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1. It clarifies what you want and needs employees. Performance chords. Performance agreements are likely to vary from agency to agency depending on the securities and structure. They are developed jointly between the employee and his or her supervisor and are used to record performance targets for the coming period and the results of the formal performance review. If the person does not comply with these agreements, it goes without saying that you have fair and reasonable grounds for dismissal. This may make the redundancy process cleaner for all parties involved, but it will be evaluated on a case-by-case basis. A performance agreement is a method of creating expectations and responsibilities for meeting an established standard of performance excellence — and the consequences of their non-compliance. Two or more parties agree on the actions that the executor will carry out and agree on the expected results of the execution of these actions. Often there are consequences if the actor does not deliver as agreed. The goals to be achieved.

This sets your expectations for candidates 1, 6 and 12 months from the start date. Most performance agreements do not contain them, but I would say it is an important section if you are serious about hiring strong candidates. Mind Tools contains two articles that will help you improve your expectations and goals. Poor feedback and performance management provides many practical tips for performing performance interviews. Performance chords are one-way. If you simply decide what the person is going to do, you may be disappointed with the result. If the objectives are agreed upon, you are more likely to see progress. Take the time to develop goals together and be prepared to discuss the « why » in detail.

It is a common process — both parties have to agree to make it work. However, in certain circumstances (perhaps in high-risk situations or in the event of a significant lack of unsupervised work), it may be worth entering into performance agreements with all members of your team. If you think about it, make sure your team members are familiar with the approach and make sure you don`t rely solely on them to manage performance. Everyone needs a good level of trust, respect and communication from their boss! It is not enough to tell Bill what they expect from him and then put the responsibility for transit on his shoulders. Performance management has more team approach – the person who passes the work must feel supported and encouraged during the process, just as they must feel personally responsible for the outcome. With a routine performance goal, you need milestones to make sure things move smoothly. You don`t want to surprise when it`s time to evaluate a person`s overall performance, so set up checkpoints to stay informed before they`re too disoriented. In any event, make it clear what will happen if the goal is achieved or not. This is especially important for performance improvement agreements, as you need to take the next step if the person does not improve within an agreed and appropriate time frame. This is the advantage of communicating performance agreements. It is much more likely that you will be involved in the development and performance of your employees if you accept and commit to regular performance meetings.

No more resilient expectations. If employees need to know where the company needs to go and how they can help you get there, they just need to review the performance agreement. The October 2000 report by the General Accounting Office (GAO) showed that performance agreements based on results between agency directors and senior policy and professional executives improved organizational outcomes.