Feedback can help to improve performance

The prime objective of performance management is for the employer and employee to work together to raise the level of performance of the employee.REGULAR feedback on performance plays a big part in increasing productivity for the employer, and job satisfaction for the employee.
This feedback needs to be provided to an employee on a regular basis - whether it's for a job well done or where things have not gone too well.
Without the feedback it is difficult for employees to measure their progress - they may think they are doing well when actually they are not.

For employees who are performing well, feedback is just as essential to ensure their high productivity level and job satisfaction are maintained.
A performance appraisal  plays a big part in the communication between the employer and employee.

It is an opportunity to discuss the employee's role, performance and goals for the future, and how this links into the company objectives and business plan.
Discussions must be open, honest and fair, encouraging the full involvement of the employee.

How often the employer conducts the Performance Appraisal process needs to be realistic. Annual, six monthly or quarterly appraisals may suit the needs of the business.
However, failure to hold performance appraisals at the times specified may lead to the perception that the employer is not committed to the process or the development of the employee, resulting in a drop in their motivation and morale.
Properly used, the Performance Appraisal process can assist an employer to shape his or her's workforce to meet the strategic plans of the business.
If poor performance has been discussed with an employee and the required improvements have not happened, the next step is to put a formal performance management process in place.
The prime objective of performance management is for the employer and employee to work together to raise the level of performance of the employee through identifying competency gaps and providing relevant training and support.

The first step involves the employer organising a meeting with the employee to address their concerns.
The employer should consider having a second person attend the meeting to take notes for future reference.
Further steps:
Clarify the performance requirements of the employee's role.
Discuss the current level of performance and provide examples when the employee has failed to meet the performance requirements of their role.
Seek an explanation from the employee as to why their performance has not reached the required standard.
Explain to the employee what a performance management process is, plus the time line of events.
Ensure the employee understands the seriousness of the situation including the fact that if the required improvements do not happen after an agreed time lapse, the next stage could be disciplinary action.
Develop and agree to an action plan showing what steps both parties will take to ensure the performance improvements are made.
Set a reasonable time period to allow the employee to meet the required standard. For example, a series of six weekly meetings where feedback on the identified issues are discussed.
Monitor the employee's performance in the identified areas and provide feedback of all relevant data at the weekly meetings.
Provide the employee with a written account of the discussions held at each meeting.
If, at the end of the time line and agreed training, the employee's performance has not met the required standards, then disciplinary action as stipulated in the employment agreement may be activated by the employer.
The remedy for poor performance should always be a performance management process.
An employer who tries to remove an employee who is not performing through misconduct, restructure or redundancy could run the risk of a personal grievance for unjustified dismissal.
The performance management process does have successes.
A win-win outcome can be achieved by providing the employee with increased job satisfaction, and the employer with a more focused and productive employee.
Disclaimer: No liability is assumed by Staples Rodway Tauranga Ltd for any losses suffered by any person relying directly or indirectly upon the article above. It is recommended that you consult your advisor before acting upon this information.
Norma Blackett is a Human Resources Advisor from Chartered Accountants, Staples Rodway Tauranga.