Performance Management Process Sample Clauses

Performance Management Process. The Union and the Company agree that many factors contribute to employee performance. The Performance Management Process provides a method for employees and management to determine individual performance goals, assess performance against those goals and performance values, and establish developmental plans to address performance needs or gain additional knowledge, skills and abilities as necessary. (a) Each employee, including new hires, and his or her supervisor will participate in periodic Performance Management discussions, which may be initiated by either party. Discussions should promote a mutual understanding of all factors that contribute to or are affected by performance, such as: (b) The Performance Management Process consists of four activities: goal setting, coaching and feedback, assessing performance and employee development. 4.1 (b) (1) Goal setting" consists of documenting job responsibilities and establishing individual performance goals and objectives, based on previously communicated organizational business goals and objectives. 4.1 (b)(2) “Coaching and feedback” consists of the following: 4.1 (b)(3) "Performance assessment" consists of an ongoing communication and assessment of previously defined job responsibilities and performance goals and objectives as well as the performance values. Assessment results from each review shall be recorded in the Company Performance Management record system. Employees are responsible for continuously updating their plan as goals and objectives change. 4.1 (b)(4) "Employee development" is a discussion and coaching process to help employees and managers work together to enhance the employee’s knowledge, skills and abilities to meet current and future business needs. Additionally, it provides a mechanism to support the development of skills and abilities so that each employee has the opportunity to develop professionally and personally.

Performance Management Process. The Union and the Company agree that many factors 21 (a) Each employee, including new hires, and his or her supervisor will participate in periodic 27 (b) The Performance Management Process consists of four activities: goal setting, coaching and 49 4.1 (b) (1) “Goal setting” consists of documenting job responsibilities and establishing individual 52 4.1 (b)(2) “Coaching and feedback” consists of the following: 56

Performance Management Process. Manitoba Public Insurance’s Shop Measures Guide and Performance Recognition Program are both located on the MPI Partners Website and ensure that Proper Repairs are performed in a fiscally responsible manner.

Performance Management Process is an ongoing communication process between the employee and the employee’s supervisor regarding the performance standards/expectations during the twelve-month rating period. The three-step process includes: a meeting establishing standards/expectations and performance factors/goals (held in March/April – beginning of the evaluation period); a meeting mid-year providing feedback and coaching (held in September/October); and performance review, completion of the evaluation and discussion (held in March – end of evaluation period).

Performance Management Process. The Union and the Company agree that many factors (a) Each employee, including new hires, and his or her supervisor will participate in periodic 16 y job assignment, responsibilities and expectations; 18 y the effect of performance on salary reviews; 20 y the effect of performance, knowledge, skills, abilities and other characteristics on

Performance Management Process. The Union and the Company agree that many factors contribute to employee performance. The Performance Management Process provides a method for employees and management to determine individual performance goals, assess performance against those goals and performance values, and establish developmental plans to address performance needs or gain additional knowledge, skills and abilities as necessary. (a) Each employee, including new hires, and his or her supervisor will participate in periodic Performance Management discussions, which may be initiated by either party. Discussions should promote a mutual understanding of all factors that contribute to or are affected by performance, such as: • job assignment, responsibilities and expectations; • the effect of performance on salary reviews; • the effect of performance, knowledge, skills, abilities and other characteristics on retention ratings; • education and/or significant experience gained by the employee and related to his or her career progress within the Company; • other assignments, skills, or classifications that the employee may be qualified to perform. For newly hired employees, Performance Management discussions should be initiated as soon as possible and occur as frequently as necessary to ensure early alignment with organizational goals and objectives and performance expectations, encourage job progress and growth, and ensure a smooth transition into the workforce. (b) The Performance Management Process consists of four activities: goal setting, coaching and feedback, assessing performance and employee development. (1) Goal setting" consists of documenting job responsibilities and establishing individual performance goals and objectives, based on previously communicated organizational business goals and objectives. 4.1 (b)(2) “Coaching and feedback” consists of the following: • Ongoing discussions that provide valid, constructive, performance-based feedback related to goal attainment and/or performance values, • Frequent and focused coaching interactions between employees and supervisors, • Encouraging further development of those employees who meet or exceed expectations, and • Provide feedback to help those who are falling short to identify and overcome impediments to their success. 4.1 (b)(3) "Performance assessment" consists of an ongoing communication and assessment of previously defined job responsibilities and performance goals and objectives as well as the performance values. Assessment re...

