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The management of performance development is a shared process between supervisor and staff and is based on objectives and indicators, achievements and individual development plans. These aspects should be aligned with the staff member’s position description, the operational plan of the local area and the organizations strategic plan and goals. Discussions about performance should be regarded as an integral part of the continuing process of performance development. The Performance Development Review is the basis for assessing overall performance of the preceding period. A formal performance review is due one year from commencement and should be undertaken at least once during each year. At the completion of the performance review cycle the supervisor must make an assessment of the staff member’s performance and apply a rating. Overall demonstration of consistent and sustained performance with all objectives being met and many being exceeded. Overall demonstration of consistent and sustained performance with all objectives being met and some being exceeded.


Performance in most areas met the requirements of the position whilst other missed by a small margin.
The assessment of performance must be based on each of the performance components and the agreed outcomes and indicators. The overall performance rating is linked to other organization processes and it is important for supervisors to be aware of these both for planning and recognition purposes.
Through Themis supervisors are required to enter the performance rating for staff members before the end of the PDF cycle. The successful implementation of a performance development process is crucial to attain and sustain excellence, to validate selection and to help staff understand and take responsibility for their performance. During the planning stage the supervisor and staff member discuss the elements of a Performance Development Plan.
Ongoing discussions are important when setting objectives because many factors (staffing levels, workloads or different work conditions, for example) can affect achievement.
Frequent discussions will help ensure that staff receive ongoing guidance, support, coaching and encouragement.


In an ideal world there should be no surprises at the review since performance issues have been discussed as they arise during the performance period. The structured performance development review relies on a formal discussion and performance rating. The objectives and performance indicators will have been clearly documented and feedback continuous.
The value of intense and purposeful interaction between a supervisor and staff member should not be underestimated.



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human resource management training objectives



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