Great managers aren’t born; they’re made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role. Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.

1. For Managers

2. Performance Review Process
Planning • Discuss purpose and benefits
• Review expected outcomes
• Clarify process, time commitment,
ground rules
Work Context • Set work environment context
• Identify Strategy, Challenges ,
opportunities
• Summarize priority goals, work,
projects.
Critical Jobs/ Tasks • Determine scope of roles/ tasks for
discussion.
• Brainstorm knowledge/ skills/ attributes
needed.
• Identify employees for review
Bench Strength Review • Group discussion of key talent.
• Review performance and potential for
staff.
• Identify readiness for future roles or
assignments.
• Discuss strengths and development
needs.
Development Planning • Brainstorm development assignments.
• Recommend Training/education
• Consider informal mentoring/ peer
learning.
• Plan development discussions.
• Identify any practical solutions.
Follow Up Share feedback on development discussions,
assignments, initiatives.

3. Goal Setting – A Guide to setting S.M.A.R.T. goals
S- Specific (What, Why, and How)
M- Measurable (so that you have tangible evidence that you have accomplished
the goal.)
A- Achievable (they should stretch you slightly so you feel challenged, but
defined well enough so that you can achieve them.)
R- Reasonable (Goals should measure outcomes, not activities)
T- Time bound (Goals should be linked to a timeframe that creates a practical
sense of urgency)
Example: By November, 2016, implement the performance management
program within the UAE business using clearly defined processes and guidelines
so employees and managers can more competently evaluate performance and
develop their careers.

4. Support goal setting for your direct reports
PART2 :Ask Questions
• Are expectations clear?
• Have we defined what success looks like?
• Do your development goals reflect your career interests?
PART3 :Finalize Goals
• Brief your employees on how you will track the progress of the
goals.
• Help your employees choose the actions that will have the
greatest impact on achieving their goals.
• Participating in external networking and professional groups and
self-directed learning are development strategies that can be
effective in building new skills.
PART1 :Think Together
• What company and group goals influence this individual’s goals?
• What solutions does your team need that he or she may contribute to?
• What strengths will enable your employee to have business impact?
• What opportunities for development will help this individual be more
successful and align with his or her career interests?

5. Development actions to consider for your employee
• Take on a new project
• Use new skills in the current role
• Play a different role on a project
• Ask for feedback and coaching from others
• Attend other department presentations or meetings

6. Quarterly Review
• At least 3 progress and development meeting with your employee
every year.
 Meet at the beginning of the year to agree on goals.
 Check in on mid-year to reinforce good work and to make any
corrections.
 A year-end assessment conversation.
• Make good use of the Quarterly review and ensure 4 meetings with
your employee every year.

7. Feedback
• Make it regular
Good Feedback Development Feedback
Your reports are always mistake
free
Improve your response in time.
You have always been on time for
work
Improve your communication skills.
Your work is always submitted
ahead of deadline.
Improve your conflict resolution
skills.
You readily admit when you have
made a mistake.
You find solutions to problems.

8. Performance- technical skills,
abilities, and subject matter
knowledge in job related field; ability
to develop and maintain working
relationships which incorporate
CPPEAD’s values.
Potential- The ability or capacity for
growth and development into a
leadership role.
Leader- one who guides, directs,
influences and shows the way to
others.

9. Employee Performance Summary
Encourage your employees to think about the following when
preparing to write their performance summaries:
• What results did you achieve?
• Did you meet your goals?
• When were the results delivered? On time?
• Who was impacted (clients, co-workers, the company)?
• What behaviors did you demonstrate in achieving the results?
• If you did not achieve your goals, what obstacles did you face
and how did you overcome them?
Example : I successfully completed the project X on time under a
tight deadline and produced high-quality work as evaluated by the
project leader. The result of the successful implementation of the
project was a reduction in costs of 10%

10. Performance Review Checklist
PREPARE:
 Review business goals and development plan.
• Both the manager and the employee should identify steps taken to achieve the goals, successes and any roadblocks
encountered, if goals should be added or modified, and specific areas where the employee is doing well or needs to
improve.
DISCUSS
 Progress on both the business goals and development plan
• Ask the employee to share his/her view of progress, successes, and any barriers to achieving the goals
• Provide your observations & comments
 Changes to goals, measures and/or priorities
• Check for understanding of all goals and priorities
• Comment on how the employee’s job/goals connect to the department, regional and business line goals
• Decide if/what goals or metrics should be adjusted
 Feedback on strengths and improvement areas
• Ask for self-feedback (ex. What did you do really well? What are some areas where you can improve?)
• Provide objective reinforcing and corrective feedback, based on your observations and input from others
• Solicit reactions
 The level of engagement and any concerns
• Ask how the employee is feeling about the company, job, work environment, their professional development, and your
support as a manager. See questions at the right.
• Actively listen and acknowledge concerns and feelings.
• Jointly problem-solve how to address the concerns and what you can do to help the employee achieve their goals and
increase engagement.
DOCUMENT
 Record updates in the online Performance Management system (Updates must be made by the manager)
• The task in your To Do box is “When appropriate, please hold interim performance discussion with…” Click Do.
• Make notes on business goals, competencies, and the development plan in the Manager’s Interim Review Comments fields