performance guidelines final

8/14/2019 Performance Guidelines Final

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MSI Performance PlusGuidelines


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Welcome to Performance Plus, MSIs performancemanagement framework

MSI is committed to ensuring women across the world have access to highquality family planning and sexual and reproductive health services. Everyteam member plays an essential role in helping us meet our goals and deliverour strategic priorities. Performance Plus enables managers and teammembers to have positive discussions as part of performance reviews toensure there is a clear link between organisational, team and individual KPIsand achievements.

To be successful Performance Plus is going to need your full commitment. Ihope you will read these guidelines and understand your role in making this asuccess.

Dana HovigChief Executive


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Performance Plus at MSI

Contents

Introduction How to Use This Guide 4

Section 1 Setting the Scene 5

Section 2 Manager Role and Responsibilities in Performance Plus 9

Section 3 Team Member Role and Responsibilities in Performance 17Plus

Section 4 Form Completion 23

Section 5 Good Practice Tips and Checklists 28

Appendices

Appendix 1 Copy of Preparation checklist for Performance 35Plus Review Meetings

Appendix 2 Copy of Performance Review form 37

Appendix 3 Copy of Performance Review form for Managers 42


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Introduction How to Use This GuideThese guidelines are designed to help all MSI team members get the bestfrom the Performance Plus framework and maximise its benefits. Theguidelines are divided into 4 sections:

Section 1 is mandatory reading for all team members and outlines theprocess, why it matters and what the benefits are for all concerned.

Section 2 applies to managers, supervisors and team leaders (i.e.anyone with responsibility for managing others) and outlinesresponsibilities under the framework.

Section 3 applies to all team members and explains how to get the bestout of performance discussions.

Section 4 contains some information on how to complete the variousperformance review forms.

Section 5 contains good practice tips and checklists.

The various forms used within the performance review discussions arecontained in the appendices.


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Section 1 Setting the Scene

This section of the guidelines is required reading for all MSI employees .

1.1 MSIs Vision and Values

Our Vision

MSIs vision is to be the biggest and best family planning organisation in theworld, making a sustainable difference to millions of women globally.

The biggest is about maximising our health impact and the difference wemake by increasing MSIs delivery of family planning and safe abortionservices dramatically and acting as a catalyst for others to do better and domore in family planning and safe abortion.

The best is about building MSIs organisational strength and capacity byhaving the best people in our industry and by having world class systems thatsupport and facilitate MSIs growth.

Sustainability comes about by strengthening MSI financially throughdiversifying and increasing MSIs income streams and improving the financialsolvency and sustainability of the MSI global partnership.

Our Values

MSI will realise its vision by adhering to a set of core values that shape andguide our behaviours in our dealings with others, be they team members,clients, investors, external agencies or the general public. The values thatunderpin our way of working are:

Pioneering Results orientated


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The Performance Plus framework

Under the Performance Plus framework managers will meet with teammembers in order to:

Communicate annual organisational KPIs. Clarify the contribution required by the team member towards achieving

those organisational KPIs. Provide constructive feedback in order to help the team member to learn

and improve their performance. Identify any training, development and support that may be required in

order to help the individual be successful. Provide recognition and acknowledgment of successes. Discuss future career and development aspirations and agree a personal

development plan.

The Performance Plus annual cycle is illustrated below and is designed to befully integrated with organisational activities such as business planning.

Oct

Sep

Apr

Mar

Jan

Feb

Nov

Dec


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previous years performance and agree plans and objectives for theforthcoming year.

Managers will then conduct a Mid Year Review meeting with team membersbetween June and August to review progress, redefine goals and objectives ifnecessary, identify career goals and aspirations and agree a personaldevelopment plan.

The Annual and Mid Year review meetings are mandatory. Howevermanagers and team members may wish to agree to meet more regularlythroughout the course of the year to review progress, redefine priorities andprovide coaching and support.

1.2 The Benefits of Performance Plus

MSIs Performance Plus framework will deliver substantial benefits for theorganisation as a whole, as well as for managers and for team members.

Organisational Benefits

Helps to establish MSI as the biggest and best family planningorganisation in the world.

Enables MSI to deliver greater sustainable impact to its clients. Helps demonstrate to donors/funders that MSI is an organisation worthinvesting in.

Builds capability and capacity for MSI to achieve its mission and goals. Ensures that all team members are fully aligned and focussed on

organisational priorities. Supports innovation and growth and the process of continuous

improvement, change and learning.

Manager Benefits

Helps create an environment whereby team members will be moresuccessful.

Provides clarity around accountability and what is expected of team


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Provides better understanding of team member strengths anddevelopment needs and how best to deploy team members to makethe most of their talents.

Makes the task of managing people less onerous and more fulfilling.

