Job Enrichment

Delegating more responsibility, authority and ability to take risks in current assignments, to broaden the employee?s role.   

Job Enlargement

Assigning additional duties or new assignments to broaden the employee?s job content.

On-the-job coaching

Imparting skills and knowledge, answering questions, reviewing work, discussing progress and providing general discussion.  Working through problems with employees, as they develop to increase their insight into how they can handle similar problems by themselves the next time.

Special Assignments

Providing an opportunity for comprehensive research of a problem, to enhance analytical ability, judgement, and decision-making skills.

Continuous Improvement Project

Allowing the employee to work within a group that is established to recommend solutions to a problem. This will help the individual to develop skills in working with others and gain a broader perspective of the problem, solution or department.

Job Rotation

Systematically moving the employee from one job to another (usually at the same level) to broaden their knowledge, experience and appreciation of various viewpoints and interrelationships.

Secondment

Providing an opportunity for an individual to take on another role or project,

Replacement Assignment

Allowing the employee to temporarily assume the responsibilities of another (e.g. a colleague) who is ill, on holiday, or otherwise unavailable.  Benefits are similar to job rotation.

Understudy

Providing the employee with opportunities to work directly with a manager or supervisor, in anticipation of eventually assuming some of the supervisors? responsibilities, as a substitute or replacement.

Mentoring

Arranging for the employee to periodically talk or work with specialists elsewhere in the organisation to discuss and enhance business methods, management styles, leadership practices. A less structured form of this is ?informational interviewing?.

Involvement in Meetings

Allowing the employee to attend and participate in departmental or even Board meetings to enhance their knowledge, perspective and appreciation of the bigger picture.

Planned Presentations

Delegating more opportunities to present ideas, plans or findings will give the employee a chance to develop their research planning, organisational and speaking skills, as well as bringing them much closer to the topic.

Coaching/Teaching Assignments

Arranging for the employee to train others and/or act as a learning coach will build knowledge, clarify thoughts and views, and facilitate the learning process.

Open Learning/Study Materials

Providing manuals, journals, books, reports, videos, cassettes, and other reference materials that allow the employee to study at their own pace, and off-site.  (Critical to follow up to discuss what has been learned, to reinforce efforts and show interest.)

E-Learning

E-learning is a convenient and effective way of learning new skills via the intranet or internet.  Similar to open learning it allows the individual to study at his or her own pace.  It is both flexible and convenient as the individual can select when and where to take the on-line courses.

External Courses

Arranging for the employee to attend outside development programmes, workshops or seminars to develop personal, professional, technical or management skills.

Academic Programmes

Encouraging the employee to pursue complementary degree, college and university programmes to acquire and enhance professional skills and knowledge, while gaining an ?edge? towards career development.

Self-Study Programmes

Providing self-paced, self-taught, package programs for the employee to learn at their convenience.

     Reviewing                      

This is the formal review process that takes place every six months to summarise the on-going management of the individual.

Mid-year review

The first review meeting should take place mid-year and will be a review of performance and will openly discuss the following:

Job demands

Objectives

 Agreed Success Factors

 Training and development undertaken / required

 Provide positive feedback on good performance

 Outline key issues and concerns

 Provide additional support, help, coaching, feedback

Although continuous review of objectives will happen throughout the year, this may be the opportunity to formally change objectives in line with changing business needs.

It is also an opportunity to review the individual?s on-going development and review learning from successes and failures. A guidance sheet has been developed to assist the preparation stage of the mid-year review.

Full- year review

The final review takes place to formally summarise the employee?s overall performance against the agreed plan (see below). Prior to the formal review meeting it is essential that managers and employees understand the purpose of the meeting and undertake adequate preparation to ensure the meeting is successful

Managers and employees should fully consider and discuss the following:

Performance against job demands

Performance against Balanced Scorecard or SMART objectives

Performance against identified Success Factors 

 Training and development undertaken and performance against development plan

Discuss development of direct reports (if appropriate)

Overall final performance rating

Career aspirations

Managing Superior Performance

We want to both encourage and reward high performance. The Performance Management process is designed to identify such performance. High performers, if given appropriate support and development, could be the source of enormous added value as long as the business can tap their potential.

High performers need opportunities; created to either accelerate the development of these individuals or to put them into a role that both challenges and stimulates them. Recognising that individual productivity has its limitations, these individuals must also demonstrate the ability to generate team productivity.

Managing Under Performance

Under performance can have a number of negative impacts from both an individual and team perspective besides the damaging business effects. Inevitably there are under performers in all organisations. This may happen for a number of reasons. It is critical to examine the reason for under performance during the Performance Review. It may be due to lack of capability, lack of motivation or it may be a lack of opportunity created by poor career management.

All of these have remedial action and the line manager should discuss their concerns with colleagues or HR resource.  Once the cause has been carefully diagnosed, then corrective action can be taken by either following a Capability or Disciplinary Procedure or supporting the individual with coaching or training or the options outlined in both policies.

Coaching / Feedback

Coaching is the on-going guiding and supporting of progress essential to an individual's success in his or her role and features throughout the Performance Management Process.

Ultimately individuals are responsible for their own career development. If an individual is not keen to improve his or her performance it is unlikely that any advice or development intervention will help. Both positive and constructive feedback plays a critical role in the individual understanding where they are in terms of their performance. Feedback, especially positive, can have a hugely motivational effect on the individual that often drives high performance.