Performance and Development. Performance management
Performance and Development. 24.1. Employees must participate in the ACMA Performance and Development Framework and maintain a current performance and development plan which is developed with their manager. The Performance and Development Framework aims to improve the capabilities, performance and potential of employees and their ability to achieve the ACMA’s outcomes. The Performance and Development framework cycle runs from July to June each year.
Performance and Development. Plan is the individual achievement process established for Jacana Energy;
Performance and Development. 1.35.1 Employees are expected to actively and constructively participate in performance assessment, training and professional development activities as and when required by the University.
Performance and Development. In order to promote professional development, 9 Home Health and HospicePHHH shall provide counseling and evaluations of the work 10 performance of each nurse clinician covered by this Agreement not less than once per
Performance and Development. In order to promote professional development, 32 PHHH shall provide counseling and evaluations of the work performance of each 33 clinician covered by this Agreement not less than once per year. The evaluation 34 process may include goal setting, the clinician’s self- assessment, and the clinician’s 1 manager’s written assessment. Departmental goals will not impact a clinician’s 2 eligibility to advance on the clinical ladder, Rehab Clinical Advancement Program 3 (RCAP), or Social Worker and Bereavement Counselor Clinical Advancement 5 clinician. A separate clinical competency assessment will be conducted annually by 6 a discipline-appropriate evaluator. 7
Performance and Development. 6.1 NZQA will formally review employees’ performance on an annual cycle in accordance with the Professional Development Policy. Broadly, the performance and development cycle involves the following steps: • A performance and development plan will be developed by the employee and the manager for each performance year (based on the job description and NZQA competencies) • New employees will meet with their manager to develop and agree to a performance and development plan. This should occur within six weeks of employment beginning • Informal performance feedback should occur regularly throughout the performance year for coaching and achievement against the performance and development plan • A mid-year performance review will be conducted. This is a conversation between a manager and an employee on their achievement against the performance and development plan to date, and will include an indication as to whether an employee is on track to meeting the requirements of the plan • An end-of-year performance review will be conducted to assess an employee’s achievement of the plan, and the conversation recorded in the performance and development plan. This should be based on the principle of ‘no surprises’ • A provisional performance rating is communicated to the employee and taken to moderation • A moderation process is carried out to ensure consistency of performance decisions made by line managers. The purpose of moderation is to ensure managers have made fair, consistent and accurate decisions about their staff’s performance, and enhance good practice. Moderation can result in a provisional rating being changed • Final ratings are confirmed with the employee following the moderation process and used to inform remuneration outcomes • Employees can appeal their final overall performance rating and the employee will receive written notification of the outcome of the appeal process
Performance and Development. A performance appraisal process will be developed in consultation with the union at the completion of the restructure. Employees may be classified as “unsatisfactory”, “need improvement”, “satisfactory”, “fully proficient” or “outstanding”, on the basis of a range of criteria including quality, service and productive time at work. This may include the payment of a productivity bonus based on the assessment of fully proficient or outstanding performance.
Performance and Development. 16.1 The Parties agree that an effective performance and development process is critical to individual and organisational success.
Performance and Development. In order to assist employees in their personal development and to set and agree on clear and achievable objectives for them, a formal Performance and Development Review will be carried out annually. Other periodic performance reviews and feedback sessions will be carried out throughout the year as required.
