PERFORMANCE REVIEW 2003/4
Name:	Grade:
Position:	Time in Position:
Date of joining:	Managers Name:

Overall Performance Summary

Summary of performance during the past year: (include both achievements and challenges)

Review against last years objectives

OBJECTIVE: Record all objectives agreed – MAXIMUM of 3 bonusable. Objective must include time frame for achievement and measurable target	RESULTS: Was objective achieved?	METHOD: HOW was the result achieved? – highlight approach, behaviours and incorporation of Core Values in achieving the objective
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Overall Rating for Objectives

Shortfall

On Target

Exceeded

Review of Skills & Development

The purpose of this section is to review the skills, knowledge and approach in achieving your objectives, as well as giving you the opportunity to assess your key strengths and development areas. (If you find it easier, please refer to the competency model)

Skills	Strengths/Development Areas
Functional & technical skills/knowledge: These are skills and knowledge specific to your function that are necessary for you to carry out your role competently e.g. range planning, shrinkage control, the accounting processes, recruitment processes
Behaviours (Behavioural Competencies) These are skills that are essential to successfully working with others and help you maximize your performance e.g. communication, leadership, being a team player, gaining buy-in, flexibility, the desire to exceed expectations, respect for others

Overall Performance Score (objectives and overall performance)

Unacceptable

Somewhat short

Achieved

Exceeded

Far Exceeded

Assessment of potential (input for MDR process)

	Timeframe Tick one box only
			Now	Within 1 year	Between 1 & 2 years	Beyond 2 years
New to job
Needs to develop further in current role
Potential for different role at same level
Potential for additional responsibility in same role
Potential for more senior role
Additional comments on other factors affecting potential [e.g. mobility; personal aspirations]
Nomination for WGLP via MDR?		Tick Box

	Name:	Position:	Date:
Completed by: [Reviewer]
Agreed with: [Review]

Quarterly Review

The purpose of this section is to review your performance throughout the year. By keeping track of your achievements on a regular basis, you will have a clearer understanding of what you have achieved and what you still need to work on.

May	Review against overall performance and objectives
Date:	Key Skills:
August	Review against overall performance and objectives
Date:	Key Skills:
November	Review against overall performance and objectives
Date	Key Skills:

DEVELOPMENT PLAN
Name:	Grade:
Position:	Date:
Agreed with Name:	Position:

Development Goals

Situation and Context

Deliverables/How will it look once target is achieved?

Actions required to achieve goals

Measure of success

Potential Barriers

Timescale

What does a Development Plan Look Like?

Development targets will have a different focus depending on the individual. For example, a person who has aspirations to move into a more senior role may wish to include goals like:

· develop greater cross-functional awareness

· develop X area of technical skill

· expand skills in managing meetings where senior managers are present

· enhance political awareness and sensitivity

· develop team leading skills

For those who do not have active career aspirations or are in their optimum role, goals may focus on enhanced contribution in other ways. For example:

· develop coaching skills to share expertise on XXXXXX with the rest of the team

· develop greater expertise on XXXX to become a resource for the team

See the end of this section for a worked example.

Forms: See Learning Zone – What paperwork do I need to use?

Who is accountable for what?

ACTION	INDIVIDUAL	LINE MANAGER	HR ADVISER	LEARNING & DEVELOPMENT
Writing Development Plan	Agree dates for discussion with manager. Writes up plan after discussion. Keeps copy.	Agrees date with individual. Discusses plan, signs off on completion. Keeps copy. Submits list of completed plans to HR Advisor	Offers coaching to managers. Reviews completions list in each department on a regular basis.	Offers training on development planning. Offers/publicise opportunities for learning and development.
Update Development Plans (ongoing, also triggered by MDR feedback or development action)	Updates Development plan Agrees new targets with Manager	Receives copy of individuals up-dated DP’s. Reviews implications on overall dev. priorities this year.		Offers advice/information on how MDR related development needs could be met

DEVELOPMENT PLAN
Name:	EXAMPLE	Grade:
Position:	EXAMPLE	Date:
Agreed with Name:		Position:

Development Goals	Situation and context
Persuading and influencing in meetings	Particularly with senior managers, and when information is ambiguous

Deliverables/How will it look once target is achieved?	Actions required to achieve goals
- calm, assured, effective eye-contact - able to take on a variety of ‘roles’ in a meeting (such as advocate, supporter, challenger, enquirer) - sells benefits in ways that relate very strongly to the listeners - is positive and enthusiastic about proposals put forward, but also recognises and assesses risk or penalty of different courses of action (ie is realistic)	- arrange to attend more ‘high profile’ meetings - learn about different ‘roles’ in meetings (LRC or training programme) - find role model and discuss approaches - review with manager - get clarity around what you want to persuade others to do

Measure of success	Potential Barriers	Timescale
Positive feedback from other managers (collected by speaking to them informally after meetings?). Self -review of success and unsuccessful meetings.	Time/Self belief?	Review in 3 Months time and assess the level of change