Section 1, Topic 1, Activity 1.1d:
Thinking about your own organisation (and others in which you’ve worked), what do you see as being key components (or stages) in the performance management process:

Answer:

From my current company, the performance management process is defined as ’the dialogue’, used mainly to discuss objectives and behavioural competencies. The aim is to agree, between the line manager and employee, on a performance plan, targets and measured regarding development.
Currently, I feel that the key components to the dialogue are:

Tasks & Objectives – Normally 3 to 4 objectives with an individual weighting, normally developed in line with the managers individual targets. The staff take this part seriously, as this is normally the section which comes into consideration during any pay reviews.

Competencies – This is currently regarded by staff as a non-critical element to the dialogue process, as normally the competencies required for the role are assessed at the interview stage, and the competencies required for the role never change.

Achievements & Learning Goals – I believe this is an important element, as you gain an understanding of the person; what he/she feels proud of and how the individual feels they could improve themselves.

Improvement Opportunities & Development Goals – This has basically turned into a chance for the employee to list as many courses as they can, to try and attend the courses, sometimes unrelated to their role, all at the expense of the company. The company promotes employee growth and development, and the majority of the employees exploit this.

Personal & Career Aspirations – Again, I feel this engages with the person, to try and understand their own development targets and aspirations. This area looks at long and short term goals, but from the individuals perspective only, as the