Team Member Benefits

Clarifies how team members can contribute to the success of MSI andmake a real difference. Defines what is expected of team members and what they need to do

to be successful in their role. Provides an opportunity to increase self awareness and learn how to

be even more effective through regular constructive feedback. Defines priorities and helps team members understand where to focus

their attention. Provides an opportunity to discuss aspirations and development needs

and career. Helps foster more fulfilling relationships and constructive conversations

between team members and their manager. Ensures that immediate training and development and support needs

are addressed. Clarifies levels of autonomy and decision making freedom.

Provides an opportunity for successes to be recognised andacknowledged.


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Section 2 Manager Role and Responsibilities inPerformance Plus

This section of the guidelines applies to managers only. Managers need to familiarise themselves with the contents of this section before conducting any review meeting with team members.

2.1 The Managers Role

The managers role within the Performance Plus framework is primarily toenable team members to be successful in their job. The manager does thisby:

Ensuring that team members are kept up to date with organisationaland team goals, objectives, priorities and performance.

Clarifying mutual expectations and providing regular constructivefeedback. Identifying and playing to team member strengths wherever possible. Ensuring that appropriate training, support, information and tools are

made available. Providing appropriate levels of delegated authority and trusting team

members to use their judgement. Understanding what motivates team members and providing

appropriate motivational stimulus. Fostering trust based relationships and encouraging open and honest

dialogue.

2.2 360 Feedback (Optional)

In order to gain a rounded view on performance the manager may obtainfeedback from individuals who have worked or interacted closely with theteam member during the course of the previous year.

The manager and team member should agree which individuals are bestplaced to provide feedback on the team members performance.


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2.3 Managers Responsibilities

The Annual Review Meeting

Purpose of meeting: To provide feedback on past performance. To agree a rating of performance. To clarify future expected contribution. To agree immediate training, development and support needs.

Expected duration: approximately 1 - 1 hours

Responsibilities Good Practice Tips

Before the meeting The better the quality of preparation, the more productive the meeting is likely to be.

Reflect on organisational and teampriorities and performance.

Share information with all teammembers to ensure collectiveunderstanding.

Think about past performance of theteam member since last reviewmeeting what has been achieved,what went well, what could have gonebetter.

Use the Pre Meeting PreparationChecklist to help structurethinking.

Gather evidence of past performancein order to enable feedback to be asspecific as possible.

Identify people with whom theteam member has worked/ interacted closely with and askfor examples of what the teammember has done particularlywell and any development needsthat they have witnessed.


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Notify team member of proposed timeand location of meeting.

Give at least 2 weeks noticewherever possible so the teammember has time to prepare.Encourage the team member toreflect on their own performance.Ask the team member to alsothink about the goals/objectives

that they would wish to set forthemselves for the coming year.Encourage the team member touse the Pre Meeting PreparationChecklist to prepare for thereview.

Most reviews will take between 1- 1 hours.

Book a location which is privateand where there is no likelihoodof interruptions.

During the meeting Create an environment that is conducive to open and honest discussion.

Welcome the team member and putthem at their ease.

Recognise that not every personwill view the forthcomingmeeting in a positive light andmay be apprehensive.Encourage active participation

and two way dialogue.Demonstrate intent through bodylanguage and tone of voice.

Explain the purpose and structure ofthe meeting:

New starters may not be familiarwith the process and may have


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established.Review any changes in jobaccountabilities.

Dont spend time reviewingevery aspect of the jobdescription focus only on thoseareas which the organisationneeds to see changed or whichwould enable the team memberto play to their strengths.

Agree individual objectives/outcomes. Invite the team member to putforward their ideas initially.Dont impose seek to arrive atan outcome which the individualgenuinely is committed to.Recognise that not all jobs willlend themselves to definedobjectives agree a set ofoutcomes that are meaningful forthe role in question.

Identify specific behaviours that will berequired in order to achieve theseoutcomes.

Focus on no more than 3behaviours that might be critical.

IV. Identifying training and support needs

Identify any specific training anddevelopment needs.

Dont just focus on hard skills recognise that developingspecific behaviours cansignificantly enhance an

individuals performance.Recognise that there arealternative approaches todevelopment other than training.

Agree specific support required by the Ensure that expectations /


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People & Development consolidatePDP outputs to drive organisationaltraining needs and delivery.

Ongoing Informal Review Meetings

In addition to the mandatory Annual and Mid Year review meetings, managersand team members may wish to schedule more regular review meetings.These meetings can be as short as 15 minutes or as long as an hourdepending on the purpose of the meeting and the issues to be discussed. It isrecommended that Informal Review Meetings are considered in the followingcircumstances:

Where a particular performance shortfall has been detected and aspecific action plan agreed to address it. In these circumstances it is

important to monitor progress regularly and provide feedback because,if performance fails to improve within the agreed timeframe, first stagedisciplinary action may be required.

