EMPLOYEE SUPPORT AND

DEVELOPMENT

PERFORMANCE MANAGEMENT
PLANNING

AUTHORITY: ADMIN
ADMINISTRATION: HUMAN RESOURCE DEPARTMENT
Performance Date: 07 January 2024 Page 1 of 5
Management Planning

1.0 PURPOSE
1.1 The ASIAN HYBRID SEED TECHNOLOGIES, INC., has developed
a policy for ongoing employee training and development and
performance management to:
1.1.1 reinforce the fundamental value of regular and
ongoing communication between a supervisor and
employee;
1.1.2 provide meaningful review and feedback on
employee performance;
1.1.3 align the work of employees to the strategic direction
of the company;
1.1.4 provide accessible and planned continuous learning
opportunities for employees;
1.1.5 establish individual learning and development plans
with specific goals; and
1.1.6 Engage in leadership development and succession
planning through employee career planning and
professional development.

2.0 POLICY STATEMENT

2.1 Asian Hybrid Seed Technologies, Inc., recognizes and values
the significant contributions of its employees to the provision of
quality programs and services. Asian Hybrid Seed Technologies,
Inc., is committed to the continuous learning and professional
development of all its employees and will implement and sustain
leading human resource practices including a progressive
performance management system. Effective people management
practices are associated with quality service and quality
outcomes for the citizens of Bukidnon Commitment to ongoing,
daily performance management is important for organizational
outcomes as well as employee well-being.

3.0 APPLICATION

3.1 The Asian Hybrid Seed Technologies, Inc., policy statement and
purpose apply to all employees of the processes and
departments;

3.2 Departments may continue to use forms, resources and

processes other than those described here with the condition
that they are aligned with this policy. Consultation with human
resources and/or the executives is advised to ensure compliance
with this policy when
Performance Date: 07 January 2024 Page 2 of 6
Management Planning

alternate forms, resources and processes are being considered

by a department.

4.0 DEFINITIONS

4.1 The Performance Management process is not an event, or a

series of events, it is an ongoing cycle that needs to be used
year round. The employee development cycle consists of the
following elements:
4.1.1 Reviewing objectives and planning;
4.1.2 Making adjustments;
4.1.3 Aligning resources;
4.1.4 Setting fresh objectives;
4.1.5 Developing capabilities;
4.1.6 Taking action.

4.2 Reviewing objectives and planning takes place when the

supervisor and employee engage in a discussion on the vision of
the company and the primary responsibilities of the position.

It is important that there is a common understanding so that

efforts can be focused towards the fulfillment of the
organizational vision. A significant activity in the planning phase
is the creation of a work/development plan for the upcoming
review period. The plan is developed jointly and may relate to:
4.2.1 organizational goals;
4.2.2 primary work responsibilities;
4.2.3 strong competencies and/or mastery of responsibilities;
4.2.4 developing performance areas or performance
areas requiring improvement;
4.2.5 Personal, career or professional development goals.

4.3 Coaching and performance management is an ongoing

process where employees’ achievements are acknowledged,
opportunities are identified for further development and
performance needs/issues are addressed in a timely fashion.
Coaching and performance management opportunities may
occur at any time. Coaching to improve performance should
occur informally throughout the cycle and formally during
interim reviews. It is most effective when an area for
improvement is identified and discussed promptly.
Performance Date: 07 January 2024 Page 3 of 6
Management Planning

4.4 Performance management plans provide an opportunity for

supervisors and employees to formally discuss and document
performance that occurred during the planning period and to jointly
set goals/objectives for future development and performance.

4.4.1 The Performance Management Form for Employees

(Appendix A) and the Performance Management Form for
Supervisors and Management (Appendix B) are tools that
may be used to:

a) enhance communication between the parties involved;

b) recognize employees’ accomplishments;
c) increase accountability through record of performance;
d) identify a professional development plan; and
e) Solve problems in areas requiring improvement.

4.4.2 The probationary/trial period refers to a predetermined

period of time and is defined in the Collective Agreement
and/or terms and conditions of employment.
Probationary/trial employees must be provided with
periodic reviews during the probationary/trial period and a
final assessment prior to the conclusion of the
probationary/trial period using the probationary/trial
employee assessment form (Appendix C).

