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Information on Migration to New Conditions of Service 2012

Performance Management System

ROLES AND RESPONSIBILITES
 

Managers and the employees share a responsibility for the implementation and success of the PM system. As such they need to be fully aware of their respective roles and responsibilities in terms of the different stages of performance management:


1. The Managers Role

 

STAGE

ROLE

Planning

· Know the process and the system

· Schedule a planning meeting and give the process the time and quality it deserves.

· Review all steps of the planning process.

· Share unit goals, objectives and projects and competencies.

· Review duties, responsibilities and objectives for each position.

· Establish and communicate performance standards.

· Review responsibilities and job standards with each staff member and mutually agree on performance and competency expectations. Revise Performance Agreement accordingly.

· Encourage employee input throughout the meeting.

· Make sure expectations for the future are clear and understood by both parties.

· Assess strengths and areas for development with each employee and plan training interventions for the year. Review employees Personal Development Plan

· Agree upon regular check-ins for coaching and feedback with employee

· Approve Performance Agreement and PDP online.

 

Monitoring

 

· Provide frequent informal coaching. Point out the good work that the employee is doing. Help the employee whose performance is lagging to bring their work up to par.

· Monitor employee performance throughout the year via informal review sessions.

· Review performance plans for progress and agree on revisions as necessary.

· Gather input and performance data from all available sources.

· Document observations and interventions in a log. This will be useful during the assessment meeting.

· Acknowledge good performance through feedback. This will keep the employee motivated.

 

Developing

 

· Initiate and facilitate personal development planning meetings with employees.

· Determine how to improve or develop knowledge, skills and abilities.

· Creatively plan and support learning opportunities.

· Link development plan to a performance plan for each staff member.

· Monitor adherence to the PDP.

 

Assessing

 

· At least twice a year formally review the performance of employees, and provide feedback.

· Set up formal meetings for assessment

· Know the employee being reviewed - think about the person; consider all aspects of performance and development.

· Use the meeting as an opportunity to talk about what went right and what went wrong, in a balanced way

· Exploring problem areas should be a joint problem-solving exercise, do not pre-judge, keep an open mind.

· Encourage employee input.

· Assess progress against each performance and development objective set for the year.

· Complete analysis and rate progress on each competency.

· Review assessment with second line manager as needed.

· Provide open, honest and constructive feedback to employee on performance.

· Always provide positive reinforcement.

· Complete final assessment and communicate final rating


1. The Employees Role


STAGE

ROLE

Planning

· Review job profile.

· Consider special projects/assignments

· Share performance and professional development goals

· Mutually agree on performance expectations and competencies

· Actively participate in all aspects of the planning processes

· Complete draft Performance Agreement and Personal Development Plan online

 

Monitoring

 

· Execute the performance agreement and PDP

· Monitor daily progress

· Make note of achievements and difficulties encountered.

· Retain feedback from others in the University who have commented positively on your performance.

· Prepare for informal progress meetings. Initiate these if the manager doesn't.

· Actively participate.

· Remain open and receptive to feedback.

· Periodically throughout the year, ask the manager for feedback on your performance. Consider the feedback received to be suggestions for improving performance, not personal criticisms. Try to follow through on suggestions for improvement and development of new skills.

· Talk to the manager about progress as well as any obstacles to improvement, so that the manager can help remove the barriers to good performance.

· Seek out coaching and informal update opportunities.

· Apply what is learnt. Take responsibility for performance and achievement of your PDP.

· Review performance plan for progress and recommend revisions as necessary to the manager.

 

Developing

 

· Take responsibility for personal continuous performance improvement and development.

· Assess strengths and areas for development.

· Determine how to improve or develop knowledge, skills and abilities.

· Link development plan to performance agreement.

· Actively seek learning opportunities and bring them to the manager's attention.

· Become the primary driver for own development and learning.

 

Assessing

 

· Prepare for the assessment discussion by collecting notes on performance.

· Participate in the assessment meeting by providing documentary evidence of accomplishments and by suggesting things that might help.

· Obtain feedback from peers and others when appropriate.

· Remain open and receptive to feedback.

· Attend and participate actively and cooperatively in partnership with the manager to improve performance.



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