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Performance Management System Objective Setting Process: Heads of Department (Hods) Play A Critical Role in The Goal-Setting Process

The performance management system involves heads of department collaborating with employees to set SMART goals every two years. Biannual feedback sessions evaluate progress towards goals and identify strengths and areas for improvement to inform new goal setting. Supervisors conduct appraisals using employees' key performance indicators and management by objectives to objectively measure performance data and provide accurate feedback.

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11 views4 pages

Performance Management System Objective Setting Process: Heads of Department (Hods) Play A Critical Role in The Goal-Setting Process

The performance management system involves heads of department collaborating with employees to set SMART goals every two years. Biannual feedback sessions evaluate progress towards goals and identify strengths and areas for improvement to inform new goal setting. Supervisors conduct appraisals using employees' key performance indicators and management by objectives to objectively measure performance data and provide accurate feedback.

Uploaded by

MnK Nafiu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Performance Management System

Objective Setting Process: Heads of Department (HODs) play a critical role in the goal-setting process.

 Collaborative Approach: Employees are encouraged to participate actively in the goal-setting


process.

 SMART Criteria: The SMART criteria are used to develop goals. This guarantees that goals are
Specific, Measurable, Achievable, Relevant to the employee's position, and time-bound within a

set timeframe.
 Twice-Yearly Objective Setting: The process of creating goals takes place every two years. This
enables employees' ambitions to be regularly aligned with changing organisational priorities.
Performance feedback session:

 Bi-Annual Feedback Sessions: The process of creating goals takes place every two years. This
enables employees' ambitions to be regularly aligned with changing organisational priorities.

Structured Evaluation Meetings:

 Objective Review: Supervisors and staff analyse progress towards the specified goals during
feedback sessions. This includes evaluating accomplishments as well as opportunities for
improvement.

Constructive Feedback and Goal Setting:

 Feedback Delivery: Supervisors provide beneficial performance evaluation, identifying strengths


and areas for improvement.
 New Goal Setting: New performance objectives are defined for the upcoming term based on the
feedback received.
Appraisal:

 Supervisor-Led Appraisal: The major duty for conducting the appraisal rests with the
employee's immediate supervisor.
 Supervisor's Oversight and Expertise: Supervisors have direct management of employees' day-
to-day work and are well-positioned to deliver accurate and informed performance feedback.

Technique used to appraise employee’s yearly performances:

 Key Performance Indicators (KPIs): KPIs (Key Performance Indicators) are particular, measurable
metrics that correlate with the company's strategic goals.
 Alignment with Management by Objectives (MBO): with the Management by Objectives (MBO)
methodology. This emphasises the importance of having clear, specific, and measurable goals for
staff.
 Objective and Data-Driven Evaluation: KPIs provide a data-driven, objective foundation for
measuring performance. This reduces subjectivity and guarantees that evaluations are based on
measurable outcomes.

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