting form for each employee to ensure process has been managed as per guidelines next level of actions are in accordance. In case of any discrepancy, provide feedback to the Manager
Outcomes of the review process are:
- Manager – assessment and achievement level of each objective with Feedback captured in PACR discussion and updated development plan
- Self & Manager - Action Plan for performance improvement, identifies possible obstacles and support required and agree on time line , revision in objectives/ targets, if any, based on any changes in company / dept objectives / change in role / additional assignment /influence of external reason etc.
Manager and Leader have dual roles to play, to manage employees’ day to day performance and also to support their development so that they can continue to deliver top performance.
Hence, in addition to formal PACR, formal assessment on competency development framework is done in Q4 of previous year and development plan is finalised to improve the employees’ functional, behavioural, to improve employees’ delivery for the current role and readiness for the future roles. The entire process is managed through Learning Management System