A performance agreement is a method of creating expectations and responsibilities for meeting an established standard of performance excellence — and the consequences of their non-compliance. Two or more parties agree on the actions that the executor will carry out and agree on the expected results of the execution of these actions. Often there are consequences if the actor does not deliver as agreed. One of the first steps in this process is to ensure that there are robust job profiles, as they serve as the basis for a performance agreement (PA), although a performance agreement tends to be more specific and targeted. Nevertheless, the position profile will help you with respect to the key performance areas (KPA) that will be included in the agreement. Professional profiles are part of what we call organizational design and are essentially the most important elements of each organization. Performance agreements not only measure performance, but also set up an excellent communication system to regularly discuss individual performance. These agreements are essentially a way to ensure that everyone knows what they need to work on and why. However, in certain circumstances (perhaps in high-risk situations or in the event of a significant lack of unsupervised work), it may be worth entering into performance agreements with all members of your team. If you think about it, make sure your team members are familiar with the approach and make sure you don`t rely solely on them to manage performance.
Everyone needs a good level of trust, respect and communication from their boss! They sit down with Bill to discuss his performance. Once again. Performance chords are one-way. If you simply decide what the person is going to do, you may be disappointed with the result. If the objectives are agreed upon, you are more likely to see progress. Take the time to develop goals together and be prepared to discuss the “why” in detail. It is a common process — both parties have to agree to make it work. Performance agreements support objective management. Here, executives can help employees understand how their roles fit into the overall success of the company. From there, each employee develops specific performance objectives and objectives that are consistent with the company`s strategic objectives. It is not enough to tell Bill what they expect from him and then put the responsibility for transit on his shoulders. Performance management has more team approach – the person who passes the work must feel supported and encouraged during the process, just as they must feel personally responsible for the outcome.
Let everyone understand the consequences of action or inaction. When a formal agreement sets out specific and measurable expectations, it does not leave much room for arguments. If the person does not respect the agreement, you have a process in place that you can follow.