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Copyright
2010
Terri
Kern.
All
rights
reserved.
www.terrikern.org
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Table
of
Contents
What
Is
Performance
Management?................................................................................. 3
Figure
1
Overview
of
Performance
Management ................................................................ 4
Glossary
of
Terms ................................................................................................................... 5
Company
Vision
&
Mission....................................................................................................7
Figure
2
Sample
of
CocaCola's
Mission
&
Vision
Statement ........................................... 7
Goals
&
Strategic
Initiatives..................................................................................................8
Figure
3
Sample
of
Organizational
Goals................................................................................ 8
Figure
4
Sample
of
CocaCola's
support
of
Org
Goals..........................................................9
Individual
Objectives
&
Action
Plan................................................................................10
Figure
5
Cascading
Alignment
of
Objectives .......................................................................10
Setting
Objectives:
Planning
&
Measuring
Results ..............................................................11
Figure
6
Critical
Business
Area
Quadrant
for
Objective
Setting...................................11
SMART
Goal
Samples....................................................................................................................11
Categories
of
Measures .................................................................................................................12
Figure
7
Components
of
Objective
Setting:..........................................................................13
Learn,
Act,
Plan ................................................................................................................................13
Professional
Development
Plan.......................................................................................14
Figure
8
Professional
Development
Plan
Target...............................................................15
Self
Reflection
&
Input
from
Others..........................................................................................15
Professional
Development
Objective
&
Action
Plan ...........................................................16
New
Skills,
Knowledge
&
Abilities.............................................................................................17
Change
Behavior .............................................................................................................................17
Figure
9
Example
List
of
Behavior ..........................................................................................18
Increased
Performance ................................................................................................................18
Midyear
Review......................................................................................................................18
Self
Evaluation........................................................................................................................19
YearEnd
Appraisal...............................................................................................................20
Coaching
&
Feedback............................................................................................................20
What's
Next?............................................................................................................................21
Your
Performance
Management
Checklist...................................................................22
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
2
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
What
is
Performance
Management?
Performance
Management,
in
every
organization,
is
defined
as
the
sharp
focus
of
all
resources
toward
its
short‐term
and
long‐term
goals.
Every
firm
has
one
that
is
either
formal,
informal
or
both.
If
you
dread
yearend
performance
evaluations,
never
get
one
or
always
get
the
same
rating,
this
publication
is
for
you.
Any
performance
management
process,
when
successful,
enables
every
employee
to
contribute
by
strengthening
the
link
between
the
Company's
goals
and
their
own
objectives.
Thus
ones'
activities
are
contributing
to
the
overall
success
of
the
firm.
It
should
be
simple
and
seamless,
a
critical
business
tool
that
every
employer
uses
to
gain
a
competitive
edge
and
ensure
its
longevity.
The
cycle
is
never
ending
‐
it's
a
constant
push
toward
results
and
excellence.
It
is
a
shared
responsibility
between
company,
manager
and
employee;
an
annual
cycle
that
really
has
no
starting
or
stopping
point.
The
best
place
for
you
to
jump
in
is
at
the
Objective
Setting
part
of
the
cycle.
In
over
twenty
years
of
working
with
all
levels
in
an
organization
many
people,
including
leaders,
don't
know
the
difference
between
a
goal
and
an
objective.
This
is
critical
information
to
have
when
managing
and
leading
a
performance
management
cycle
because
company
goals
should
cascade
down
into
the
firm
and
culminate
into
individual
and
development
objectives.
This
publication
will
teach
you
how
this
works
and
how
it
applies
to
you.
It
starts
with
a
glossary
of
terms
so
that
you
clearly
understand
the
meaning
of
each
component
of
the
cycle;
how
the
performance
management
cycle
is
a
constant
and
critical
business
process,
putting
all
resources,
activity
and
attention
on
the
goals
of
the
firm.
(See
Figure
1.)
This
publication
is
designed
to
help
you
take
control
of
your
own
performance
management
which
will
help
you
excel
in
your
career
which
is
part
of
the
pro.motion®
Career
Management
Program.
By
the
end
of
this
publication
you'll
know
how
to
effectively,
efficiently
and
successfully
direct
performance
management
for
yourself
and
your
Company,
regardless
of
whether
it's
practiced
in
your
organization.
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
3
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Figure
1
Performance
Management
Overview
Company
Company
Vision
Mission
Company
Goals
Strategic
Initiatives
Individual
Objectives
&
Action
Plan
Professional
Year‐End
Development
Appraisal
Plan
Coaching
&
Feedback
Midyear
Self
Appraisal
Review
RESULTS
=
RETURN
ON
INVESTMENT
=
SHAREHOLDER
VALUE
=
EMPLOYEE
REWARDS
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
4
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Figure
2
Glossary
of
Terms
Term
Definition
Action
Plan
Key
actions
identified
to
support
achievement
of
an
objective.
Action
plans
guide
daily,
weekly
or
monthly
activities
necessary
to
achieve
the
objective.
Coaching
&
Feedback
Coaching
and
feedback
can
be
formal
or
informal
and
should
occur
regularly
and
frequently.
This
is
the
most
critical
part
of
the
entire
cycle.
It
comes
from
bosses,
peers,
clients
and
anyone
else
that
can
help
you
achieve
your
objectives.
When
you
need
help,
to
learn
a
new
task,
have
a
problem
to
solve
or
an
obstacle
to
overcome,
a
trusted
coach
helps
guide
the
way
to
help
you
become
a
better
decision
maker.
Corrective
Action
Changes
to
a
plan
and
the
objectives
or
their
measurements
to
help
the
employee
successfully
achieve
results.
Employee
Rewards
The
annual
compensation
process
where
the
employee
is
given,
or
not
given,
an
increase
to
their
base
pay
and
a
payout
of
variable
pay,
such
as
an
annual
bonus.
This
usually
occurs
at
the
end
of
the
business
cycle
and
is
determined
by
the
profitability
of
the
Company
for
that
cycle
year.
Goal
The
result
or
achievement
toward
which
effort
is
directed;
an
outcome
to
be
achieved
if
the
vision
is
to
become
real.
A
goal
is
a
broad
statement
of
what
a
company
and
individual
hopes
to
accomplish
and
create
the
setting
for
objectives.
Examples:
grow
profitability,
maximize
net
income,
improve
customer
loyalty
Midyear
Review
A
formal
review
between
employee
and
manager
in
the
middle
of
the
appraisal
year
to
determine
the
degree
to
which
the
employee
has
or
is
poised
to
meet
their
objectives.