5.0 RESOURCES

5.1 The following documents are attached as Appendices:

“A” The Performance Management Plan for Employees
“B” The Performance Management Plan for
Supervisors and Management
“C” Probationary/Trial Employee Assessment Report
“D” Discussion Guidelines for Employee Performance
Management Plan
“E” Discussion Guidelines for Manager and Supervisor
Performance Management Plan
6.0 ROLES AND RESPONSIBILITIES
6.1 Performance is a shared responsibility between the individual and
the organization. Employees are responsible for their own
performance and to elicit feedback on performance as well as to
identify training and development requirements that may improve
their performance. The organization is
Performance Date: 07 January 2024 Page 4 of 6
Management Planning

responsible for providing feedback to employees and providing a

work environment that includes appropriate training and
development opportunities and facilitates good performance.

6.2 The lead of each department is responsible for ensuring that the
provisions of this policy are implemented throughout the
department. This responsibility includes:
6.2.1 ensuring that all managers, supervisors and other
employees are informed of the policy and are advised of
their responsibilities;
6.2.2 providing leadership in the area of performance
management;
6.2.3 engaging in professional development and continuous
learning;
6.2.4 completing performance management plans with each
member of the departmental leadership team; and
6.2.5 Monitoring compliance with the policy.
6.3 All employees in executive and senior leadership roles are
expected to demonstrate their commitment to ongoing performance
management.
6.4 Employees with management and supervisory responsibilities must
ensure that the policy is adhered to in their areas of responsibility by:
6.4.1 becoming fully informed of the provisions of the policy;
6.4.2 developing and periodically reviewing each employee's
job description to ensure an accurate reflection of the
primary work responsibilities and to ensure there is a
clear mutual understanding of the employee's role
and contribution to the organization;
6.4.3 providing leadership in the area of employee
performance management;
6.4.4 engaging in professional development and continuous
learning;
6.4.5 completing performance management plans for all
employees under their direct supervision;
Sub-section 8.02 Date: 01 February 2013 Page 5 of 6
Performance Reviewed: 01 November
Management Planning 2018

6.4.6 providing opportunities for training and

development to al employees under their direct
supervision; and
6.4.7 ensuring that all employees under their direct supervision
and who have supervisory responsibilities, are carrying
out the responsibilities listed above with emphasis on
leadership, fiscal management and program delivery.
6.5 All Employees are responsible for engaging in the performance
management planning process as outlined within this policy and
taking responsibility for their professional and career development.
This includes the following:
6.5.1 to continually upgrade and improve their capabilities;
6.5.2 to invest time and energy in learning and in
integrating learning into their everyday approach to
work;
6.5.3 to attend all scheduled and approved learning
opportunities or notify direct supervisor of any
unplanned absences;
6.5.4 to apply their learning and share it with others both
informally and/or formally through briefing and
presentations.
7.0 PROCEDURES
7.1 Ensure that a performance management plan is completed annually
with each employee.

7.2 The date selected for the performance management plan meeting
should allow both the supervisor and employee time to prepare for the
discussion. The meeting is an opportunity to consider the employee’s
performance during the previous year. Guidelines for both the
supervisor and employee are provided in Appendices D & E.

7.3 Involve the employee directly in planning performance goals and

strategies, including the identification of any training or development
requirements.

7.4 When an employee’s overall performance does not meet minimum

expectations, the employee will work together with the supervisor to
complete the “Action Plan” section of the performance management
plan form. If the performance issues persist without improvement,
the supervisor should consult Human Resources for advice and
support.
Performance Date: 07 January 2024 Page 6 of 6
Management Planning

7.5 The probationary/trial period is an integral part of the overall staffing

selection process, and should be used to determine whether the
employee is to continue in their probationary period, be granted
permanent status, or have employment terminated. The
probationary/trial employee assessment form (attached in Appendix
C) will be completed in the same manner as the annual employee
performance management plan.

Although most employees successfully progress through their

probationary/trial period, there are instances where either the role is
not suitable to the employee or the employee is not suitable for the
role. In this instance advice should be sought from Human Resources.

7.6 All performance management plan meetings, regardless of the

employee position, are to include discussions about employee
training and development.

7.7 Employees are expected to identify their personal or professional

learning
and development goals. This may involve personal or professional
development in their current position or future role(s).

