Nine principles of a performance management system
The nine principles on which this approach to performance management is
based are:
1. Apart from being injured, the worst thing that can happen to anybody
in the workplace is to be sacked. (Not far behind is actually doing the
sacking!) In many cases where the termination leads to a claim for unfair
dismissal, the costs can be horrendous.
2. Most dismissals can be prevented if managers at all levels actively manage
their people against performance standards.
3. Excellent people management begins at the time of selection/recruitment
and only ends when an individual leaves the organization. The
first step is therefore setting expectations at the earliest possible time. It
should apply equally to casual and part-time employees.6 An individual
development plan is highly desirable to provide a reference point during
the first 6 to 12 months of employment.
4. ‘Performance’ in the workplace relates not only to the person’s competence
to do the job to the required standard, but also includes behaving
in a manner that meets the expectations of the organization (which is
not just the management!).
5. The cornerstone of ‘best practice’ people management is regular dayto-
day feedback and coaching as close in time to the event as possible
(early intervention), supported by formal reviews where there are no
surprises.
based are:
1. Apart from being injured, the worst thing that can happen to anybody
in the workplace is to be sacked. (Not far behind is actually doing the
sacking!) In many cases where the termination leads to a claim for unfair
dismissal, the costs can be horrendous.
2. Most dismissals can be prevented if managers at all levels actively manage
their people against performance standards.
3. Excellent people management begins at the time of selection/recruitment
and only ends when an individual leaves the organization. The
first step is therefore setting expectations at the earliest possible time. It
should apply equally to casual and part-time employees.6 An individual
development plan is highly desirable to provide a reference point during
the first 6 to 12 months of employment.
4. ‘Performance’ in the workplace relates not only to the person’s competence
to do the job to the required standard, but also includes behaving
in a manner that meets the expectations of the organization (which is
not just the management!).
5. The cornerstone of ‘best practice’ people management is regular dayto-
day feedback and coaching as close in time to the event as possible
(early intervention), supported by formal reviews where there are no
surprises.
6. Everyone can be competent in managing people provided they are
committed to the concept of early intervention as part of their normal
day-to-day activities. Feedback focusing on both the acknowledgement
of excellent performance as well as addressing under-performance is
another cornerstone of our approach.
7. The use of performance improvement (individual development) plans
to deal with the process of agreed changes to the way we do things is
essential to give the system some rig our, and ensure people are dealt
with professionally in the process (development).
8. These principles apply at every level of the organization and in every
organization but need to be purpose built to suit the particular environment.
9. Managing people is first and foremost the responsibility of the line
manager. HR is there to assist, guide and coach managers, and ensure
that appropriate systems are in place.
committed to the concept of early intervention as part of their normal
day-to-day activities. Feedback focusing on both the acknowledgement
of excellent performance as well as addressing under-performance is
another cornerstone of our approach.
7. The use of performance improvement (individual development) plans
to deal with the process of agreed changes to the way we do things is
essential to give the system some rig our, and ensure people are dealt
with professionally in the process (development).
8. These principles apply at every level of the organization and in every
organization but need to be purpose built to suit the particular environment.
9. Managing people is first and foremost the responsibility of the line
manager. HR is there to assist, guide and coach managers, and ensure
that appropriate systems are in place.