If
not,
a
corrective
action
plan
(not
progressive
discipline!)
should
be
made
to
help
the
employee.
Mission
A
company
story
and
ideals
in
less
than
30
seconds:
who
the
Company
is,
what
it
does,
what
it
stands
for,
and
why
it
does
what
it
does.
Objective
Specific,
measurable,
operational
item
to
be
accomplished
in
order
to
achieve
the
goal.
There
may
be
multiple
objectives
for
each
goal.
Objectives
should
be
described
as
outputs
or
outcomes
and
serve
as
the
basis
for
evaluation.
Objectives
for
a
department
or
division
or
function
serve
as
the
basis
for
individual
objectives.
Examples:
if
an
organization
has
a
goal
to
“grow
revenues”.
An
objective
to
achieve
the
goal
may
be
“introduce
2
new
products
by
20XX
Q3.”
Other
examples
of
common
objectives
are,
increase
revenue
by
x%
in
20XX,
reduce
overhead
costs
by
X%
by
20XX
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
5
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Term
Definition
Performance
The
sharp
focus
of
all
a
company's
resources
toward
its
short‐term
and
Management
long‐term
goals.
Progressive
Discipline
Different
from
CORRECTIVE
ACTION.
Progressive
Discipline
occurs
when
an
employee
lacks
the
skill
and/or
motivation
to
achieve
results.
The
elements
of
progressive
discipline
are
typically
a
verbal
warning,
written
warning,
final
warning
and
termination.
Results
The
degree
to
which
the
objective
was
met;
typically
partially
met,
met,
exceeded
or
not
met
at
all.
Self
Appraisal
Mirrors
the
year‐end
appraisal
with
one
important
exception
‐
the
employee
does
NOT
rate
their
own
performance.
Rather,
they
indicate
the
degree
to
which
they've
achieved
each
objective
agreed
upon
throughout
the
appraisal
year.
Employees
can
complete
this
on
the
year‐end
appraisal
form
or
as
a
supplement
to
the
appraisal
form.
Shareholder
Value
At
the
end
of
the
business
cycle
of
a
company,
after
all
debts
have
been
paid,
money
remains
if
the
Company
is
profitable.
This
money,
the
free
cash
flow,
is
for
the
shareholder
or
shareholders.
Strategic
Initiative
Initiating
a
planned,
calculated
action
that,
when
achieved,
has
significant
impact
on
the
organization's
results.
Strategic
initiatives
require
cross‐
functional
support
to
succeed.
Vision
A
vivid,
imaginative
conception
or
anticipation.
A
picture
of
the
Company
in
the
future.
The
inspiration
and
the
framework
for
all
strategic
planning.
YearEnd
Appraisal
A
formal
discussion
at
the
end
of
the
appraisal
year
memorialized
in
a
document,
usually
a
form
provided
by
the
Company.
Once
the
self‐
evaluation
is
given
to
the
manager,
it
is
reviewed
and
the
manager
takes
the
information
into
consideration.
The
manager
then
indicates
whether
they
agree
or
disagree
with
the
self‐appraisal
and
indicates
it
on
the
appraisal
form.
The
manager
then
rates
the
employee
either
by
individual
section
or
overall,
or
both.
After
the
appraisal
is
completed
the
manager
meets
with
the
employee
to
review
the
entire
Year‐End
Appraisal,
finalize
it
by
both
parties
signing
it
and
giving
the
employee
a
copy
for
their
records.
There
should
be
NO
surprises
here
it
should
be
a
review
of
all
the
talking,
meeting,
feedback
and
coaching
that
has
occurred
between
the
manager
and
employee
during
the
appraisal
year!
It
is
the
manager's
responsibility
to
make
sure
a
copy
is
sent
to
HR
for
the
personnel
file.
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
6
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Company
Mission
&
Vision
Whether
you
work
for
yourself,
a
small
business
or
a
large
company,
knowing
the
vision,
mission
and
goals
are
the
critical
first
step
to
effective
performance
management.
How
can
you
know
how
high
to
set
your
bar
if
you
don't
know
what
the
goal
is?
So
often
times
people
go
through
the
daily
grind
without
a
purpose
and
the
only
end
goal
their
main
objective
is
to
make
it
to
Friday!
There
are
many
companies
out
there
who
do
not
do
a
good
job
of
communicating
their
vision,
mission
and
goals
to
the
employees
in
the
organization.
Clear
communication
is
one
of
the
factors
of
engaging
employees
‐
clear,
concise
and
relevant
communication
of
the
mission
and
vision.
Let's
look
at
Coca‐Cola's
Vision
&
Mission:
Figure
2
Mission
&
Vision
of
CocaCola
Our
Mission
Our
Roadmap
starts
with
our
mission,
which
is
enduring.
It
declares
our
purpose
as
a
company
and
serves
as
the
standard
against
which
we
weigh
our
actions
and
decisions.
*
To
refresh
the
world...
*
To
inspire
moments
of
optimism
and
happiness...
*
To
create
value
and
make
a
difference.
Our
Vision
Our
vision
serves
as
the
framework
for
our
Roadmap
and
guides
every
aspect
of
our
business
by
describing
what
we
need
to
accomplish
in
order
to
continue
achieving
sustainable,
quality
growth.
*
People:
Be
a
great
place
to
work
where
people
are
inspired
to
be
the
best
they
can
be.
*
Portfolio:
Bring
to
the
world
a
portfolio
of
quality
beverage
brands
that
anticipate
and
satisfy
people's
desires
and
needs.
*
Partners:
Nurture
a
winning
network
of
customers
and
suppliers,
together
we
create
mutual,
enduring
value.
*
Planet:
Be
a
responsible
citizen
that
makes
a
difference
by
helping
build
and
support
sustainable
communities.
*
Pronit:
Maximize
long‐term
return
to
shareowners
while
being
mindful
of
our
overall
responsibilities.
*
Productivity:
Be
a
highly
effective,
lean
and
fast‐moving
organization.
Upon
review,
you
can
see
that
both
the
mission
and
vision
of
Coca‐Cola
are
both
very
well
written.
They
are
clear,
concise,
inspire
emotion
and
project
a
positive
attitude.
The
vision
focuses
on
employees,
customers,
distributors,
product,
environment,
productivity
and
the
big
P
=
profit.
