Practices Performed

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Task Instructions:

Measurable performance objectives based on committed work are established for each unit.

    1. The unit’s performance objectives are based on the unit’s committed work.  These performance objectives are established and maintained on a schedule that coincides with the schedule on which work commitments are made for
      the unit.
    2. The unit’s work commitments are consistent with the business objectives and plans of the organization.
    3. All appropriate members of the unit are involved in developing the unit’s performance objectives based on their involvement in making work commitments.
    4. The unit’s performance objectives are reviewed with and approved by those to whom the unit is accountable.
    5. Approved performance objectives for the unit are documented.
    6. Approved performance objectives for the unit are communicated to all members of the unit and relevant stakeholders.

The unit’s performance objectives are periodically reviewed as business conditions or work commitments change, and, if necessary, they are revised.

    1. Unit performance objectives are periodically reviewed with management or other members of the organization to determine the appropriateness of these objectives to changed business conditions or work commitments.
    2. When appropriate, a unit’s performance objectives are revised using appropriate procedures.
    3. Revisions to the unit’s performance objectives are documented.

Those accountable for the accomplishment of unit performance objectives track and manage unit performance.

    1. Those responsible for unit performance maintain awareness of unit accomplishments against committed work and other aspects of unit performance.
    2. Unit progress against performance objectives is reviewed and discussed
    3. Opportunities to enhance unit performance are discussed and improvement actions are identified.
    4. Unsatisfactory performance against unit performance objectives is managed.

Performance objectives based on committed work are documented for each individual on a periodic or event-driven basis.

    1. Each individual’s performance objectives are drawn, in part, from the performance objectives of their unit.
    2. The objectives for each individual’s job performance are not in conflict with their unit’s performance objectives.
    3. Performance objectives for each individual are drawn from, and are consistent with, their work commitments.
    4. Individuals participate in developing their performance objectives.
    5. Individuals agree to and approve their performance objectives.
    6. Individual performance objectives are documented.

Performance objectives for each individual are reviewed on a periodic or event-driven basis, and, if necessary, they are revised.

    1. Individual performance objectives are periodically reviewed to determine their appropriateness under changing personal, workgroup, or unit conditions.
    2. Performance objectives are reviewed every time personal, workgroup, or unit work commitments are revised.
    3. When appropriate, the individual’s performance objectives are revised using the standard procedures employed for defining their performance objectives.
    4. Revisions to the individual’s performance objectives are documented.

Those responsible for performance management activities maintain ongoing communication about the performance of committed work with those whose performance they manage.

    1. Various components of work performance are periodically discussed and analyzed.
    2. Ways to improve the performance of committed work are periodically discussed and improvement actions are taken.

Those responsible for managing the performance of others maintain an awareness of accomplishments against performance objectives for each of the individuals whose performance they manage.

Potential improvements in process, tools, or resources, which could enhance an individual’s performance of committed work, are identified, and actions are taken to provide them.

The accomplishments of individuals against their performance objectives are documented and discussed on a periodic or event driven basis according to a documented procedure.

    1. Those responsible for documenting and discussing accomplishments against performance objectives perform these tasks according to a documented procedure.
    2. The procedure for documenting and discussing accomplishments against performance objectives is communicated to all those affected by it.
    3. An agreement is reached about a time for documenting and discussing accomplishments against performance objectives with each individual affected by the procedure.
    4. Information about accomplishments against committed work and other aspects of performance is gathered and evaluated.
    5. When individuals are responsible for committed work in several units, those to whom their responsibilities report coordinate to ensure that, information about accomplishments against committed work and other aspects of performance is gathered and evaluated, and any overall evaluation of performance incorporates results covering all relevant committed work.
    6. If appropriate, performance documentation is reviewed with appropriate individuals prior to discussing it with those whose performance is being discussed.
    7. Accomplishments against committed work and other aspects of performance are discussed.
    8. If necessary, disagreements about performance results, interpretations, or other performance feedback are discussed and raised to an appropriate entity, such as a higher level of management, the human resources function, or other appropriate professionals.
    9. Skills needing development and actions to develop them are discussed.
    10. Unsatisfactory performance is discussed and preparations are made for follow-up actions.
    11. Opportunities to enhance performance are discussed and actions are identified.
    12. Accomplishments against performance objectives and other results of the performance discussion are documented and maintained in a form consistent with organizational guidance.
    13. Performance documentation is used in performing other workforce activities according to a documented procedure.

If performance problems occur, they are discussed with the appropriate individual(s).

    1. Performance problems are identified, based on appropriate performance objectives, policies, or other applicable guidelines.
    2. A formal discussion concerning the performance problem is held with the individual(s).
    3. Agreement is reached on, a statement of the performance problem, and actions or conditions that would resolve the performance problem, if implemented.
    4. The results of discussions regarding the performance problem are documented.
    5. Actions or results agreed to in the formal discussion concerning the performance problem are monitored.


Performance improvement plans are developed for resolving persistent performance problems according to a documented procedure.

    1. Performance improvement plans are documented.
    2. Individuals agree to their performance improvement plans.
    3. The organization provides reasonable resources to assist individuals in improving performance.

Progress against a documented performance improvement plan is periodically evaluated, discussed, and documented.

    1. Progress is reviewed periodically throughout the period covered by the performance improvement plan.
    2. Progress and discussions regarding the performance improvement plan are documented throughout the period covered by the performance improvement plan.
    3. If performance deviates significantly from the objectives in the performance improvement plan, corrective action is discussed.
    4. At an appropriate time, the improvement program is terminated, and decisions are made and documented based on performance against the objectives of the performance improvement plan.

Guidelines for recognizing or rewarding outstanding performance are developed and communicated.

    1. Progress is reviewed periodically throughout the period covered by the performance improvement plan.
    2. Progress and discussions regarding the performance improvement plan are documented throughout the period covered by the performance improvement plan.
    3. If performance deviates significantly from the objectives in the performance improvement plan, corrective action is discussed.
    4. At an appropriate time, the improvement program is terminated, and decisions are made and documented based on performance against the objectives of the performance improvement plan.

Guidelines for recognizing or rewarding outstanding performance are developed and communicated.

    1. The organization develops guidelines for providing recognition or rewards in
      an effort to achieve reasonable consistency across units.
    2. The guidelines for providing recognition or rewards are consistent with the organization’s compensation strategy and practices.
    3. Guidelines for providing recognition and rewards are communicated.

Recognition or rewards are made on an appropriate basis as events occur that justify special attention.

    1. Recognition or rewards are determined according to established guidelines.
    2. Recognition or rewards are provided close in time to the performance for which they are awarded.
    3. Recognition and rewards are presented to individuals or groups in a way that
      conveys the organization’s appreciation.
    4. When appropriate, recognition and rewards are made known to others in the organization in a way that highlights the behaviors or results that the organization values.