Where the team member is new to the job and/or organisation andmore regular support may be required.

Where the objectives/outcomes that have been agreed with the teammember may be subject to change and consequently short termrefocusing of priorities and outcomes may be required.

Where the team member welcomes regular reviews of progress andfeedback on performance.


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Section 3 Team Member Role and Responsibilities inPerformance Management

This section of the guidelines applies to team members only. Team members need to familiarise themselves with the contents of this section before any review meeting with their manager.

3.1 The Team Members Role

The team members role within the Performance Plus framework is to preparethoroughly, be open and receptive to feedback, accept accountability for theirown performance and take ownership of their learning and development. Theteam member does this by:

Actively engaging in team discussions and keeping up to date onorganisational and team priorities and performance.

Reflecting honestly on their own performance and accepting feedbackin a non-defensive manner.

Identifying opportunities which play to their strengths. Proactively accessing appropriate training, support, information and

tools wherever possible. Taking full accountability for their actions within levels of delegated

authority. Demonstrating through their actions a commitment to MSIs vision and

values. Behaving in a manner that fosters trust and respect from others and

which is aligned to MSIs values and behaviours. Seeking to develop trust based relationships with their manager and

engaging in open and honest dialogue.

3.2 Team Member Responsibilities

The Annual Review Meeting


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I. Feedback on past performance

Acknowledge explicit praise andrecognition for work well done/ appropriate behaviours.

Accept praise graciously dont just dismiss it.

Discuss what has gone well/less welland reasons why.

Be prepared to discuss anydifferences in viewpoint.Accept feedback non-defensively.Ask questions for clarification.View feedback not as criticismbut as an opportunity to learn

and improve.

Discuss specific feedback andproposed ratings of performanceagainst each of the MSI behaviours(or Leadership competencies formanagers).

Be prepared to provide ownassessment and discussdifferences of views non-defensively.

Discuss strengths and explore ideasas to how these could be betterutilised.

Dont be modest about strengthsand look for opportunities toleverage them.

II. Agreeing performance rating

Review discussions and agree the

performance rating.

Be prepared to propose a rating

that you feel is fair.Be prepared to discuss anydifferences in opinion non-defensively.

III Agreeing objectives / future


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proposed objectives/outcomes.

Discuss specific behaviours that willbe required in order to achieve theseoutcomes.

Try to identify no more than 3behaviours that might be critical.

IV. Identifying training and support needs

Discuss any specific training anddevelopment needs.

Dont just focus on hard skills recognise that developingspecific behaviours cansignificantly enhance yourperformance.

Identify and agree specific supportrequired by manager / others Ensure that expectations / requirements of your managerare explicitly discussed andagreed.

V. Summarising

Agree when the next meeting shouldtake place

Although there are only 2mandatory meetings per annumin certain circumstances morefrequent reviews may beappropriate, e.g. if you are newto the role, when the priorities/ objectives are likely to change,where there are specific

development or performanceneeds that need to beaddressed, where you wouldwelcome more regular reviewand feedback.


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Ensure that your manager followsthrough on any commitments made tosupport you

Be prepared to hold yourmanager accountable for theircommitments

The Mid Year Review Meeting

Purpose of Meeting: To review performance for the year to date.

To revise expected outcomes/objectives if appropriate. To agree career and personal development plans.

Expected duration: approximately 1 hour

The activities concerned with reviewing past performance, providing feedbackand agreeing outcomes/objectives are similar to those carried out in theAnnual Review meeting. The additional activities associated with the Mid Yearreview are detailed below. However the Mid Year Review meeting is not just areprise of the Annual Review Meeting the focus is on your personaldevelopment and growth and as such at least 50% of the time should bedevoted to this.

Responsibilities Good Practice Tips

Before the meeting

Reflect on personal development andcareer aspirations and on what isimportant to you in the way ofpersonal growth of particularstrengths.

Consider own motivations anddesires in order to increase selfawareness of what is importantto you.

Identify any potential vacancies/ secondment/project opportunities thatmight be suitable for development.

Consider alternative roles/ projects etc that would be ofinterest to you.

During the meeting


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Complete the Personal DevelopmentPlan (PDP) form.

There is a collectiveresponsibility to ensure allagreed development activitiesare followed through during theyear.

After the meeting

Ensure that specific training/ development commitments arefollowed through on.

You and your manager have joint responsibility for ensuringthat agreed training anddevelopment plans are actioned.

Ensure that your manager followsthrough on any commitments made tosupport you.

Be prepared to hold yourmanager accountable.

