PERFORMANCE MANAGEMENT AND REVIEW. The purpose of this Article is to recognize the importance of and to promote proper performance management and review, thus enabling the employee to continually enhance performance to the benefit of career development, the accomplishments of the organizational unit and ultimately the success of the Company.
PERFORMANCE MANAGEMENT AND REVIEW. 9.1 Performance will be reviewed by the Secondee’s functional line manager in NOMS in accordance with the CRC’s procedures and utilising its documentation. The CRC may provide training or support on these procedures to the functional line manager if required. Copies of any performance review documentation will be forwarded by the functional line manager to the CRC’s Head of HR for retention on the Secondee’s personal file. Continuation of the secondment will be subject to the Secondee’s satisfactory performance.
PERFORMANCE MANAGEMENT AND REVIEW. 9.1 Performance will be reviewed by the Secondee’s functional line manager in the YOS in accordance with HMPPS’ procedures and utilising its documentation, with input from the HMPPS line manager as required. HMPPS may provide training or support on these procedures to the functional line manager if required. Copies of any performance review documentation will be forwarded by the functional line manager to HMPPS’ Shared Services [add address] for retention on the Secondee’s personal file. Continuation of the secondment will be subject to the Secondee’s satisfactory performance.
PERFORMANCE MANAGEMENT AND REVIEW. 10.1 Each SLA will contain provision regarding performance management and review as agreed between the Parties.
10.2 For the avoidance of doubt each SLA to which the provisions of this Agreement apply may be varied following review by agreement in writing of the Parties.
PERFORMANCE MANAGEMENT AND REVIEW. The purpose of this Article is to recognize the importance of and to promote proper performance management and review, thus enabling the employee to continually enhance performance to the benefit of career development, the accomplishments of the organizational unit and ultimately the success of the Company.
18.01 Principles Performance Review will be governed by the following principles:
(a) Employees should receive meaningful feedback on their performance on an ongoing basis. In addition, employees will receive an informal six month feedback session/review. Employees will have their performance formally reviewed annually, and discussed with them by their managers by September 30 each year;
(b) Employees will normally have their performance reviewed prior to a transfer or change in managers. Employees may request a formal review at the time of transfer;
(c) The performance review dialogue should focus on -
(i) establishing a clear understanding and equitable assessment of the employee's contributions and achievements relative to the established goals, expectations and requirements;
(ii) recording, assessing and guiding the development of the employee's skills and capabilities;
(iii) establishing individual employee objectives for the subsequent year, identifying employee career development goals and discussing training or other actions to assist in the attainment of those goals. The employee’s readiness for promotion will also be discussed during the performance appraisal process;
(d) The performance appraisal will include an overall assessment of the employee’s performance over the review period. The categories are as follows:
a. Needs Development
b. Mostly Successful in Meeting Expectations c. Successfully Meets Expectations
PERFORMANCE MANAGEMENT AND REVIEW a) A nominated Senior Manager from the Supplier and the Company’s nominated Manager will every six months after the Commencement Date of this Agreement to review Supplier performance.
b) The Supplier agrees to a yearly site Audit conducted by Company personnel regarding the Supplier’s performance of the services and compliance with this Agreement.
c) The Supplier will comply with our Winc Supplier Code of Conduct as attached in Schedule 7.
PERFORMANCE MANAGEMENT AND REVIEW. All areas of Council Service are subject to service planning and performance measurement and review. This is illustrated through work programmes, service plans, corporate strategies, financial planning and more recently the Comprehensive Performance Assessment regime with its over-arching plan and specific national and local performance measures. Performance against the Performance Indicators are subject to quarterly reviews reported to the Director. Similarly there is ongoing monitoring of the deployment of financial resources against agreed budgetary provision. The monitoring of performance against Service Plans and Work Programmes has been discussed earlier in this document, it involves Directors, Chief Officers, Service Managers and employee groups. In addition, there is external review of performance through Audit Commission, External Audit and statutory returns such as those to the Food Standards Agency. The following is a breakdown of quality management and review procedures:
