GUIDELINES - Testing and Assessment

Performance Management Process Designdesign lever

The deliberate design of a continuous, flexible plan-act-monitor-review process comprising performance agreements, ongoing dialogue, review and simplicity of documentation rather than a bureaucratic annual appraisal system.

Objective Alignment and Integrationdesign lever

The degree to which individual and team objectives are integrated with organizational objectives through both cascading and bottom-up dialogue, creating a clear line of sight between strategy and everyday work.

Performance Measurement and Assessmentdesign lever

The agreement and use of relevant, verifiable performance measures covering outputs, outcomes, inputs and behaviours, and the approach to assessment (analysis versus rating) used to judge performance levels.

Feedback and Coachingdesign lever

The provision of timely, evidence-based, constructive feedback and on-the-job coaching by managers throughout the year and in review meetings to help people understand and improve their performance.

Development Planning and Learning Supportdesign lever

The creation and implementation of personal development plans and provision of learning opportunities that enable individuals to acquire the knowledge, skills and capabilities required now and in the future.

Reward Linkage (Financial and Non-Financial)design lever

The way performance management is connected to financial rewards (contingent pay via ratings or holistic assessment) and non-financial rewards such as recognition, opportunity to achieve, skills development and career planning.

Top Management Supportcontextual condition

The visible, continuous commitment and role-modelling by senior leaders who articulate mission and values, define expectations, and treat performance management as integral to running the business.

Line Manager Commitment and Capabilitycontextual condition

The willingness and skill of line managers who own and enact performance management - agreeing objectives, giving feedback, coaching, assessing fairly and holding productive dialogue.

Organizational Culture Fitcontextual condition

The extent to which values of high performance, openness, involvement, trust and continuous improvement exist and the degree to which performance management fits (or is used to change) that culture.

Goal Clarity and Shared Understandingpsychological state

The shared understanding among individuals of what is expected of them in terms of results, behaviours and standards, and how their work contributes to organizational success.

Motivation and Job Engagementpsychological state

The extent to which employees are motivated, committed and engaged with their work through recognition, opportunity, intrinsic and extrinsic rewards, and a positive review experience.

Discretionary Behaviourbehavioral pattern

The choices employees make about how they carry out their work and the amount of effort, care, innovation and productive behaviour they display - the difference between doing a job and doing a great job.

Learning and Capability Developmentpsychological state

The continuous acquisition and application of knowledge, skills and competences by individuals and teams, enhancing their ability to perform current and future roles.

Positive Psychological Contractpsychological state

The system of mutual expectations and obligations between employee and employer in which both agree on and pursue courses of action that realize those expectations, linked to higher commitment and satisfaction.

Individual and Team Performanceoutcome metric

The delivered performance of individuals and teams in terms of results achieved against objectives and behaviours demonstrated, reflecting both outputs and inputs.

Organizational Performance and High-Performance Cultureoutcome metric

Sustained improvements in organizational effectiveness - financial, operational and people performance - and the establishment of a high-performance culture where continuous improvement is a shared responsibility.