Ongoing Informal Review Meetings

In addition to the mandatory Annual and Mid Year review meetings managersand team members may wish to schedule more regular review meetings.These meetings can be as short as 15 minutes or as long as an hourdepending on the purpose of the meeting and the issues to be discussed. It isrecommended that Informal Review Meetings are considered in the followingcircumstances:

Where a particular performance shortfall has been detected and aspecific action plan agreed to address it. In these circumstances it isimportant to monitor progress regularly and provide feedback because,if performance fails to improve within the agreed timeframe, first stagedisciplinary action may be required.

Where the team member is new to the job and/or organisation andmore regular support may be required. Where the objectives/outcomes that have been agreed with the team

member may be subject to change and consequently short termrefocusing of priorities and outcomes may be required.Wh th t b l g l i f g d


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Section 4 Form Completion

The forms used within the Performance Plus Framework should not be seenas a straightjacket that inhibits discussion. On the contrary, they are intendedto be used as a guide to help summarise performance review discussions andensure that both parties are clear about what has been agreed and what theyexpect of each other. Guidelines for completing the forms are given below:

4.1 The Performance Review Form

General information Complete details at the top of the form names, dates, job titles etc. Makesure that the year to which the performance discussion applies iscompleted.

Objectives/Outcomes/Behaviours Enter the details of the specific contribution that has been agreed includingsuccess measures and timescales at the start of the year. When reviewingperformance complete the assessment of achievement and capture anyrelevant comments. (note: two forms will thereof be used in the AnnualReview one to capture performance for the previous year and another tocapture agreed objectives/outcomes/behaviours for the forthcoming year).

Behaviours Complete the assessment for each behaviour and capture any relevantcomments.

Overall rating Record the agreed rating and capture any relevant comments.

Support Required by Manager and Other Support required Capture any specific agreements.

Changes to Objectives/Outcomes/Behaviours Record any changes agreed at the Mid Year Review


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they will bring it to the attention of the appropriate Director/senior manager

who will investigate and, where necessary, work with managers torecalibrate the ratings and hence, over time, ensure consistentinterpretation.


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Performance Plus Guidelines Final 2009 25

The Rating Scale

PerformanceLevel Description Definition

4 Exceptional

Outstanding performance, consistently exceeds expectations, often by a significantmargin

Always demonstrates team member behaviours at the highest level, a great rolemodel.

3 Commendable Very good performance; consistently achieves what is required and often exceeds

expectations. Always demonstrates team member behaviours.

2 Successful Good and reliable performance; achieves what is required and meets expectations.

Regularly demonstrates team member behaviours.

1 ImprovementRequired

Does not achieve what is required and fails to meet expectations. Demonstrates team member behaviours rarely or inconsistently

Overall Rating:


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Interpreting the Ratings

Exceptional Very few people are likely to receive an exceptional rating, particularly if KPIs andobjectives have been set that are appropriately stretching. For someone to do sothey need to have consistently delivered a level of performance throughout the yearthat was significantly in excess of what would normally be expected from someonein the job. It is likely that such achievements will be highly visible to others and havea significant impact on an aspect of MSIs operations.

In delivering this level of performance the individual would also be expected to havecontinuously demonstrated the required team member/leadership behaviours at thehighest levels and would be seen as a role model for others in terms of exemplifyingthe values of the organisation/what effective leadership looks like. Any exceptionalrating needs to be supported by evidence of the over achievements that have led tothe rating being applied and the impact that they have had on organisational/

departmental performance.Commendable This level of performance requires that an individual has met all their KPIs andobjectives and in some cases exceeded them. In doing so they will havedemonstrated all the team member/leadership behaviours expected of them at alltimes. Whilst the level of overachievement may be less substantial than for thosethat receive an exceptional rating, there still needs to be clear evidence that KPIs

and objectives have in some cases been exceeded as a result of the individualsown efforts and endeavours and not just by good fortune or as a result of the work ofothers.

Successful Individuals will have broadly achieved what is expected of them with no majorshortfalls against any KPI or objective. Where there have been shortfalls judgementwill need to be exercised as to the degree that is acceptable and in making these

judgements, factors such as the experience of the individual, the extent to whichexternal factors outside of their control influenced events, the degree of challengethat was inherent in the KPI/objective and the business risk/impact of the shortfall,will need to be taken into account.

In terms of beha io rs the indi id al ill ha e reg larl demonstrated the team


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It therefore follows that despite the fact that an individual receives a successfulrating they may have specific training, development or improvement actions agreedto address shortfalls in performance and/or behaviour but these actions are unlikelyto be significant as any shortfalls in performance should be capable of being readilyaddressed.

Improvement Required This rating is reserved for those individuals whose performance and/or behaviourhas fallen short of acceptable standards during the year, to the extent that specificperformance improvement actions have been agreed with the individual.