Reading
these
paragraphs
gives
you
a
real
sense
of
what
this
global
giant
is
all
about.
It
provides
clarity
and
consistency
from
all
employees
around
the
globe,
in
other
words,
unity
of
vision.
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
7
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Know
your
Company's
vision
and
mission
statement.
One
great
resource
to
help
you
find
your
firm's
mission
and
vision
is
on
your
employer's
website.
Many
times
both
are
published
on
the
Internet
or
intranet.
If
you
are
not
able
to
get
your
hands
on
either
mission
or
vision,
or
if
neither
is
published
anywhere,
ask
your
manager
to
help
you
put
this
framework
together
so
you
have
some
sort
of
foundation
to
work
from.
Recommend
to
him
or
her
that
she
respectfully
suggests
to
senior
leadership
to
create
a
mission
and
vision
or
if
both
exist,
effectively
communicate
both
to
the
rest
of
the
staff.
Goals
and
Strategic
Initiatives
Don't
be
fooled
by
the
CEO
who
doesn't
know
the
difference
between
a
goal
and
an
objective
‐
you
will
be
crystal
clear
between
the
two
after
completing
this
publication
so
that
you
don't
get
the
two
confused.
Goals
are
a
broad
statement
of
what
is
to
be
achieved
within
a
1
‐
5
year
period.
Remember,
they
support
the
vision
of
the
organization
and
are
the
conduit
to
which
the
vision
becomes
a
reality.
They
are
usually
not
measureable
and
create
the
foundation
for
the
objectives.
Coca‐Cola
is
involved
with
a
worldwide
organization
to
help
the
development
of
third
world
countries.
They
do
this
because
Coke
plants
are
housed
in
these
countries
at
drastically
lower
operating
costs.
Coke
is
heavily
involved
with
the
United
Nations
in
creating
and
executing
third‐world
development
goals
via
the
UN
Millennium
Development
Summit.
Let's
look
at
a
really
great
example
of
goals
that
were
developed
for
the
UN
Millennium
Summit
and
the
transformation
of
these
goals
to
Coke's
own
mission,
vision
and
corporate
goals:
Figure
3
Sample
Organizational
Goals
Millennium
Development
Goals
for
the
United
Nation
involving
CokaCola
What are the Millennium Development Goals and the Call to Action?
The
Millennium
Development
Goals
(MDGs)
are
eight
goals
to
be
achieved
by
2015
that
respond
to
the
world's
main
development
challenges.
The
MDGs
are
drawn
from
the
actions
and
targets
contained
in
the
Millennium
Declaration
that
was
adopted
by
189
nations
and
signed
by
147
heads
of
state
and
governments
during
the
UN
Millennium
Summit
in
September
2000.
The eight goals form a blueprint agreed to by all the world's countries and leading development institutions:
Goal
1:
Eradicate
extreme
poverty
and
hunger
Goal
2:
Achieve
universal
primary
education
Goal
3:
Promote
gender
equality
and
empower
women
Goal
4:
Reduce
child
mortality
Goal
5:
Improve
maternal
health
Goal
6:
Combat
HIV/AIDS,
malaria
and
other
diseases
Goal
7:
Ensure
environmental
sustainability
Goal
8:
Develop
a
Global
Partnership
for
Development
The
MDG
Call
to
Action
was
launched
in
July
2007
by
UK
Prime
Minister
Gordon
Brown,
speaking
alongside
UN
Secretary‐
General
Ban
Ki‐moon,
with
the
support
of
14
heads
of
state
or
governments
and
21
private
sector
leaders,
to
encourage
the
international
community
to
accelerate
progress
to
reach
the
MDGs.
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
8
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
In
this
statement
of
goals
there
are
no
desired
outcome
and
do
not
make
any
indication
of
how
to
get
to
the
outcome.
Further,
Coca‐Cola's
Chairman
and
CEO
Neville
Isdell
joined
more
than
80
other
global
business
leaders,
UN
officials
and
African
heads
of
state
in
London
for
a
high‐level
dialogue
on
the
role
businesses
can
play
in
meeting
the
UN's
Millennium
Development
Goals
(MDGs).
He
drilled
down
and
created
specific
goals
for
Coca‐Cola
to
support
the
MDGs.
They
are
the
following:
Figure
4
CocaCola's
Specific
Goals
based
on
their
involvement
in
the
UN's
Millennium
Development
Goals
)
The
Coca‐Cola
Company
will
launch
a
pilot
program
in
Tanzania
to
study
how
to
enhance
the
model
to
create
more
jobs,
provide
additional
skills
training
and
drive
entrepreneurship
and
prosperity
in
local
communities.
Lessons
learned
in
the
pilot
will
be
applied
over
the
next
three
years
in
Coca‐Cola's
distribution
network
across
Africa,
with
the
goal
of
achieving
the
following
by
2010:
Establishing
between
1,300
and
2,000
new
independent
distribution
businesses;
Creating
between
5,300
and
8,400
new
jobs;
and
Generating
between
$320
million
and
$520
million
in
new
revenue
for
local
economies.
*Source
‐
www.thecoca‐colacompany.com
In
this
statement
there
is
no
"how"
but
just
"what"
and
it
is
targeted
for
2010
(this
was
published
on
May
6,
2008.)
Company
goals,
or
the
"how,"
are
achieved
through
strategic
initiatives.
Another
goal
of
Coca‐Cola's
is
to
become
environmentally
responsible.
Remember
their
mission
to
refresh
the
world?
And
their
vision
to
build
and
support
sustainable
communities?
In
order
to
do
this
they
must
reduce
emissions
from
equipment,
plants
and
use
bottling
products
that
are
environmentally
friendly.
A
strategic
initiative
may
be
to
start
a
worldwide
recycling
program
and
use
100%
recycled
bottling
materials.
Other
strategic
initiatives
may
include:
•
Promoting
a
shift
to
low
or
non‐Global
Warming
Potential
refrigerants
in
point‐of‐
sale
cooling
technology.
They've
co‐founded
an
organization
called,
Refrigerants.
•
Coca‐Cola
has
also
partnered
with
the
Alliance
to
Save
Energy
on
the
Watergy
program
in
South
Africa
and
with
Solar
Light
for
Africa
on
a
solar
water
pumping
and
purification
project
in
Uganda.
•
Finally,
Coca‐Cola
is
also
working
with
WWF
on
GHG
emission
reduction
efforts
as
part
of
a
broader
partnership
that
also
includes
watershed
protection
and
projects
in
the
agricultural
supply
chain.