Performance Management Process is an ongoing communication process between the employee and the employee’s supervisor regarding the performance standards/expectations during the twelve-month rating period. The three-step process includes: a meeting establishing standards/expectations and performance factors/goals (held in March/April – beginning of the evaluation period); a meeting mid-year providing feedback and coaching (held in September/October); and performance review, completion of the evaluation and discussion (held in March – end of evaluation period). When an employee is on probation or was rated as overall Needs Improvement or Unsatisfactory during the previous rating period, the long PMP form shall be used. Subsequent to the probationary period, the supervisor may use either the short or long form. Each supervisor is required to use the same type of form (long or short) for all employees represented by the Union under their supervision (See Appendix A).

Performance Management Process. The Union and the Company agree 7 Process provides a method for employees and management to determine individual 8 performance goals, assess performance against those goals and performance values, 9 and establish developmental plans to address performance needs or gain additional (a) Each employee, including new hires, and his or her supervisor will participate 13 in periodic Performance Management discussions, which may be initiated by either 14 party. Discussions should promote a mutual understanding of all factors that 17 • Job assignment, responsibilities and expectations; 19 • The effect of performance on salary reviews; 21 • The effect of performance, knowledge, skills, abilities and other 24 • Education and/or significant experience gained by the employee and 28 For newly hired employees, Performance Management discussions should be initiated 33 4.1 (b) The Performance Management Process consists of four activities: goal setting,

Performance Management Process. Setting Individual Objectives November – January • Cascade objectives from corporate priorities • Supervisors meet with employees to discuss and agree on objectives Assessing and Evaluating Mid-year: June – July • Meet with each employee for feedback discussion and review of yearly objectives Year-end Assessment: November – February • Employee completes year-end self-assessment • Supervisors or employees may request colleague feedback • Supervisors complete evaluations of employees based on yearly objectives • Supervisors meet with employees to review evaluations

Performance Management Process. The Union and the Company agree that many factors contribute to performance. The Performance Management Process provides a method for employees and management to determine individual performance goals, assess performance against those goals and establish developmental plans to address performance needs or gain additional knowledge, skills and abilities as necessary. (a) Each employee, including new hires and his or her supervisor will participate in periodic Performance Management discussions, which may be initiated by either party. Discussions should promote a mutual understanding of all factors that contribute to or are affected by performance, such as: (b) The Performance Management Process consists of four activities: setting goals, coaching and feedback, assessing performance and employee development. 4.1 (b) (1) “Goal setting” consists of documenting job responsibilities and establishing individual performance goals and objectives, based on previously communicated organizational business goals and objectives. Goals should also show alignment with the expectations for the employee’s Job Family (JF) and Skills Management Code (SMC) appropriate to their current or higher level. 4.1 (b)(2) “Coaching and feedback” consists of the following: 4.1 (b)(3) “Performance assessment” consists of an ongoing communication and assessment of previously defined job responsibilities, and performance goals, and objectives. Assessment results from each review shall be recorded in the Company Performance Management record system. Employees and Management will work together to continuously update their plan as goals and/or objectives change between scheduled reviews. 4.1 (b)(4) “Employee development” is a discussion and coaching process to help employees and managers work together to enhance employee’s knowledge, skills, and abilities to meet current and future business needs. Additionally, it provides a mechanism to support the development of skills and abilities so that each employee has the opportunity to develop professionally and personally.