Who is responsible for planning the performance policy of an organization?
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The purpose of an effective performance management system is for employees to have a clear understanding of the work expected from them, to receive ongoing feedback regarding how they are performing relative to expectations, to distribute rewards accordingly, to identify development opportunities, and to address performance that does not meet expectations. A comprehensive performance management system empowers employees to have greater input to their personal career progression and will enable managers to better identify, recognize, and reward individuals based upon an agreed set of criteria. Show Policy Statement Georgia Tech strives to provide an environment where all employees understand the impact their contributions have on the achievement of Institute goals and are provided the opportunity for ongoing personal growth. One way we can accomplish this goal is through a strong performance based management program that culminates in an annual performance review. The performance management process is continuous as we plan, manage, review, and reward performance. Scope Entities Affected By This Policy All classified employees at the Georgia Institute of Technology should be aware of this policy. Who Should Read This Policy All classified employees at the Georgia Institute of Technology should be aware of this policy. Contacts Policy Terms Performance Goals Career Development Goals Competencies
Procedures The Georgia Tech Performance Management Process consists of a four-phase cycle: planning, managing, reviewing, and rewarding performance. The planning phase is the foundation of the entire Performance Management process. In this phase, individual goals and objectives are set for the performance period. Goals that are SMART (specific, measurable, achievable, relevant, and time based) increase employee motivation and commitment to goal attainment, leading to greater performance and productivity. Regular communication between the manager and employee is critical during the managing phase of the performance management cycle. Through formal and informal conversations, both parties are kept abreast of progress towards the successful completion of goals and expectations. These discussions also enable the manager to provide timely feedback and coaching as the year unfolds. Because the performance cycle spans several months, it is important for managers and employees to keep track of key performance highlights and challenges that occur during the year. These notes will help immensely when it's time to prepare the annual review. At the conclusion of the evaluation cycle, the manager meets with the employee to conduct the annual performance review. If SMART goals have been set (planning phase) and ongoing communication/feedback has taken place (managing phase), the overall outcome of the annual review should come as no surprise to the employee. When merit increases are available, employees may receive an increase to their annual base pay as a reward for meritorious performance. It is important to remember that performance increases should be differentiated between employees based upon their overall performance ratings and, in general, top performers should receive higher pay increases. Additional resources are available on the Human Resources website at www.ohr.gatech.edu/performance. The University System of Georgia prohibits employees grieving performance reviews (refer to the University System of Georgia’s Grievance Policy for more details). Goal Setting Competencies All classified staff managers/supervisors will also be rated on the following three competencies: Cultivating Workplace DiversityAbility to understand, appreciate, and use the unique contributions of staff in various cultures, nationalities, ethnic backgrounds, genders, ages, points of view, etc.LeadershipAbility to work with a group to set its objectives and agenda, generate allegiance to those objectives, and guide and motivate their achievement. Articulates the end results needed and allows people to exercise initiative and discretion without micromanaging. Enforces standards/rules fairly and consistently and leads with courage.Staff and Career DevelopmentAddresses learning, training, and career development needs of individuals, teams, or organization. Works with employees to establish job and career development goals. Provides accurate, timely feedback including annual performance review.These competencies align with the University System of Georgia's Competency Model where personal integrity and ethics, strategy, engagement, collaboration, and execution are at the forefront for all University System of Georgia employees. Additionally, employees will be provided feedback in the areas of Attendance & Punctuality and Honestly & Integrity. Who is responsible for performance policy?The Performance Plan should outline goals and objectives for the following 12-month period. It is each Manager's responsibility to ensure that these are in line with the business plan.
Who is responsible for performance appraisal of an organisation?Human resource department plays an important role in designing and implementing performance appraisals. Infact, the HR team acts as mediator between the functional heads or reviewing authorities and the employee. It is the human resource team's responsibility to ensure a smooth implementation of the appraisal process.
Who sets the performance development plan?Typically, managers and other business leaders spearhead the PDP process with their staff. You will review your employees' previous performance plans to help you identify opportunities for improvement and outline recommendations before meeting with them.
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