7.8 Employees are asked to identify specific learning and development

opportunities and associated funding requirements. This may include
tuition reimbursement, course subsidization, conferences, professional
certification, leadership training, as well as special projects or
temporary assignments.

7.9 Supervisors will outline learning needs in accordance with current

and future organizational requirements and the employee’s ongoing
development and/or performance. These needs arise as a result of
succession planning and ongoing performance management
discussions.

7.10 Employees will access the most appropriate funding source to assist
them in achieving the learning and development goals that have
been outlined within their Performance Management Plan and signed
by their supervisor. Access to financial support and time away from
work for employee development opportunities is subject to
discussions between the supervisor and employee in consideration of
the Corporate and/or Departmental Learning Policies.
7.11 Copies of employee performance management plans will be provided
to the supervisor and employee. The originals will be sent to Human
Resources for the employee’s personnel file.
Appendix A
ASIAN HYBRID SEED TECHNOLOGIES, INC.
MainOffice: 267 Juna Subd., Quimpo,
Blvd., Ecoland, DavaoCity, 8000
Philippines Tel. Nos.(+6382) 295-6296;
(+6382)302-7584
Plant & Office: P2B-Aglayan,
Malaybalay City,8700 Philippines
Branch Office:P. Argonza St., San
Fermin, Cauayan City,Isabela,
Philippines
Hotline
Cellphone No.
+63915629928
5 e-mail:
asianhy@yahoo
.com
“A goodharveststarts withthe rightseed”.
Performance Management Plan for
Employees

Employee Name: Employee ID #:

Position Title: Division/Section:

Supervisor Name: Period Covered:

The success of an organization is dependant on the individual performance of its

employees. Successful performance management links individual's workplan and
performance to the organization's mission and strategic/business plan.

The performance management process includes both formal and ongoing feedback.

This tool will assist the following: a) enhancing communication between the parties
involved; b) recognizing the employee’s accomplishments; c) increasing accountability
through record of performance; d) identifying a professional development plan; and e)
solving problems in areas requiring improvement.

This section provides an opportunity to highlight the employee’s strengths and areas
of improvement and to identify the employee’s core competencies and primary
responsibilities with the Department. Consider the following guidelines for each area of
work performance.

Developing: skills and behaviours at this level are those that are considered to be
in need of enhancement. Performance is below that expected after
training and experience. It is important to identify and focus on
areas of development.

Succeeding: skills and behaviours at this level indicate competent performance.

This level of performance should be demonstrated by most
employees on a regular basis.

Mastering: skills and behaviours at this level demonstrate the highest level of
performance and contribution to the organization’s future success.
Trait Examples Comments

Job Knowledge Consider how well the

/ Duties employee is equipped
with the knowledge
needed to perform the
work.
Knowledge Consider knowledge
of and use of Policy and
department Procedure Manuals.
and Maintains client/
government partner relations and is
policies client focused.
Use of Consider care with
resources and equipment and uses
time supplies wisely.
Consider time
management skills.
Responsibility Consider dependability
and reliability. Consider
completion of assigned
duties and shows ability
in setting priorities.
Consider ability to
problem solve/critical
thinking.
Communication Consider ability to
communicate
respectfully and
appropriately.
Consider ability to listen
and communicate ideas
effectively. Observes
confidentiality of clients
and co-workers.
Practices open, honest
communication.
Working Ability to maintain
relationships effective working
relationships with co-
workers, supervisors,
clients and public.
Ability to work as a
team player.
Adaptability Consider openness for
new methods and/or
techniques. Willing to
teach others and displays
initiative.
Work Habits Consider dependability,
punctuality, and
regularity of
attendance. Consider
accuracy,
thoroughness, amount
of supervision required
and amount of work
performed.
Leadership Consider effectiveness
Ability in providing motivation
and guidance. Consider
ability to work
independently and
delegate tasks.
Policy Review: To ensure awareness and compliance with relevant policies, please
check and initial polices as each is reviewed.

Occupational Health and Safety

Prevention of Harassment in
Workplace Confidentiality
Conflict of
Interest FOIPP
Other (please list):

Action Plan
(includes workplan objectives and goals, performance development, performance
improvement and training and development opportunities). May attach separate page
describing action(s) and possible dates for follow up review.

