1. Performance & Development Review System This brief overview of the new Performance and Development Review will serve to introduce you to the reasons why we are changing systems; provide you with details of the new system; and serve to provide an introduction to the documents provided for guidance on the use of the form.

2. Why change? Organisations with strong performance management practices are 50% more likely to outperform other organisations. (DDI, 2003) Existence of a performance management program is positively correlated with organisational performance including higher profits, better cash flow, stronger market performance, greater stock value, and higher productivity. (The Impact of Performance Management on Organisational Success, Hewitt Associates)

3. Performance Systems Core management responsibility – part of an ongoing feedback process to employees An effective performance appraisal system can play a crucial role in an organisation's efforts to gain competitive advantage.

4. Performance Systems They enable –the management and monitoring of standards, –agreeing expectations and objectives, –delegation of responsibilities and tasks, –establish individual training needs, –enable organisational training needs analysis and planning, –career and succession planning, –staff motivation, –attitude and behaviour development, –communicating organisational aims, –fostering positive relationships between managers and employees.

5. Performance Management System

6. Key Principles Treat the performance and development review as part of the overall process of supporting and improving performance The form is used as an aid, it is not the focus Focus on performance not personality Encourage participation – two way process Specific to organisational needs

7. Behaviourally based Core Sill Framework We are linking the behaviours and core skills which are identified as essential and desirable within our organisation from the recruitment system through to the performance management system. Behaviours define the ‘how’ in terms of our expectations of our employees. Smart Goals state the outcomes we expect an employee to deliver – the ‘what’. By using this framework we can describe and emphasise the behaviours that deliver the organisations goals.

8. Coaching Model Statements of Observations of Actions and Results Action – you can see it and you can communicate it specifically Result – how it impacts the organisation Used throughout the people management process

9. Performance & Development The new Performance & Development Review System includes –core business skills linked to the company’s values and position specific job skills –designed to assist both employees and managers to reflect on performance and how they have contributed to the organisation – enhances communication between employees and managers and –emphasises personal development and career planning.

10. Critical Success Factors Keeping the system and documentation simple and effective Executives are the role models Meeting project milestones Feedback from managers and employees Executive support for the project Refer to risk register

11. Promote behaviours that encourage development and individual achievement at the highest level Support the acquisition of core skills and the training function Be legally compliant, easy to use for managers and employees, openly communicated and support the needs of each department Align individual results with the mission, vision and values of our company Vision Culture Values

12. Any questions? Your feedback is wanted!