Note on unsatisfactory performance If an individual has consistently failed to meet their KPIs/objectives and/or expectedbehaviours during the course of the year then their manager should have raised thematter with them and put in place a performance improvement plan which details theimprovements required, the timescales for them to be delivered, the training andsupport that will be provided, how frequently performance improvement will bemonitored and the consequences if performance does not improve within the agreedtimeframe. In order for such action to be triggered an individual would have failed bya significant margin to deliver the KPIs/objectives that were expected of them andthere would be no/few mitigating circumstances that would explain/justify theshortfall in performance. Equally, such action would be triggered if an individual hasfailed to demonstrate the required behaviours (even if they are achieving theirKPIs/objectives) and their failure to do so has had a serious impact on others or on

the performance or reputation of MSI.If an individual is the subject of such a plan and the desired improvements are notforthcoming then it may not be appropriate for them to engage in the performancereview process as it is highly likely that formal disciplinary action will be the nextstep.

4.2 The Personal Development Plan

Development Required for Current Role Capture a n y specific training/ development needs agreed at the Annual Reviewmeeting.

F t G th d C D l t


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Section 5 Good Practice Tips and Checklists

This section contains a number of tips and checklists that some managers and teammembers might find helpful in planning for, and conducting Performance Reviewmeetings.

5.1 MSI Behaviours

MSIs core values are:

Pioneering Results- Orientated

Sustainable People- Centred

Customer- Focused

Mission Driven

They reflect the culture of MSI and help define the sort of organisations that MSI aspiresto be. The values are lived in practice through the demonstration of the MSI Behaviours

which define the behaviours expected of all employees, in all circumstances.

Successful performance in MSI is therefore not simply defined in terms of what peopleachieve, but equally is about how people go about their jobs and the impact that theyhave on others and hence the Behaviours form a critical component of any Performancereview and assessment of performance. There are 13 behaviours and they are definedbelow:

Initiative Thinking ahead and taking action to make the most of opportunities by finding theoptimum solution.

Innovative Thinking creatively and outside of the box so that ideas generated create a positiveoutcome.

Effective Communication Communicating through active listening and good questioning techniques, usingappropriate body language, ensuring information is clear and concise.

Responsive


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5.3 Setting Objectives

The purpose of goals and objectives is to ensure that there is alignment betweenorganisational, team and individual performance expectations.

MSIsGOAL

TEAM/FUNCTIONAL GOALS

INDIVIDUAL GOALS

The acronym SMART is typically used as a framework to define goals and objectives:

S pecific The objective needs to clearly define what is to be achieved

Measurable Identify how the results will be measured measures can beeither qualitative or quantitative but must be unambiguous

Achievable The objective needs to be achievable and realistically attainablegiven the resources available and the capability of the teammember

Relevant The objective needs to be relevant to the job in question andwithin the team members ability to deliver

Time bound Clear dates / milestones need to be agreed for when the


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The team member needs to be committed to the objective

The objective must contain an appropriate amount of challenge too little and theteam member may be insufficiently motivated; too much and they may becomeoverwhelmed by what they are expected to achieve

Regular constructive feedback needs to be provided in order to enable the teammember to track progress and adjust their performance

5.4 Providing Feedback

Providing regular constructive feedback and recognition is an important aspect ofmanaging performance and fostering individual learning. The following BOCA modelallows feedback to be provided in a constructive manner:

Behaviour when you did.. Outcome I/team felt.. Consequences and as a result Action what could the team member do differently? How can they build on that in

the future?

In deploying the model and giving feedback the following tips should be observed:

1. Begin by focussing on the positives point out specific aspects of the teammembers behaviour that have been particularly helpful and/or actions that they havetaken that have helped the organisation and/or clients.

2. State clearly the areas of performance about which you have a concern: However Ihave a concern about ... An alternative is to ask the team member about theirview of where performance could be improved. The key point is to focus in onspecifics and avoid generalities.

3. Describe the behaviour which is causing the problem: I have noticed that or Ithas been brought to my attention that . Have evidence available to back up yourassertion never rely on hearsay. Remember to focus feedback on a teammembers behaviour never on aspects of their personality.


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important that the team member understands the impact of their behaviour on others

but it needs to be done in an unemotional way.

6. Ask for the team members view: That is how I see it whats your view of thesituation? Allow them space to explain their point of view they may get defensive,thats ok, just listen.

7. Once the team member has had an opportunity to explain their point of view, askthem how they might behave differently in the future and how that changedbehaviour might lead to a different (better) outcome. Help the team member tounderstand how the changed behaviour will make them more effective/successful intheir job i.e. what is the benefit to the team member as well as to the organisation.