Workplan goals:

Achievements since last performance review:

Note education/courses completed since last review:

Development and training goals:

Employee’s Comments:

Reviewer’s Comments:

Employee Signature: Date:

Supervisor Signature:
Date:

12PS15-35299
Provide a copy to the employee and the supervisor. Send the original to Human Resources
for the personnel file.
Appendix B
ASIAN HYBRID SEED TECHNOLOGIES, INC.
MainOffice: 267 Juna Subd., Quimpo,
Blvd., Ecoland, DavaoCity, 8000
Philippines Tel. Nos.(+6382) 295-6296;
(+6382)302-7584
Plant & Office: P2B-Aglayan,
Malaybalay City,8700 Philippines
Branch Office:P. Argonza St., San
Fermin, Cauayan City,Isabela,
Philippines
Hotline
Cellphone No.
+63915629928
5 e-mail:
asianhy@yahoo
.com
“A goodharveststarts withthe rightseed”.
Performance Management Plan for
Supervisors and Managers

Employee Name: Employee ID #:

Position Title: Division/Section:

Supervisor Name: Period Covered:

The success of an organization is dependant on the individual performance of its

employees. The management team and supervisors play a vital role within any
organization through leadership, fiscal management and program delivery.
Successful performance management links the individual’s workplan and performance
to the organization’s mission and strategic/business plan.

The performance management process includes both formal and ongoing feedback.
This tool will assist the following: a) enhancing communication between the parties
involved; b) recognizing the employee’s accomplishments; c) increasing accountability
through record of performance; d) identifying a professional development plan; and e)
solving problems in areas requiring improvement.

This section provides an opportunity to highlight the employee’s strengths and areas
of improvement and to identify the employee’s core competencies and primary
responsibilities with the Department. How do you promote and model the following
responsibilities using behavioural examples? Each responsibility has a section to discuss
areas of work performance that are at the developing, succeeding and mastering levels.
Consider the following guidelines for each area of work performance.

Developing: skills and behaviours at this level are those that are considered to be
in need of enhancement. Performance is below that expected after
training and experience. It is important that we all identify and focus
on areas of development.

Succeeding: skills and behaviours at this level indicate competent performance.

This level of performance should be demonstrated by most
employees on a regular basis.

Mastering: skills and behaviours at this level demonstrate the highest level of
performance and contribution to the organization’s future success.
Areas of responsibility:

Leadership/communication

Examples: Provides open, honest, and effective communication; provides respectful

work environment where employees work together/teamwork; ensures employees
understand their rights, obligations and job expectations; aware and compliant with
policy and legislation; ensures employees are respectful, work collaboratively, are
accountable, competent, valued and informed; ensures innovation and recognizes
employees; provides flexibility to support work life balance for employees and leads
and implements a performance management program.

Fiscal Management

Examples: Accountable; aligns policy with budget; explores partnership options; and
monitors and maintains budget.

Program Delivery

Examples: Client focused; modernized; appropriate; timely; accessible; transparent;

accountable; achieving results; respectful; problem solving; analytical and decision
making.
Action Plan

(includes workplan objectives and goals, performance development, performance

improvement and training and development opportunities). May attach separate page
describing action(s) and ossible dates for follow up review.

Workplan goals:

Achievements since last performance review:

Note education/courses completed since last review:

Development and training goals:

Employee’s Comments:

Reviewer’s Comments:

Employee Signature: Date:

Supervisor Signature: Date:

Employing Authority Signature: Date:

12PS15-35298

Provide a copy to the employee and the supervisor. Send the original to Human Resources
for the personnel file.
 Appendix C
ASIAN HYBRID SEED TECHNOLOGIES, INC.
MainOffice: 267 Juna Subd., Quimpo,
Blvd., Ecoland, DavaoCity, 8000
Philippines Tel. Nos.(+6382) 295-6296;
(+6382)302-7584
Plant & Office: P2B-Aglayan,
Malaybalay City,8700 Philippines
Branch Office:P. Argonza St., San
Fermin, Cauayan City,Isabela,
Philippines
Hotline
Cellphone No.
+63915629928
5 e-mail:
asianhy@yahoo
.com
“A goodharveststarts withthe rightseed”.