•Source
‐
www.thecoca‐colacompany.com
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
9
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Be
a
champion
of
goals
and
initiatives.
Become
familiar
and
well
versed
with
your
Company's
goals
for
the
next
(at
least)
18
months
and
the
strategic
initiatives
that
are
in
motion
that
support
the
goals.
Individual
Objectives
&
Action
Plan
Up
to
this
point,
your
job
has
been
to
gather
information;
now
your
work
begins.
Your
individual
objectives
should
be
aligned
with
your
manager's,
your
department's,
your
office,
and
your
Company.
Alignment
ensures
all
effort
is
going
toward
the
result
of
achieving
the
goal.
This
will
support
the
mission
and
make
the
vision
a
reality.
It
all
flows
in
the
same
direction
together.
Anyone
that
has
ever
rolled
their
eyes
at
this
process,
or
performance
management
overall,
does
not
understand
that
it
is
the
root
of
your
Company's
and
your
personal
success.
Figure
5
Cascading
Alignment
of
Objectives
Mission
Vision
Goals
Strategic Initiatives
Individual Objectives
Results
Rewards
Figure
6
illustrates
the
cascading
alignment
of
objectives
and
how
each
one
supports
the
overall
results
of
the
firm.
Effective
objective
setting
means
that
each
employee
has
measurable
individual
objectives
that
are
focused
on
helping
the
Company's
overall
goals.
Each
employee
should
have
a
clear
understanding
of
his
or
her
own
performance
accountabilities.
All
employees
should
have
a
clear
understanding
of
how
performance
against
these
objectives
will
be
evaluated
and
rewarded.
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
10
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Setting
Objectives:
Planning
&
Measuring
Results
Your
objectives
should
reflect
how
you
could
drive
goals,
profitability,
and
related
business
results
relative
to
your
role
within
your
Company.
They
should
be
measurable
so
that
you
and
your
manager
can
gauge
your
accomplishments.
Always
use
this
rule
of
thumb:
select
two
or
three
objectives
in
each
of
these
critical
business
areas.
Figure
6
Critical
Business
Area
Quadrant
for
Objective
Setting
Financial Results Client Value
Action Plan
Operational
Personal
Capability
Excellence
Create
an
action
plan
for
each
objective.
Next
are
the
steps
to
accomplish
each
objective.
The
acronym
SMART
(you've
seen
it
a
million
times!)
is
not
a
cliché.
It's
truly
an
effective
way
of
building
objectives
that
support
the
organization
and
help
you
stay
on
track.
For
each
objective
and
step
of
the
action
plan
follow
these
SMART
guidelines:
Objectives
Action
Plan
Steps
Is
the
objective
completely
Map
out
specific
activities
that
need
to
be
completed.;
Specific:
understood
between
you
and
your
these
are
tactical:
manager?
*
Advertise
in
10
magazines
per
month.
Example:
Decrease
or
remove
potential
*
Distribute
product
samples
to
20
clients
weekly.
customers'
resistance
to
buying
our
*
Offer
free
online
seminars
to
potential
clients;
one
per
product,
leading
to
a
20
percent
month.
increase
in
sales
closed
within
in
six
months
or
less.
How
will
you
know
when
it's
been
Put
measures
around
each
tactic
that
will
help
achieve
Measurable:
achieved?
Will
you
be
able
to
the
overall
objective.
measure
the
degree
to
which
it's
*
Distribute
free
samples
or
discount
coupons
at
high
been
achieved?
school
football
games.
Example:
Increase
product
market
share
*
Sponsor
an
event
attended
by
teens
by
the
end
of
the
by
13%
by
the
end
of
2010.
quarter.
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
11
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Objectives
Action
Plan
Steps
Is
this
objective
a
stretch?
Is
it
too
Objectives
that
stretch
outside
of
our
comfort
zone
are
Ambitious:
little?
Too
much?
what
take
us
to
the
next
level.
If
last
year's
cost
savings
Example:
Realize
an
expense
cost
savings
was
25%
‐
can
you
stretch
it
to
30%?
Timeframe
in
of
25%
by
yearend.
which
you
can
reach
the
stretch
goal?
Be
realistic,
but
push
yourself.
Is
the
objective
aligned
with
the
The
objective
has
to
be
in
alignment
with
each
of
the
Relevant:
objectives
of
my
other
levels
of
objectives
to
be
relevant.
Remember
that
manager/department/company?
each
person's
success
is
a
success
for
the
Company.
Example:
Become
the
employer
of
choice
• Build
a
tracking
database
by
October
31;
in
appropriate
industry
by
returning
• Start
tracking
all
applicants
by
November
15;
correspondence
with
all
applicants
• Create
and
distribute
an
automated
email
for
within
48
hours.
applicants
by
November
30.
By
when
must
I
achieve
the
Each
tactic
in
the
action
plan
should
have
a
time
around
Timely:
objective?
it
as
highlighted
in
orange
above.
Measuring
Success:
Measuring
the
effectiveness
of
objectives
is
not
always
an
easy
task.
To
simplify
it,
ask
yourself
this
question
‐
is
the
measurement
for
the
objective
crystal
clear
to
you
and
your
manager?
A
great
measure
for
success
is
both
concise
and
memorable,
integrating
the
sales,
revenue,
and
production
goals
you
are
striving
to
achieve.
Most
importantly,
your
measure
of
success
needs
to
reveal
whether
you
are
moving
closer
to—or
further
from—your
objectives.
Typically,
measures
fall
into
the
following
categories:
• Meet
with
10
clients
per
month.
Activity
Based
• Attend
CE
classes
• Perform
all
duties
as
directed
• Cut
expenses
by
$100K
Cost
Based
• Increase
revenue
by
$50K
per
quarter
• Reduce
paper
waste
by
$5K
• Decrease
defects
by
10%
Percent
Based
• Increase
customer
satisfaction
by
3%
• Grow
pronit
on
my
business
by
5%
• Increase
new
clients
by
15
per
quarter
Number
Based
• Get
at
least
1
employee
into
the
management
training
program
• Time
saved
Other
Measures
• Productivity
increased
• Customer
Feedback
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
12
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Activity
based
measurements
are
generally
not
effective
when
they
are
the
only
measures
of
objective
success.
An
employee
could
be
engaged
in
all
the
wrong
activity
and
not
getting
the
desired
result.
