Business success is built on strong individual and team performance. Performance Contracting/Appraisals are used to review employee performance and identify areas for future development.  They provide useful and valuable information for employees to improve and develop to their full potential.

Performance Management incorporates the Performance Contracting process and is an ongoing interaction between the Supervisor and the subordinate to maximise performance by means of motivation and encouragement.

ICC’s Guiding Principles for Performance Management

Individuals will work more effectively and with greater motivation:-

• If they are aware of the organisation’s mission and it’s strategic plans and can see how they contribute to achieving the mission and executing the plans.
• If they know what is expected of them
• If they are involved in establishing the objectives they are required to achieve
• If they are given challenging and attainable goals
• If they understand how their performance is measured
• If they are fairly rewarded for their achievement.

Objective of Performance Management

The major objective of performance management is to achieve performance excellence.

The sub objectives of the Performance Management Process are to provide: -

• Clear understanding of results, measurement criteria, objectives and performance levels expected of the jobs
• Accurate, objective and timely feedback to staff members to maximise employee performance.
• Effective and candid performance appraisal for all staff members.
• Personal development planning to promote performance improvement.
• A fair basis for other personnel decisions on matters such as compensation, promotion, training and development.
• A process that reinforces continuous improvement, teamwork and motivation.

What is the Performance Management Process?

(Linking People to Business Results)

Performance Management is a systematic process that is composed of the following major interrelating components that feed into each other:

• Performance Contracting (Balanced Scorecard approach), involving:
• Understanding of the organisation’s vision, mission and its underlying guiding beliefs and values
• Determination of goals set, objectives, tasks, and performance standards
• Development of performance plans (feeds into Performance Development below)
• Discussion and agreement on task schedules and output standards
• Review of targeted financial results

• Performance Development, involving:
• Development of performance plans
• Discussion and agreement on roles for coaching, counselling and mentoring
• Seeking coaching and providing feedback on performance
• Monitoring of results (feeds into Performance Appraisal and Recognition below)

• Performance Appraisal and Recognition, involving:
• Monitoring of results
• Evaluation of results
• Discussion of appraisal decisions
• Discussion and agreement on task schedules and output standards (feeds back into Performance Planning and Contracting above)

The following diagram maps out the interrelationships of the above processes.

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