Probationary/Trial Employee
Assessment Form

Employee Name: Employee ID #:

Position Title: Division/Section:

Supervisor Name: Period Covered:

Unit/Group Probationary Hours OR Trial Hours

UPSE 1,000 500

hours hours
Excluded 1,000 500
hours hours
Other hours hours

Performance

Job Skills
exceptional skills in performing work

adequate skills in performing work

inadequate skills in performing work

Comments:

Amount / Quality

consistently maintains exceptionally high standard of work that is well thought out and of
superior quality and meets or exceeds productivity requirements

produces good work and meets productivity requirements

efforts are not acceptable, fails to meet productivity

requirements Comments:
 Planning / Organizing Work

anticipates conditions; plans ahead; establishes priorities; and completes work on time
even in the face of heavy workloads or short deadlines

completes on-going assignments within acceptable time limits

slow to complete assignments, has difficulty meeting deadlines

Comments:

Acceptance of Responsibility

accepts responsibility even for difficult tasks and takes full responsibility for actions

accepts responsibility for tasks and role in decisions or recommendations

often avoids taking a position or is unwilling to support a decision; frequently offers

excuses when results are unfavorable

Comments:

Meeting Changing Demands

has ability to adapt to new or changing working conditions; effective even under extreme
demands and pressures

accepts procedural changes willingly; can cope with normal job pressures

resists change to routine procedures; often flustered by changes in workload or

pressure of deadlines

Comments:

Interpersonal Skills

highly successful team worker with strong ability to promote cooperation and gain support
for programs or goals when required

works well with others; sensitive to the needs of others; an active team member;
maintains professional, courteous relations with co-workers

will not go out of the way to help others; causes disruptions; diminishes
productivity; is rude or unprofessional to colleagues

Comments:
 Problem-solving / Decision-making

effective in evaluating problems and developing technically sound solutions; decisions or

recommendations are workable as presented

technically sound judgement, recommendations are timely and reflect proper

consideration of alternatives

does not make timely decisions; or appropriate choices; judgement is often

unsound Comments:

Working Without Close Supervision

anticipates work needs and follows through without prior instructions or guidance; develops
solutions to complex problems independently

performs well without detailed directions; can think through most situations; and
devise solutions to normal problems

not a self-starter; easily loses sight of desired end-product without constant

guidance Comments:

Writing Skills

ability to relate complex thoughts or events clearly, logically, and in a convincing manner

written work is acceptable, understandable, and suitable for the intended

recipient; documentation completed accurately and on time

does not express thoughts well in writing; documentation is difficult to read,

incomplete, inaccurate, or not done in a timely fashion

Comments:

Oral Communication Skills

makes excellent oral presentations; speaks effectively and convincingly

makes accurate and clear verbal reports to supervisor, and co-workers; and provides
clear explanations to clients

is not an effective speaker; unable to speak clearly, or articulate thoughts

effectively to supervisor, co-workers or clients

Comments:
 Client Service

consistently demonstrates an exceptional ability to establish good relations with clients,

showing courteous, patient and professional assistance

demonstrates a satisfactory ability to relate to clients, showing courteous, patient

and professional assistance

consistently demonstrates a low level of ability to relate to clients, can be impatient,

frustrated, rude, overbearing, or otherwise unpleasant to clients

Comments:

Supervisory Skills

consistently excels at supervising others; treats employees fairly; regularly attends to

supervisory responsibilities

demonstrates satisfactory supervisory skills; usually attends to supervisory

responsibilities fails to meet minimal supervisory skills; frequently neglects supervisory

responsibilities

Comments:

Attendance

has exceptionally good attendance; reports for work on time; does not take extended
breaks, or leaves early

has good attendance; makes every effort to report for work; follows procedures in
requesting leave

has marginal attendance; tends to use sick leave as it is accrued; reported late for
work; takes extended breaks or leaves early on more than one occasion.

Comments:

Presentation

consistently reports for work in appropriate clothing; has good hygiene; complies
with all worksite policies and requests regarding scents, and other personal care
issues; always appears professional when on duty

reports for work in appropriate clothing; has good hygiene; and complies with
worksite policies and requests regarding scents and other personal care issues

has reported for work in unkempt appearance; has personal hygiene or odour
issues, does not have professional presentation

Comments:
 Employee’s comments (attach page(s) if insufficient space below):

Reviewer’s recommendations and reasons (attach page(s) if insufficient space

below):

Recommendations:

grant permanent status (if probationary employee)

confirm in position (if trial employee)

other - specify

terminate employee

Reasons for Recommendation:

Employing Authority Decision:

grant permanent status (if probationary employee)

confirm in position (if trial employee)

other - specify

terminate employee

Employee Signature: Date:

Supervisor Signature: Date:

Employing Authority Signature: Date:

12PS15-35297

Provide a copy to the employee and the supervisor. Send the original to Human Resources
for the personnel file.
Appendix
D
Employee Performance Management

Plan Discussion Guidelines

The Performance Management Plan Process

1. Preparing for the Discussion

• The supervisor will arrange a time and place convenient for both
parties. This will be done several days in advance of the
performance planning discussion. The supervisor will confirm the
time and place in writing.

• The supervisor will provide the appropriate performance

management plan for the position. Prior to the meeting, think
about any information that may be pertinent to a discussion on the
areas identified in the plan.

• Review any written records or materials relevant to past performance,

including recommendations/goals from the last performance
management plan (appraisal) meeting. If the current description
and/or position questionnaire is not up-to- date, consult with human
resources.

• Prepare an overview of the areas to cover with your supervisor and

reflect on the intended outcomes of the discussion.

2. Having the Discussion

• The supervisor will strive to maintain an open and friendly

atmosphere where both parties can express themselves freely.

• Two-way communication will be emphasized throughout the

discussion. Listen carefully and attentively to the supervisor’s point of
view throughout the meeting.

• The supervisor will review the areas outlined within the Performance
Management Plan for Employees or for Mangers and Supervisors,
depending on your position.

• Constructive feedback discussion – ask the supervisor to provide

constructive feedback. This is an opportunity for both parties to
develop strategies that contribute to a positive outcome(s), better
working processes and improved performance or behavior.

• Examine the points and information identified during the discussion.

Try to agree on what performance, if any, should be done differently.
It may not be possible
 to reach total agreement on all points, but it is important that both
parties reach an understanding of the other person's views.

• The supervisor and/or employee may schedule a follow-up progress

meeting.

3. Developing Recommendations

Together with the supervisor, identify any performance changes required

and/or any training and development opportunities for the next performance
planning period. The following areas should be considered:

• Steps that can be taken to build on current strengths;

• Specific steps that can be taken to address opportunities for

improvement;

• How much improvement in specific areas of performance should be

achieved and within what time frame;

• What can be done if problems are encountered in achieving

these goals between now and the date of the next discussion;

• Support the supervisor can provide to help successfully complete

the action plan;

• Record specific recommendation on the plan.

4. Progress Review

The objective of the performance management process is to provide

ongoing feedback, coaching and support so that employees can perform
their work well and meet defined expectations. Often this can be done on
an informal basis. In some cases where there are particular concerns
regarding performance and/or development, it may be valuable to schedule
a time with the supervisor for a follow-up discussion to review progress on
action items identified in the performance management plan.

• Discuss issues that have been encountered and what can be done
to resolve them. The purpose of the progress discussion is to
maintain motivation and to keep the goals realistic;

• Emphasize willingness to perform well and to develop work

skills and knowledge;

• Work with the supervisor to identify the most relevant learning needs
and how to access those opportunities.
Appendix
E
Manager and Supervisor Performance

Management Plan Discussion Guidelines

Perhaps the most significant benefit of a performance management plan is

that, in the rush and bustle of daily working life, it offers a rare chance for a
supervisor and their direct reports to have time for a one-on-one discussion
of important work issues and developmental goals that might not otherwise
be addressed.

Almost universally, where performance management plans are conducted

properly, both supervisors and employees have reported the experience as
beneficial and positive.

The performance management process is continuous communication

which provides the guidance, correction, encouragement and recognition
needed to optimize each employee’s job performance.

For many employees, an “official” performance management plan meeting

may be the only time they get to have exclusive, uninterrupted access to
their supervisor. The value of this purposeful interaction between a
supervisor and his/her employee should not be underestimated.
The Performance Management Plan Process
1. Preparing for the Discussion

• Arrange with the employee a time and place that is convenient for
both parties. Do this several days in advance of the performance
planning discussion. Confirm time and place in writing.

• Provide the employee with the appropriate performance

management plan for the employee’s position. Prior to the meeting,
ask the employee to write down any information that may be
pertinent to a discussion on areas identified in the plan.