I've
seen
many
employees
at
all
levels
of
an
organization
measure
activity
and
not
anything
else
because
they
don't
know
how
to
create
effective
objectives.
There
are
three
components
to
completing
your
part
of
the
individual
objectives
&
action
plan:
Figure
7
Components
of
Objective
Setting
Learn,
Plan,
Act.
Learn.
After
gathering
your
Company's
mission
and
vision
statements,
it's
time
to
review
and
understand
the
department's
goals
as
well
as
your
manager's
objectives.
Regardless
of
whether
your
manager
has
given
you
their
objectives
or
not,
it
is
strongly
recommend
you
complete
your
own
with
the
information
you
have.
Collect
all
the
forms
that
apply
to
your
Company's
performance
management
process;
these
forms
could
include
a
balanced
scorecard,
self‐appraisal,
formal
year‐
end
appraisal,
definition
of
raters,
and
development
planning.
Plan.
Starting
by
reading
this
guide
will
help
you
have
a
deeper
understanding
of
what
performance
management
is
all
about
and
how
your
Company
measures
up.
Knowledge
is
power
and
the
more
information
you
have,
the
more
confidence
you
will
gain
which
will
help
you
manage
your
own
career
path.
Now
is
the
time
to
ask
your
manager
for
a
copy
of
her
objectives
so
that
you
can
draft
your
own
based
on
theirs.
Schedule
an
objective‐setting
meeting
with
your
manager
(for
at
least
one
hour)
to
discuss,
refine,
and
agree
to
your
objectives.
Act.
Complete
a
draft
of
your
objective
form
(we
will
cover
how
to
write
effective
objectives
in
the
next
section.)
Send
your
draft
objectives
and
action
plan
(which
we
will
also
cover
in
the
next
section)
to
your
manager
so
she
can
review
it
prior
to
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
13
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
your
meeting.
Identify
what
support
you'll
need
from
your
manager
and
other
team
members
to
achieve
the
objectives
you've
prepared.
What
resources
will
you
need?
What
feedback
will
you
want?
Prepare
this
for
your
meeting
with
your
manager
and
present
a
business
case
for
getting
the
resources
you
need,
especially
if
the
resources
are
outside
the
norm
(i.e.
training,
seminars,
travel
‐
anything
that
will
cost
money.)
Meet
with
your
manager
to
get
agreement
on
your
objectives
and
an
action
plan.
Lastly,
submit
your
completed
form
to
1)
your
manager,
and
2)
to
Human
Resources
to
be
placed
in
your
personnel
file.
Important
Note:
This
is
a
working
document
that
should
be
reviewed
frequently
for
updates
and
changes.
One
common
misconception
about
objectives
is
that
once
they're
written
for
the
year
they
are
set
in
stone.
Nothing
could
be
farther
from
the
truth.
Keep
the
document
where
you
can
see
it,
read
it
and
edit
it
as
you
need
to.
This
will
keep
you
motivated
to
complete
your
objectives.
Professional
Development
Plan
If
we
have
learned
one
thing
from
the
massive
collapse
of
Wall
Street,
it's
to
keep
ourselves
marketable.
I
have
talked
to
so
many
people
who
were
laid
off
in
this
tragic
economic
environment,
loyal
employees
who
worked
for
the
same
company
for
years,
moved
up
the
management
ladder,
were
making
a
good
living
with
good
benefits,
only
to
be
in
some
cases,
let
go.
Others
made
their
way
up
the
ladder
switching
to
multiple
firms.
They
rolled
their
sleeves
up
and
got
the
job
done
but
their
skills
and
learning
remained
stagnant.
These
people
are
now
competing
with
younger
workers
who
are
technically
savvy,
sport
MBA's
and
have
twice
the
energy.
One
of
the
biggest
mistakes
those
workers
made
was
not
making
time
for
their
own
development
or
evolving
their
skills
and
experience
both
inside
and
outside
the
firm.
There
are
now
more
candidates
than
jobs
available
and
hiring
managers
have
their
pick
from
a
bigger
pool
than
ever
before.
Focusing
on
your
own
development
is
essential
to
your
longevity
and
success
in
your
career,
you
need
to
be
a
big
fish
in
a
big
pond.
Additionally,
I've
talked
to
people
who
are
perfectly
happy
in
what
they're
doing
and
just
want
to
grow
and
develop
in
the
role
they're
in.
They
don't
want
to
be
a
manager
or
move
up
the
ladder.
They're
job
fits
perfectly
into
their
life
and
they
have
a
great
balance.
I
applaud
those
people
for
knowing
what
they
want
and
a
professional
development
plan
is
a
great
tool
to
use
to
keep
your
skills
sharp.
There
is
nothing
more
valuable
to
professional
development
than
self‐awareness.
A
professional
development
plan
is
the
tool
by
which
we
identify
our
strengths
and
build
on
them.
Our
weaknesses
are
revealed
to
us
in
a
productive
and
meaningful
way.
Increased
performance
is
at
the
core
of
the
Professional
Development
Plan
Target
(Figure
9.)
Let's
explore.
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
14
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Figure
8
Professional
Development
Plan
Target
Increased Performance
Changed Behavior
New
Skill,
Knowledge
and
Ability
Development
Objectives
and
Action
Plan
Self
Renlection
&
Input
From
Others
Self
Reflection
&
Input
From
Others.
This
is
a
critically
important
activity
for
your
career.
You
need
to
ask
yourself
the
following
questions:
• Even
though
I
might
not
like
my
work
all
the
time,
do
I
love
what
I'm
doing?
• Will
I
be
satisfied
in
this
profession
until
I
retire?
• Am
I
at
the
professional
level
I
want
to
be?
• What
could
I
accomplish
further
that
would
really
change
my
life
for
the
better?
• What
skills
will
someone
in
my
profession
need
a
year,
2
years
or
5
years
down
the
road
due
to
legislation,
technology,
and
other
outside
influences?
• If
I
choose
to,
do
I
have
the
right
skills
for
the
next
level
‐
whether
a
management
or
technical
role?
• Am
I
an
expert
in
my
profession?
How
do
others
see
me?
This
is
the
time
to
figure
out
what's
important
to
you,
where
you
are
and
where
you
want
to
go.
The
exciting
thing
about
a
development
plan
is
that
the
sky
is
the
limit
‐
so
go
for
it!
What
is
a
360Degree
Feedback?
360‐degree
feedback
is
a
great
tool
to
get
input
from
others
and
I
highly
recommend
conducting
one
every
18
months.
