1A
1
The best way to outline the standards of performance expected from an employee is to speak to
them personally. This way, a supervisor/manager can be confident that the employee has been
told everything they need to know and the employee has the opportunity to clarify any potential
misunderstanding.
Expected standards of performance may relate to:



 The goods/services the employee should produce/provide
 The impact the employee’s work will have on the rest of the organisation
 How the employee is expected to act with clients, colleagues and supervisors
 The organisational values the employee must uphold
2.

 Verbally, in person
 In writing
o

 Non-verbally
o



e.g. workplace manual
e.g. reinforces of
appropriate/inappropr
iate behaviour
 Via posters
 In memos
 During meetings
Via performance appraisals
1B
1
One of the simplest yet most effective methods of
monitoring staff performance is to conduct a
performance appraisal. This involves sitting down with
an employee to discuss the ins and outs of their job role,
their levels of performance and any particular issues or
challenges they’re facing. It might also involve observing
the employee at work and measuring their performance
according to a specific set of criteria, such as attitude,
presentation and punctuality.
2
Monitoring employee performance is a continuous
process. As a supervisor/manager, it is important to
‘check in’ with your employees regularly to assess how
well they are performing and to see whether there is
anything you can do to help them achieve their
objectives. Ultimately, the overall aim of monitoring
performance is to ensure that the employee is working
to the expected level and contributing to the overall
success of the organisation.
3

 Allow authority figures to assess their employees’ performance
 Give employees the opportunity to discuss any issues/challenges they are facing

with a relevant authority figure
 Help to identify any skills and competencies the employee needs to work on in

order to achieve more success
 Allow both employees and supervisors/managers to agree upon new targets for
the future.
1C
1
 Giving advice on training and development opportunities

 Confirming organisational
objectives and key
performance requirements

 Ensuring adequate resources
are available

 Providing the
opportunity to discuss
work challenges

 Representing staff
interests in other forums

1D
1
 Formally acknowledging strong performance, via promotions, bonuses, certificates

and rewards
 Informally acknowledging strong performance, via
a meeting, a notice, a compliment, or a team-wide

email
 Writing reports to management with details of
specific achievements.
You may, for instance, choose to set up an ‘employee of the month’
competition wherein workers are recognised for outstanding
performance and provided with some kind of reward for their
achievements e.g. a cash bonus, an extra day/half day of holiday, an
award.
2


 Which behaviours/goals need to be reinforced
 The company’s end goal for the reward program
 What kind of rewards are appropriate
1E
1





 On-the-job training from a supervisor
 Entering employees into a mentoring program
 Arranging for an external trainer to hold sessions
with employees
 Providing employees with the training materials to study
 Setting an assessment for employees to complete by a deadline
2A
1




 Failing to meet deadlines
 Failure to get on with colleagues
 Failure to get on with customers
 Failure to meet performance standards
 Arriving to work late/leaving early
2
 Where does the source of the problem lie? Is it with the individual(s) or is there a


fault in company culture?
 Are performance problems down to a lack of training/coaching?
 Are there any personal reasons behind performance problems?
2B
1


 Build trust with
your employees
 Be clear about the area of performance the employee needs to improve
 Explain how you are going to help the employee improve


 Set goals for achievement
 Create a plan of action
2
Corrective feedback involves identifying specific behaviours or areas of performance that
require improvement/modification and making suggestions on how to achieve this.
2C
1



 Additional training
 The adjustment of workload
 Agreement on short-term
goals for improvement
 Assistance with problems outside of

the workplace
Reorganisation of work practices
2


 The performance problem itself
 The goal for achievement
 A timescale for achievement
2D
1
Informal counselling is a means of chatting to an employee about their work performance; it is
not heavily organised and does not follow a set structure. It is done by managers and supervisors
as they see fit to help boost morale and monitor performance.
It may involve just calling in employees you are concerned about into your office for a chat.
Simple questions like "How are things going?" and "Is there anything you want to discuss?" can
trigger a cathartic discussion of an employee's issues.
Let your colleagues know that you are open to discussion and that anything you discuss will
remain confidential and not cause discrimination against them in a professional or personal
capacity.
2


 Observation
 Productivity analysis
 Interviews with employees
2E
1


 Discipline problems
 Personal problems
 Managing stress
2
 Formally notify senior management figures and other staff members

o
relevant authority figures must be made aware of the time and location of
the counselling session, as well as its purpose
o
relevant authority figures can be notified in individual meetings
or via confidential emails or memos
 Invite appropriate people to participate
o
only those directly involved or required for the counselling sessions
should be invited to attend
o
this maintains the confidential nature of counselling and also makes the
sessions more efficient and beneficial, if all the required people attend

 Arrange an appropriate location
o
You may need to hold the session in an external location, depending on
the amount of people involved and the sensitivity/scale of the issue.
3A
1


 Methods of collecting performance data
 Methods of interpreting performance data
 Processes for
performance appraisal
interviews
2



 Accurate
 Simple to interpret and analyse
 Flexible i.e. they can be used in a wide range of analyses
3B
1
It is vital to conduct individual performance evaluations openly and fairly; be objective and don't
discriminate against employees for personal or other reasons. Failure to do so could lead to
accusations of favouritism and/or bullying.
In order to do ensure performance evaluations are open and fair, it helps to conduct them in the
form of a discussion (rather than dictation). In other
Performance evaluations must be based on fact and any associated documents should be made
available to the employee they concern. Be careful here to maintain confidentiality protocols – if
part of their evaluation contains peer reviews, don't disclose any individual identities.
3C
1
It is imperative to complete and file all performance management records after performance
appraisals. This will ensure you have a record to refer to in the future, if necessary. You will also be
able to use these records as a basis for making adjustments to the performance appraisal processes.
You will need to complete and file performance management records according to
organisational procedures.
Be sure to write documentation in the active voice rather than the passive, as this gets the
message across more directly and helps with concise writing.
Documents should:



 Be concise
 Be objective
 Be written in appropriate language (no slang,
unless recording direct speech)
 Include only necessary information.
2
This means including the right amount of information – not too little or too much. You need to get
to the point in as few words as possible; use appropriate words, sentence structures and avoid
frivolous information that is not relevant.
3

 In
alphabetical
order
(according to clients’ names,
companies’ names etc.)
 In chronological order (oldest to

the most current date etc.)
 By financial year (20112012 or 2012-2013)

3D
1
 Reporting to a
new supervisor


 On-the-job training
from a supervisor
 Entering employees
into a mentoring

program
 Arranging for an

external trainer to
hold sessions with the
employees
 Giving the
employees
training materials
to study