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Participating in formal performance review
The formal annual performance review is an important part of the performance management process for both staff members and supervisors, and both should play active roles. The discussion is a two way exchange of views, with the objective of creating positive outcomes for the staff member (eg feedback, ideas for improvement, development strategies) and for the supervisor (eg chance to acknowledge and reward performance, opportunity to clearly convey messages about expectations and goals, etc).
Pre-meeting preparation by both parties is very important to a successful performance review meeting. Staff members and supervisors should review the relevant Checklist in previous chapters of this Information and Guidebook, and make sure each of the actions has been completed prior to the performance review meeting.
At the performance review meeting:
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Staff Member |
Supervisor |
- remember that this is a two way discussion, and an opportunity for you to put forward your own views and ideas, as well as receive feedback; prepare thoroughly beforehand, and take notes with you if you prefer
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- remember that this is a two way discussion, and your role as supervisor is to facilitate the staff member expressing his or her ideas, as well as to provide feedback; be prepared to ask questions and listen, but also be prepared to communicate your feedback, assessment and views clearly
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- explain your self-assessment of your own performance against work goals to your supervisor, using your notes; provide as many examples as you can to demonstrate your points
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- start by restating the purpose of the meeting, and how you want it to proceed; state clearly the kinds of decisions or actions you want to make or see as a result of the meeting; be positive and relaxed and try to put the staff member at ease
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- remember to explain any obstacles or difficulties you have encountered in meeting your work goals - either external, or related to skills, knowledge or capabilities you may want to improve
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- remember that the objective of recognising and acknowledging - and rewarding - good performance is as important as dealing with performance improvement issues
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- listen carefully to the feedback and assessment given by your supervisor, and to the examples provided; ask questions and discuss your supervisor's assessment
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- start by asking the staff member to outline his or her self-assessment against the work goals in the plan; listen to what the staff member has to say, and any examples
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- if you disagree - say so, and be prepared to discuss the areas of disagreement, again, providing examples
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- give your assessment of the staff member's performance clearly, related to the work goals, and backed up by examples; acknowledge good performance, and indicate clearly where you believe performance could be improved; make sure you give the feedback you believe would be useful to the staff member in motivating and improving performance
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- ask for the feedback you need on your supervisor's perceptions of your strengths and weaknesses; discuss how you might go about maintaining the strengths and developing where you need to improve
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- encourage the staff member to indicate any areas of disagreement, and discuss these
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- at the conclusion of the meeting, make sure you are clear about what action is to be taken by you or the supervisor, and what decisions or recommendations the supervisor intends to make
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- at the conclusion of the meeting, make sure you clearly state what action is to be taken by you or the staff member, and what decisions or recommendations you intend to make
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