8. Discuss any concerns/issues that the team member may have about changing theirbehaviour, what obstacles they think they may encounter and how you could helpthem. Ask what support the person needs from you, to achieve the desired change.Confirm the exact nature of the support you will provide and ensure you deliver on it.

9. Ask the team member to state specifically what they will do to change: In your ownwords, what will you do differently as a result of this discussion? What will theoutcome look like if you are successful in making these changes? It is important thatthe team member takes ownership for the change and that they establish thestandards against which future behaviour will be judged.

10. Agree the actions that you will take to monitor and review the situation and the

timescales involved. Summarise the discussion and specifically the actions thathave been agreed by both parties. End on a high note by reiterating the positives.

5.5 Coaching

Coaching is an important technique to help managers develop and improve theperformance of their team members. Coaching is not about solving problems for the

team member or telling them the solution; it is about helping them to explore the issuethey are facing, evaluating alternatives, defining their own plan of action and supportingthem in its delivery. A simple coaching framework (the GROW model) is shown below:


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GROW Model

Some suggested questions to use in a coaching discussion are given below:

Effective Goal Questions

What is the aim of the discussion? What do you want to achieve? By when? What would you like to happen that isnt happening now? What would success look like? How will you measure it? How important is this to you? How far do you want to get in this session? Can we do all that in the time available?

Effective Reality Questions

What is happening now (what, where, when) How do you know that is accurate?

WHAT NEXT Commit to action Identify possible obstacles Make steps specific and

define thinking Agree support

GOALS Agree topic for

discussion Agree specific

objective of session Set long term aim

OPTIONS Cover the full range of

options Invite suggestions Offer suggestions

carefully Ensure choices are made

REALITY Self assessment Offer specific feedback Check assumptions Discard Baggage Challenge


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How much control over it do you have?

What is helping you move forward? What resources will you need? Where from?

Effective Option Questions

How could you change the situation? What options do you have?

Which of those are of interest to you? What other alternatives might there be? Who can help you? What else could you do? What would you do if you had more time, a new team, if you were the boss etc? What are the advantages and disadvantages of these options? Which of these solutions feels the best to you? How can I or others help?

Effective What Next Questions

What are your next steps going to be? Will this achieve your goal? When are you going to do this?

What might get in the way? How will you deal with them? How will you get the support you need? How are you going to measure success? How committed are you to this action on a 1-10 scale? What prevents this from being a 10? What do you need from me


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Appendix 1 Preparation Checklist for Performance Plus ReviewMeetings

In order to ensure that managers and team members make the most of theirperformance review discussions it is recommended that both parties spend some timereflecting on a number of key questions prior to the meeting. The more thorough thepreparation undertaken beforehand, the more productive the meeting is likely to be. The

following checklist is not intended to be exhaustive but covers the main areas that meritcareful reflection.

Note: Writing down the answers to these questions often helps focus thinking and provides an aide memoire for the discussions.

Considering Past Performance

1. Consider the specific outcomes / objectives that were agreed for the previousyear:

a. How would you rate the level of achievement of each?b. Where an objective / outcome was not fully realised, what were the

reasons?

2. Consider the MSI Behaviours:

a. How would you rate the extent to which these have been demonstrated inthe past year

b. Where a behaviour has not been fully demonstrated, consider specificinstances where there was a shortfall?

3. Consider overall performance in the past year:a. What have the main achievements been / what has gone particularly well?b. What could have gone better?c. What has been particularly stimulating / motivational?d. What has been particularly challenging / difficult?e. What skills / abilities have been developed in the past year?f. How would you rate overall performance over the year, taking everything

into account?


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5. Manager : How would you rate the quality and level of support that you haveprovided to the team member?

Looking to the Future

1. What are the specific outcomes / objectives that need to be achieved in theforthcoming year:

a. How realistic / achievable are they?b. How will successful achievement be measured?

2. What skills / abilities are not being fully utilised / could be better deployed?

3. What skills / abilities need to be developed?

4. Are there any specific work areas /projects that it would be beneficial to getinvolved in?

5. What changes are needed (if any) to the job description are there items thatare no longer relevant / others that need to be included?

6. What specific support is needed over the forthcoming year:a. From the manager?b. From team colleagues?c. From other departments?

Personal Growth and Career Development

These questions should be reflected on prior to the Mid Year Review Meeting.Consider particular aspirations and desires regarding personal growth and careerdevelopment:

1. How realistic are these given individual capability and organisational opportunity?

2. What opportunities would fulfil these needs?


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Appendix 2 Performance Review FormName:Job Title:Name of Reviewing Manager:Job Title:Date of Review Meeting: Year to which review

applies:Part 1: Performance Expectations

Individual KPIs/ObjectivesKPI/Objective Success Measures Timescal

eAchieved Partially

AchievedNot

achieved

Other Achievements in Year:

Manager comments:

Team member comments:


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Behaviours

Behaviour Definition Agreed actions for year ahead ConsistentlydemonstratedOccasionallydemonstrated

Notdemonstrated

InitiativeThinking ahead and taking action to makethe most of opportunities by finding theoptimum solution.

