The performance management cycle starts at the beginning of the fiscal year with a meeting where the leader and the person he/she reports to identify the objectives for the year.
There are two formal meetings to evaluate progress against these objectives, one midyear and the other at the end of the year. Throughout the year, on a regular basis, the leader and his/her supervisor participate in a series of meetings with a developmental focus. Positive and constructive feedback is given and discussed and developmental advice and suggestions are provided as a guide to achieving objectives.
For leaders, the annual meeting to set the objectives for the year culminates in a Performance Management agreement. This agreement can play an important role in focusing on leaders’ growth and development. For example, the agreement could include:
- Targets with respect to gender equality;
- Measures to do with regional integration;
- Improvements in employee morale;
- Increased team productivity;
- Greater participation in horizontal files;
- Success in leading change;
- Modelling work/life balance; and
- Degree to which the leader develops employees through stretch assignments.
The GROW model, a framework for your feedback conversations:
|Goal||Open the feedback conversation by discussing what you both would like to achieve in the conversation.|
|Reality||Ask the leader what they noticed about their performance? What they liked? Share what you liked about it?|
|Options||Ask the leader: what could you do differently? Offer any suggestions you have.|
|Way forward||Ask the leader: what will you do in the future based on our discussion today?|
In experiential learning, the focus is on action followed by reflection, learning and then cycling back to action.
Examples of experiential learning include: on the job assignments, stretch and rotating assignments, job shadowing, interactive leadership development exercises and training programmes.
- Creating a vision & strategy
- Mobilizing people& leading teams
- Upholding integrity and respect
- Collaborating with Partners and Stakeholders
- Promoting innovation and guiding change
- Achieving results
Succession planning ensures there is a pool of highly qualified leaders ready to step into senior leadership roles when the need arises. Succession planning includes five main component steps:
- Identify critical positions
- Identify key competencies
- Assess people
- Create developmental plans
- Evaluate people
Both talent management and succession planning ensure that your organisation is well-positioned for success in the future. Both processes need to be conducted regularly and are often included in the annual performance management cycle.