You talk in detail about what you both need to be satisfied with the work it does. Maybe you`re discussing some job adjustments to motivate him, maybe you can offer coaching in one aspect of his work. And you clearly outline your expectations for improved performance. 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. All that remains is for you and the employee to sign and date the agreement. Almost everyone. You must now monitor and enforce the agreement and assume your follow-up and support responsibilities. Doing a performance interview and giving feedback is just the beginning – the “Frontend” tasks of performance management. However, the middle and rear ends of this process are equally critical. Milestones are the basis of accountability. If people know you`re going to follow, they`ll be much more likely to work quickly on purpose.
If they think you`re going to forget it, they probably will too. Schedule regular meeting hours to check goals, discuss what`s going on, and make adjustments if necessary. Each time you enter into a contract, the other person probably expects to receive something for compliance with the terms of that contract. In the case of a performance contract, this may be a bonus or reward, or may simply be a continuation of the job. 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. 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. 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! The GAO report listed five common benefits that the three agencies have achieved through the use of performance agreements for executives: performance agreements support objective management. Here, executives can help employees understand how their roles fit into the overall success of the company.