InnovativeThinking creatively and outside of the boxso that ideas generated create a positiveoutcome.

EffectiveCommunication

Communicating through active listeningand good questioning techniques, usingappropriate body language, ensuringinformation is clear and concise.

Responsive Being responsive to changing prioritiesand demands.

WorkingEfficiently

Planning, prioritising and organising work,to ensure work is accurate and deadlinesare met.

SharingInformation

Sharing information and knowledge whilstmaintaining confidentiality.

Focus onLearning

Taking responsibility for keepingknowledge and skills up to date and forseeking opportunities to develop further.

Commitment

Awareness and understanding of goals,vision and values and how your role

impacts on this and going the extra mileto meet role requirements.Driven Drive and determination to deliver results.

AccountableTaking responsibility for appropriatedecisions that you make, and the actionsand behaviour you demonstrate.


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Embracingchange

Openness to embracing change withinthe organisation and being able to adjustplans/activities accordingly.

Motivated Motivation towards achieving qualityresults to maximise potential.

Team PlayerWorking as part of a team by beingsupportive, flexible and showing respectfor each other.

Manager comments:



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Overall Rating

Performance Level Description Definition

4 Exceptional Outstanding performance, consistently exceeds expectations, often by a significant

margin Always demonstrates team member behaviours at the highest level, a great role model.

3 Commendable

Very good performance; consistently achieves what is required and often exceeds

expectations. Always demonstrates team member behaviours.

2 Successful Good and reliable performance; achieves what is required and meets expectations. Regularly demonstrates team member behaviours.

1 Improvement Required Does not achieve what is required and fails to meet expectations. Demonstrates team member behaviours rarely or inconsistently

Overall Rating:

Managers comments:



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Part 2: Support Required

Support Required from Manager:

Other Support Required:

Manager signature

Date

Team member signature

Date


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BehavioursBehaviour Definition Agreed actions for year ahead Consistentlydemonstrated

Occasionallydemonstrated

Notdemonstrated

Leading Self

Coping withPressure & Adversity

Capable in high pressure situations; resilient,optimistic; communicates confidence duringdifficult times.

Seekingopportunities to learn

Reflects on and learns from experiences; valuesother peoples perspectives and input andrecognises limits of own points of view.

Self awareness Capitalises on own strengths and compensatesfor own weaknesses.

Communicateseffectively

Is a compelling, credible and inspirationalpresenter; effective writer, willing and patientlistener and is open to feedback.

Career Management Develops, maintains and uses professionalrelationships including mentoring, coaching andfeedback to manage own career.

Credibility and Ethics Acts in accordance with stated values; followsthrough on promises; uses ethicalconsiderations to guide decisions and actions;honest and values openness and trust.

Leading Others

Demonstratesleadership

Is able to set direction, motivate, coach, gainand maintain commitment; provides a good rolemodel for employees.

Valuing diversity anddifference

Demonstrates a respect for varyingbackgrounds and perspectives; valuesdifferences.

Confronting poorperformance

Acts decisively and with fairness when dealingwith performance issues.


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Leading the Organisation

Changemanagement

Uses effective strategies to facilitateorganisational change initiatives and overcomeresistance to change.

Risk taking andinnovation

Seizes new opportunities; always looking toinnovate and move the organisation forward.

Vision Understands, communicates and stays focused

on organisations vision.Strategic planning Translate vision into realistic business

strategies; plans for the future.Results orientation Aligns resources to accomplish key objectives;

assigns clear responsibility, authority andaccountability.

Organisationalknowledge

Knows the organisation and excels at his/herprofessional function.

Customer focused Understands customer needs and exceeds theirexpectations.

Decision making Skilled at analysing problems and making cleardecisions.

Manager comments:



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Overall RatingPerformance Level Description Definition

4 Exceptional Outstanding performance, consistently exceeds expectations, often by a significant margin Always demonstrates team member behaviours at the highest level, a great role model.

3 Commendable Very good performance; consistently achieves what is required and often exceeds expectations. Always demonstrates team member behaviours.

2 Successful Good and reliable performance; achieves what is required and meets expectations.

Regularly demonstrates team member behaviours.

1 Improvement Required Does not achieve what is required and fails to meet expectations. Demonstrates team member behaviours rarely or inconsistently

Overall Rating:

Managers comments:



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Part 2: Support Required

Support Required from Manager:

Other Support Required:

Manager signature

Date

Team member signature

Date


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Appendix 5 MSI Leadership Competencies

Competency Area Descriptor BehavioursLeading SelfCoping with Pressure &Adversity

Capable in high pressure situations;resilient, optimistic; communicatesconfidence during difficult times.