The
first
time
I
ever
participated
in
a
formal
360‐
degree
feedback
was
brutal.
I
had
never
had
anyone
say
anything
remotely
negative
about
me
(to
my
face,
anyway)
and
I
wasn't
mentally
prepared.
It
was
very
early
in
my
career
and
I
just
assumed
everyone
liked
me.
Most
did.
However,
not
everyone
thought
I
was
great
at
my
job.
One
area
that
struck
me
hard
was
someone's
perception
that
I
didn't
have
a
strong
work
ethic.
When
I
investigated
why
that
was,
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
15
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
it
was
discovered
that
not
everyone
knew
I
left
work
an
hour
earlier
every
day
because
I
came
in
an
hour
earlier
than
my
peers
did.
I
needed
to
get
home
to
my
daughter
who
was
in
the
3rd
grade.
I
worked
from
home
at
night
and
on
the
weekends
so
I
was
putting
in
about
60
hours
a
week.
This
situation
caused
a
blind
spot
that
resulted
in
me
being
much
more
communicative
about
my
schedule
and
more
collaborative
about
the
things
I
was
working
on.
I
believe
I
changed
that
old
perception
and
I
still
practice
that
to
this
day.
The
organization
did
a
fantastic
job
keeping
anonymity
around
each
comment
that
peers,
managers,
clients
and
others
would
make.
That
way,
you
could
be
totally
honest
with
your
feedback
making
it
into
a
positive
experience.
So
much
so
that
to
this
day
I
think
about
it
and
try
and
figure
out
who
gave
the
feedback.
Development
Objectives
&
Action
Plan.
Once
you've
really
reflected
on
where
you
are
and
where
you
want
to
be,
and
you
gathered
other
perspectives
from
your
boss,
coworkers,
clients
and
other
important
professional
people,
you're
now
ready
to
make
a
plan.
A
Professional
Development
Plan
should
address
the
gap
in
skill,
knowledge,
ability
(which
together
are
called
competencies)
and
behaviors
that
will
take
you
to
where
you
want
to
go.
Many
times
bosses
will
want
to
throw
training
at
an
issue,
they
employee
checks
the
training
off
of
their
list
and
nothing
changes.
Attending
training
is
an
activity;
the
new
competencies
and
behaviors
you
learned
from
training
are
only
effective
if
you
apply
them
and
moving
through
the
target
(Figure
9)
will
ensure
you
successfully
apply
what
you've
learned.
Increasing
competencies
and
changing
behavior
is
a
complicated
business
that
requires
a
true
strategy.
The
good
news
is
that
development
objectives
&
action
plan
work
exactly
like
your
annual
objectives
&
action
plan
‐
the
objectives
are
focused
on
closing
the
gap
that
you
identified
in
the
self
reflection
&
input
step.
You
put
SMART
goals
around
each
objective
then
an
action
plan
to
support
it.
Here
are
things
to
include
in
your
action
plan:
• School
‐
is
it
time
to
go
back
to
school?
Or
perhaps
one
or
two
classes
that
would
help
you?
Find
out
if
your
Company
will
reimburse
you
for
your
tuition.
• Seminars
‐
when
choosing
a
seminar,
make
sure
the
outcome
will
specifically
address
the
gap
you've
identified.
• Mentoring
‐
is
there
someone
within
your
organization
that
you
could
meet
with
regularly
that
will
help
you
gain
competencies,
change
behavior
or
give
you
honest
and
confidential
feedback?
Perhaps
there
is
someone
outside
the
organization
that
can
help
as
well.
• Job
Shadowing
‐
this
is
such
a
great
way
to
give
someone
a
realistic
picture
of
what
goes
on
day
to
day
in
the
life
of
the
role
you
want.
I
used
to
job
shadow
students
who
wanted
to
work
in
HR
‐
it
was
an
eye
opening
experience
for
them.
Experience
is
knowledge
and
it's
a
great
tool
to
add
to
your
plan.
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
16
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
• Reading
‐
Publications
are
windows
into
the
world.
Get
recommendations
from
your
boss
or
other
coworkers
that
you
respect
as
to
what
publications
are
worthy.
If
you're
not
a
reader,
get
the
audio
version
and
listen
to
it
on
your
IPod
or
in
the
car.
• Professional
Groups
‐
Networking
in
your
area
of
expertise
and
industry
is
a
must.
Professional
Groups
have
sub‐committees
that
you
could
participate
on
and
get
great
experience
with
project
planning
and
giving
presentations.
• Be
Creative
‐
Think
of
other
ways
you
can
get
just‐in‐time
training
via
the
Internet,
Continuing
Education
at
your
local
college
or
through
your
Company.
New
Skills,
Knowledge
&
Abilities.
The
last
step
is
where
most
development
plans
end.
The
sad
thing
is,
most
people
don't
meet
their
objectives.
Here
is
the
advantage
you
have
over
everyone
else
‐
you'll
finish
your
development
plan
AND
you
are
armed
with
the
target!
After
you
meet
each
objective
you
need
to
identify
what
new
skills,
knowledge
and
ability
you've
gained.
Write
it
down
and
share
it
with
your
boss,
coworkers,
clients,
and
other
important
people.
Did
you
learn
a
new
soft
skill?
What
technical
skill
did
you
gain?
What
do
you
know
now
that
you
didn't
before?
How
are
you
able
to
apply
that
knowledge
to
your
job
or
your
firm?
Remember
that
skill,
knowledge
and
ability
=
competencies.
Identify
one
skill
objective
for
each
objective
you've
created
and
use
your
action
plan
to
gain
it,
and
then
share
it
with
the
people
who
work
with
you.
Changed
Behavior.
This
is
where
you
apply
your
competencies
and
increase
your
performance.
Changing
your
behavior
doesn't
mean
you're
doing
something
wrong
and
you
are
being
punished,
but
rather
you're
learned
something
new
and
are
now
able
to
perform
and
a
higher
level.
Most
people
are
external
facing
or
internal
facing.
Those
who
are
in
support
roles
have
customers
within
the
organization,
but
they're
customers
nonetheless.
Behaviors
are
essential
to
strengthening
your
professional
growth.
It's
important
how
you
achieve
your
professional
objectives
because
certain
behavior
is
critical
to
your
success.
