1.
HR
Department
2012-2013
Talent Performance Assessment Flow
Performance management is defined as ‘a continuous process of identifying, measuring
and developing the performance of individuals and teams, and aligning performance
with the strategic goals of the organization’
1. Establish mission, vision and strategy for the LC
Each LC should establish their vision, mission and strategy with which they head
succeed their goals. Having a plan will help them know their goals, how to achieve them
and how to measure their success.
2. Each LCVP should plan with the department TLs
After the LC year plan each LCVP should plan with their TLs in detail the next step to
achieve the goals of the department. In this way each LCVP can achieve the
cooperation of each TL and TL can feel the ownership of the plan, in which they will be
more committed to fulfill.
In this step each LCVP should have a plan meeting with their TLs to make a plan for
each team on how they will achieve the organizational goals. This plan should entail
goals for each team, each month and each week for each different product.
Furthermore, this plan should include action steps and processes with which they will
achieve the goals. Moreover, this plan should include checking points of the team’s
performance.
3. Each TL makes a plan with their team (aligned with the LC plan)
In this step each TL according with the department plan should make a plan with his/her
team. This plan should entail the team goals, each member personal goals (see team
plan), team vision, values and action steps to achieve as a team the plan.

2.
HR
Department
2012-2013
4. Each member should know their job description in detail
An effective management system requires a job description, job specification and job
performance standard, which should be aligned to the organisational strategy. This
ensures that employees have a complete understanding of the responsibilities of the
job, the necessary performance standards and the behaviours expected of them. Part of
the performance assessment process is for the member to know the exact job
description of their job. In this way members will know their tasks/duties and will perform
accordingly.
5. LCVPs should create a performance plan
In the beginning the VP/TL and TL/TM need to discuss and agree on the results and
behaviour needed for their performance, as well as a developmental plan. Results refer
to what the employee needs to achieve as part of his key responsibilities, derived
through the job analysis stage. Result should reflect on the performance standards, the
objectives, and the measurable outcomes expected from a member. Behaviours are
about how the job is carried out. They should reflect on competencies based on
measurable knowledge, skills and abilities that are important on defining how results
would be achieved. Personal developmental plans are highly important for the
employees because they define what needs to be done in order to improve
performance.
A developmental plan usually includes both results and behaviours and incorporates
setting goals with the employee and identifies areas of personal development. Such
developmental plans should entail the goals of the employee, strengths and areas of
development and an action planning supporting them. A personal developmental plan
should include
• Objectives
• Description
• Developmental activities.

3.
HR
Department
2012-2013
6. Define performance measurement
The next step is to determine specific objectives, which should be SMART, meaning
Specific, Measurable, Achievable, Results-based, Time- bound. This measures should
be result and competency based. Result based measurements can be for example the
number of TNs raised. Competency based can be the ratings of the competency
assessment model on myaiesec.net (e.g. in a period of 3 months the members should
increase their 360 degree ratings on Emotional Intelligence by 0,5)
7. Performance Review
Performance information is collected through performance appraisal. Performance
appraisal is a review of the current relationship between member and organisation,
including an assessment of the member;s performance as well as their development,
attitude, grievances, hopes and plans for the future. They should be carried annually as
well as quarterly or even in a shorter period according with the duration of the team.
8. Reward
This is the final step of the performance assessment system. After the performance
review, here results and behaviors of members are rewarded. Rewards should reflect
on the outstanding performance on members on just the general performance.