• Review the employee’s job description and any written records or

materials relevant to the employee's past performance, including
recommendations/goals from the last performance management plan
(appraisal) meeting. If the employee’s job description and/or
position questionnaire is not up-to-date consult with human
resources.

• Prepare an overview of the areas to cover with the employee and

reflect on the intended outcomes of your discussion.
2. Leading the Discussion

• Select a place that is private and quiet, where you will not be
interrupted.

• Establish an open, friendly, non-threatening atmosphere in which

both parties can express themselves freely.

• Be aware of any feelings, attitudes, or issues that may be influence

reactions to the employee and, be tuned-in to possible reactions
from the employee.

• State why the discussion is taking place (even though both parties
are aware). Explain how the discussion will be handled and what
role each of you will play.

• Emphasize the importance of two-way communication and listen

intelligently, understandingly, and skillfully to the employee’s point
of view throughout the meeting.

• Constructive feedback discussion – ask the employee to provide

feedback first. This is an opportunity for supervisor and employee to
develop strategies that contribute to a positive outcome(s), better
working processes and improved performance or behavior.

• Examine the points and information that have been identified during
the discussion. Try to agree on what performance, if any, should be
done differently. It may not be possible to reach total agreement on
all points, but it is important that both parties reach an understanding
of the other person's views.

• The supervisor and/or employee may schedule a follow-up progress

meeting.
3. Developing Recommendations

Together with the employee, identify any performance changes

required and/or training and development opportunities for the next
performance planning period. The following areas should be
considered:

• Steps the employee can take to build on his/her strengths;

• Specific steps that can be taken to address opportunities for

improvement;

• How much improvement in specific areas of performance should be

achieved and within what time frame;

• What can be done if problems are encountered in achieving

these goals between now and the date of the next discussion;

• Support the supervisor can provide to help the employee

 successfully complete his/her action plan;

• Record specific recommendation on the plan.

4. Progress Review

The objective of the performance management process is to provide ongoing

feedback, coaching and support to employees. Often this can be done on an
informal basis. In some cases where there are particular concerns regarding
performance and/or development, it may be valuable to schedule a time for
a follow up discussion to review progress on the action items identified in the
performance management plan.

• Discuss issues that have been encountered and what can be done
to resolve them. The purpose of the progress discussion is to
maintain the employee's motivation and to keep the goals realistic;

• Emphasize your availability for continuing support, guidance and

resources;

• Work with the employee to identify and access the most relevant
development opportunities.
5. Ongoing Communication with the Employee

A fundamental component of successful coaching and performance

management is regular communication between the supervisor and the
employee. Building effective working relationships is essential to achieving
desired results. Regular two-way communication between the employee and
supervisor helps build this relationship.

• Brief discussions should take place whenever appropriate. Formal

sessions should be scheduled at least once during the performance
management plan period to discuss what is going well and what
can be improved.

• Use these sessions to describe rather than evaluate performance.

Inquire about any changes in the work situation since the previous
discussion and review any learning and/or development plans that
were agreed to as part of the process. Determine if there are any
obstacles blocking success.

• Ask about resources that the employee may need to accomplish their
objectives.

• Acknowledge accomplishments during this period. Discuss new

priorities in the organization so the employee can re-focus efforts, if
appropriate.

• Modify the employee’s performance management plan document to

reflect any changes.

• It is important for both parties (supervisor and employee) to

maintain open communication in order to keep each other
informed of work progress and to work together to resolve
problems if they occur. It is far better to resolve problems sooner
before they become less manageable.
• A key principle that encourages employees to accept constructive
feedback is to be "hard on the problem, and soft on the person." The
focus should be on correcting the problem or behavior, not on
chastising the employee. The performance management planning
discussion is an assessment of performance and should not be
punitive. If effective performance management is occurring, this
meeting will not be, nor should it be the time an employee hears
about performance issues.

• A useful motto for the performance management plan discussion

should be "no surprises." Through this approach, you can reduce the
likelihood of the employee becoming emotional or resistant during
the meeting.

Strive to provide continual feedback concerning expectations and

performance. When things are going well discuss how and why this is so.
When things are not going well discuss what needs to be done to make them
right. When an employee is not doing things properly, get together and plan
what needs to be done to correct the matter. If there is a performance gap,
help the employee understand the cause and the action necessary for
correction. Support plans for professional development.