Capable, cool in high pressure situations.Can deal well with setbacks; resilient; bounces back from failure.Is willing to admit ignorance.Is optimistic; takes the attitude that most problems can be solved.Doesnt hide mistakes.Strikes a reasonable balance between work and private life.

Seeking opportunities tolearn

Reflects on and learns from experiences;values other peoples perspectives andinput and recognises limits of own points ofview.

Takes advantage of opportunity to do new things.Treats all situations as an opportunity to learn something.Seeks experiences that will change his/her perspective.Reflects on and learns from experience both own and others.Learns from mistakes.Is open to others perspectives.Takes into account peoples views when trying to affect a change.

Self awareness Capitalises on own strengths andcompensates for own weaknesses.

Knows him/herself well compensates for own weaknesses andcapitalises on own strengths.

Responds well to situations that require him/her to stretch and grow.Take good care of self; uses constructive outlets for tension andfrustrations.Seeks candid feedback on his/her performance and changesbehaviour in response to feedback.

Communicates effectively Is a compelling, credible and inspirationalpresenter; effective writer, willing andpatient listener and is open to feedback.

Able to represent the organisation in a compelling and crediblemanner to different audiences.Writes well and appropriately targets the audience.Is an effective negotiator in a variety of settings.Listens carefully to others ideas and suggestions.Makes people feel they are truly heard.Shows a willingness to listen and be demonstrably open to input.

Career Management Develops, maintains and uses professionalrelationships including mentoring, coachingand feedback to manage own career.

Controls his/her own career; does not sit and wait for the organisationto plan a course to follow.Actively seeks others to provide coaching.Actively cultivates a good relationship with superior and peers.Uses mentoring relationships effectively.


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employee problems, follows expected organisational procedures.Clearly links performance to reward.

Leading the Organisation Change management Uses effective strategies to facilitate

organisational change initiatives andovercome resistance to change.

Leads change by example.Takes into account peoples concerns during change.Effectively involves key people in the design and implementation ofchange.Effectively manages resistance to organisational change.Is straightforward with individuals about consequences of anexpected action or decision.

Risk taking and innovation Seizes new opportunities; always looking toinnovate and move the organisationforward.

Is entrepreneurial; seizes new opportunities.Challenges the status quo; always looking to improve organisationalperformance.Introduces needed change even in the face of opposition.Consistently generates new ideas or builds on ideas generated byothers.Looks for and encourages learning from outside the organisation.Not afraid to take calculated risks.Adaptable and open to new ideas and can think outside the box.

Vision Understands, communicates and stays

focused on organisations vision.

Is clear about the organisations direction for the future.

Clearly communicates the organisations vision to team members togain engagement and commitment.Stays focused on the organisations vision in terms of planningtomorrows activities.

Strategic planning Translate vision into realistic businessstrategies; plans for the future.

Translates the organisations vision into clear plans and desiredresults.Develops plans that balance long-term goals with immediate needs.Regular updates plans to reflect changing circumstances.Articulates, and engages team members with, short and long term

plans.Results orientation Aligns resources to accomplish keyobjectives; assigns clear responsibility,authority and accountability.

Assigns/delegates clear responsibility, authority and accountability forimportant objectives.Clearly conveys objectives, deadlines and expectations.Holds self accountable for meeting commitments.Aligns organisational resources to accomplish key objectives.Acts with a sense of urgency.

Organisational knowledge Knows the organisation and excels athis/her professional function.

Understands the organisation and how it works; its mission, goalsand values.


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Understands and complies with financial managementresponsibilities.Has a solid understanding of our products and services.Understands the perspectives of different functional areas.Has a firm grasp of external conditions affecting the organisation.Stays informed about major competitors and partners.Shows mastery of job content; excels as his/her function orprofessional speciality and knows when and how to call on thespecialised expertise of others.

Customer focused Understands customer needs and exceedstheir expectations.

Builds effective working relationships with key external stakeholders,including suppliers, customers, government, donors.

Listens carefully to customer needs and aims to meet and exceedexpectations.Treats customers with dignity and respect.Builds effective working relationships with internal customers.

Decision making Skilled at analysing problems and makingclear decisions.

Gathers information necessary to make decisions rapidly.Understands the issues quickly.Shows good judgement in decision making.Thinks through problems clearly and logically.Decisive; doesnt procrastinate on decisions.

Implements decisions; follows through; an expediter.Develops solutions that effectively address underlying problems.Gives appropriate weight to the concerns of key stakeholders.Doesnt hold up other areas or key decisions.

performance guidelines final

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