The
following
are
examples
of
essential
professional
behaviors
one
might
gain
from
achieving
their
professional
objectives:
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
17
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Figure
9
Example
List
of
Behavior
Displaying
Create
Valued
Problem
Solving
Self
Connidence
Creativity
Insights
Attuned
to
Knows
and
Uses
Uses
the
Best
Uses
Intellectual
changes
in
their
Best
Practices
Technology
Capital
profession
Delivers
on
Vocal
Advocate
Executes
Objectives
and
Manages
Change
for
the
Team
Flawlessly
Targets
Not
all
of
these
may
be
appropriate
for
your
situation,
but
you
get
the
idea.
You
must
have
the
right
behavior
to
get
to
where
you
want
to
go,
or
to
grow
where
you
are.
Increased
Performance.
This
is
where
your
transformation
hits
the
pavement.
If
you
follow
through
on
all
the
rings
in
the
target,
it
is
guaranteed
your
performance
will
increase.
People
will
see
the
change
in
you
and
their
perception
will
change
for
the
better
too.
This
is
what
separates
the
marginal
performers
from
the
true
leaders
‐
meeting
and
exceeding
performance
every
time.
Midyear
Review
A
midyear
review
is
pretty
self‐explanatory.
Some
companies
have
a
formal
review,
while
some
informally,
some
not
at
all.
It
is
important
to
take
time
to
sit
down
with
your
boss
and
review
your
objectives
together
to
make
sure
you
are
still
on
track
to
achieving
your
goals.
Change
happens
every
day
and
as
mentioned
earlier
in
this
publication,
this
is
a
working
document
that
should
be
updated
and
comply
with
your
changing
business
needs.
Regardless
of
whether
or
not
your
company
participates
formally
in
midyear
reviews,
schedule
an
hour
or
a
lunch
with
your
boss
and
check
in
with
her
to
review
the
form.
If
they
are
not
in
the
same
location
schedule
phone
time.
The
old
adage
"no
news
is
good
news"
does
not
apply
to
your
career.
Open
communication
and
clear
understanding
is
the
key
to
success.
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
18
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Self
Evaluation
About
a
month
before
the
year‐end
performance
evaluations
are
completed
by
all
managers
in
your
company,
it
is
important
for
you
to
complete
a
self
evaluation.
Similar
to
every
step
in
this
publication,
your
company
may
or
may
not
practice
the
formality
of
it.
As
the
cycle
is
a
shared
responsibility,
and
by
the
way
it
is
YOUR
evaluation,
you
should
have
input
into
the
year‐end
review
of
your
results.
This
is
when
all
the
hard
work
you've
put
into
learning,
planning
and
taking
action
pays
off.
The
self
evaluation
is
pretty
simple
‐
you
indicate
the
degree
to
which
you
achieved
each
of
your
objectives.
You
have
clarified
with
your
manager
how
your
success
is
going
to
be
measured.
There
are
four
indicators
for
the
self
evaluation:
Objective
Not
Met
Objective
Partially
Met
Objective
Met
As
Expected
Objective
Exceeded
It
is
just
that
simple.
In
addition,
you
want
to
give
some
context
around
how
you
arrived
at
each
indicator.
For
objectives
that
are
not
or
partially
met,
you
may
want
to
give
your
manager
information
that
will
help
you
meet
the
objective
in
the
future
by
telling
her
what
obstacles
prevented
success.
Perhaps
your
objective
was
related
to
someone
else
completing
a
project
or
your
workload
was
such
you
could
not
complete
all
the
work.
You
may
also
want
to
speak
to
the
successes
you
have
had
and
even
give
your
manager
all
the
information
about
how
you
were
able
to
accomplish
your
objective.
The
self
evaluation
is
all
about
you,
and
there
is
nobody
better
to
toot
your
own
horn
than
YOU.
Take
advantage
of
this
great
opportunity
to
reflect
on
your
appraisal
and
evaluate
yourself.
Not
only
will
it
enlighten
your
boss
but
also
it's
part
of
the
self‐
discovery
process
and
you
will
gain
a
lot
from
it.
Don't
forget
to
include
what
you've
achieved
on
your
Professional
Development
Plan
and
the
changed
behaviors
that
have
helped
you
succeed.
*Important
Note:
It
is
not
recommended
you
rate
yourself
on
the
self
appraisal.
It's
your
manager's
job
to
rate
your
performance.
There
is
always
an
element
of
subjectivity
in
raters
and
following
all
of
the
steps
in
this
cycle
minimizes
this.
Rating
yourself
creates
opportunity
for
conflict
between
you
and
your
manager
‐
this
cycle
is
designed
to
be
collaborative.
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
19
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
YearEnd
Appraisal
The
proper
way
to
deliver
a
year‐end
appraisal
is
to
schedule
a
meeting
between
manager
and
employee.
The
appraisal
should
be
delivered
to
the
employee
at
the
beginning
of
the
meeting
and
time
should
be
given
to
read
it
over.
I
always
recommend
to
my
managers
that
they
include
the
employee's
self
appraisal
comments
and
indicate
whether
they
agree
or
disagree
with
them.
They
give
detail
on
why
or
why
not,
what
are
their
own
observations,
and
data/examples
to
support
their
assessment.
There
should
be
NO
SURPRISES
HERE
‐
I
can't
stress
that
enough.
This
should
be
a
conversation
and
documentation
reviewing
all
the
conversations
and
meetings
that
have
taken
place
throughout
the
course
of
the
year.
Sharing
the
responsibility
of
the
cycle
makes
it
easier
on
the
manager
and
gives
the
employee
control
over
his
or
her
own
career
path.
It
shouldn't
be
a
dreaded
annual
event
that
managers
take
a
week
and
a
half
to
write
up;
rather
the
employee
takes
the
lead
with
the
self
appraisal
and
the
manager
inserts
their
comments
and
supporting
data.
The
manager
rates
the
employee,
delivers
the
rating,
both
sign
off
and
the
document
goes
to
the
employee,
the
manager
and
to
HR
to
be
placed
in
the
employee's
personnel
file.
If
you
don't
agree
with
your
boss'
assessment
and
don't
want
to
sign
the
form
you
don't
have
to.
It
doesn't
negate
the
rating,
however.
A
signature
on
a
document
only
means
that
it's
been
delivered
to
you;
it's
not
an
indication
of
agreement.
If
you
don't
agree,
you
can
write
to
your
manager
and
copy
your
HR
manager
‐
ask
that
your
statement
be
placed
in
your
file
with
your
appraisal.
Although
it's
not
going
to
change
the
rating
it
will
be
on
record
that
you
don't
agree
and
why.
Coaching
and
Feedback
At
the
heart
of
any
successful
organization
is
the
ability
of
the
leaders
to
create
a
vision,
set
goals,
and
align
everyone's
effort
in
getting
there.
They
have
to
be
able
to
assess
‐
and
communicate
‐
where
efforts
are
effective
and
where
they're
not.
A
good
coach
creates
an
overall
plan
and
gives
everyone
the
information
and
tools
to
contribute
to
the
plan.
Any
successful
sports
team
has
a
great
coach.
They're
an
advocate
for
each
player
and
they
make
decisions
and
give
the
tough
messages.
They
also
strive
to
find
their
players
doing
things
right
and
tell
them
when
they
do.
Additionally,
you
have
to
be
willing
to
take
the
feedback
from
your
boss,
coworkers,
clients
as
well
as
other
important
people.
A
good
manager
provides
coaching
and
feedback
consistently,
formally
and
informally.
Every
time
they
walk
to
your
desk
and
ask
you
a
question,
share
information
or
meet
with
you
they're
providing
you
with
knowledge.
Some
managers
love
leading
other
people,
and
some
don't
‐
they
landed
there
because
they
didn't
think
there
was
any
other
path
to
move
up
in
the
firm.
Some
managers
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
20
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
change,
some
are
stuck
in
the
1950's.
A
good
coach
is
always
up
on
the
latest
trends,
technology,
needs
of
clients
and
other
departments.
They
promote
cross‐functional
collaboration
and
they
challenge
you
to
think
and
act
differently.
They
catch
you
doing
things
right
and
tell
you
when
you're
off
the
mark.
They
don't
wait
for
a
formal
evaluation
to
do
it
‐
they
give
it
on
the
spot
and
frequently.
They
talk
to
you
live
and
not
through
email.
They
learn
as
much
from
you
as
you
do
from
them,
they're
not
afraid
that
you're
out
gaining
competencies
they
might
not
ever
have.
A
good
coach
identifies
strengths
among
team
members
and
assigns
work
based
on
that.
They
are
mentors.
You
know
what
a
good
coach
is,
your
boss
is
either
a
good
coach
or
not.
Don't
wait
for
him
to
come
to
you
to
talk
about
your
performance.
Take
control
and
initiate
it.
What's
Next?
Schedule
time
to
sit
down
with
your
manager
and
review
the
Performance
Management
program
in
your
company.
Understand
the
steps
and
how
you
can
participate
as
much
as
possible.
Also,
take
some
time
to
talk
to
your
Human
Resources
Manager
so
he
can
fill
any
gaps
in.
Sometimes
managers
themselves
don't
fully
understand
the
PM
program
so
your
HR
support
people
are
a
great
resource
to
gather
as
much
information
as
you
can.
Professional
Development
Plans
sometimes
cost
money.
Ask
your
manager
if
he
can
create
a
training
budget
for
you
to
take
a
class,
seminar,
or
pay
for
member
ship
to
a
professional
organization.
Training
may
involve
travel
so
be
sure
to
ask
for
that
as
well.
Prepare
a
budget
request
by
getting
prices
on
the
development
that
relevant
for
you
and
bring
it
to
your
meeting.
Sometimes
there
are
forms
to
be
filled
out
to
get
approval
and
your
HR
department
should
have
those.
If
your
company
does
not
reimburse,
check
with
your
tax
professional
to
see
what
expenses
can
be
deducted
from
your
income
tax.
Job
related
training,
when
not
paid
by
your
company,
may
be
tax
deductible.
The
most
important
thing
to
remember
is
that
Performance
Management
does
not
belong
to
the
company
‐
it
belongs
to
you,
the
employee.
Own
it
and
lead
it.
Have
questions?
Contact
Us!
info@terrikern.org
You
have
now
officially
started
your
pro.motion™
through
Performance
Management
and
are
on
the
road
to
taking
your
career
back!
Congratulations!
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
21
Copyright
2010
Terri
Kern.
All
Rights
Reserved.
PERFORMANCE
MANAGEMENT
MAKE
IT
COUNT.
YOUR
GUIDE
TO
EFFECTIVE
PERFORMANCE
MANAGEMENT
Your
Performance
Management
Checklist
Obtain
a
copy
of
your
company's
vision,
mission
and
goals.
Check
your
company's
website
or
intranet
site
for
them
or
ask
your
manager.
Ask
your
manager
for
a
copy
of
his/her
objectives.
Have
her
explain
the
department's
priorities
relative
to
the
company's
goals
and
their
objectives.
Create
objectives
and
a
corresponding
action
plan.
Follow
the
SMART
process
outlined
on
page
11.
Create
a
Professional
Development
Plan
draft
and
budget
request
to
review
with
your
manager.
Set
up
a
meeting
with
your
manager
and
review
the
following:
• Are
the
objectives
aligned
with
the
company's
goals
and
manager's
objectives?
• Is
there
an
objective
in
each
of
the
Objective
Quadrants?
(Figure
7.0)
• Are
there
no
more
than
three
objectives
in
each
Quadrant?
• Are
they
SMART
‐
are
the
measurements
clear
and
agreed
upon?
• Do
you
have
a
realistic
action
plan
for
each
objective?
• Can
your
manager
budget
dollars
for
development?
Can
they
give
you
time
off
to
attend
class
or
seminars?
Agree
on
the
Objectives,
Action
Plan
and
Dates.
Also
finalize
your
Professional
Development
Plan.
• Set
the
date
when
the
plan
will
be
finalized
and
submitted
to
your
manager
• Make
revisions
as
needed
throughout
the
year;
get
your
manager's
agreement
and
give
them
an
update
copy
If
necessary,
meet
with
your
tax
advisor
to
see
what
out
of
pocket
expenses
for
your
Professional
Development
Plan
are
tax
deductible.
Apply
for
grants
for
professional
classes.
Build
a
team
around
you
to
help
you
succeed
that
will
give
you
regular
coaching
and
feedback.
Find
a
mentor
within
your
organization
who
is
willing
to
support
you
in
your
development.
Talk
to
your
manager
regularly
about
your
progress
‐
initiate
the
conversation
if
you
need
to.
pro.motion
Career
Management
Program
This
program
may
not
be
reproduced
without
our
prior
written
consent.
22
Copyright
2010
Terri
Kern.
All
Rights
Reserved.