1. Partnership for Performance
Employee Guide to Performance Management

2. Introduction
Maintaining and growing the company‟s position as a leader in the veterinary supply
industry is a formidable challenge. We have to perform at our best—individually, as
teams and as a company—and continuously raise the bar. Partnership for Performance
is a new program designed to help us accomplish this. It provides us the tools and
approaches to place greater emphasis on managing and improving the performance of
our employees at all levels. It also demonstrates our commitment to employee
empowerment and greater participation in the growth of our business.
This guide will help you understand your role, rights and responsibilities in the
performance management process. It provides information and guidance on on each
phase of the performance management cycle throughout the year, including advice on:

setting performance objectives in conjunction with your manager

monitoring progress against goals and seeking feedback, coaching and
support, as you need it

completing a Self-Appraisal of your individual performance at year end.
3

3. Partnership for Performance (cont‟d)
What’s In It For You?
There are a number of advantages to your participation in the performance
management process. Doing so:

Provides you with greater involvement in planning and reviewing
your own work

Opens up the lines of communication with your manager about your
work priorities and what‟s expected of you

Creates a framework for identifying your development needs and
planning your career path for the future

Ensures that your work is in alignment with the larger objectives of
your team, your business unit and the company as a whole

Facilitates your participation in the growth and dynamic changes
required for the company‟s success in the future.
5

4. Setting Performance Objectives
What Are Performance Objectives?
Setting objectives is the first phase of the performance management cycle.
This is important because it “charts a course” for you and your manager
during the year ahead. Performance objectives define in very clear terms

What you will be expected to accomplish

How your results will be measured

By when you are expected to achieve your desired outcomes.
How Are They Set?
In most cases your performance objectives will be determined by your
manager. Your manager will use several important reference points when
setting objectives, including

The goals set for your team, your business unit and the company in
general

Your position description and major job responsibilities

Your past performance and ways that your strengths and
development needs can impact results.
7

5. Setting SMART Objectives (cont’d.)
The table below shows some illustrative examples of SMART performance objectives. You’ll notice that along
with expected outcomes and measures, each objective has been assigned a weight to indicate its relative priority.
Illustrative Examples
Performance Objective
Weight
Improve turnaround time on solving
customer problems by 30% in the
next two quarters.
50%
By June 30th, identify a recurrent
business problem in the department
and develop a creative solution that
has not been tried before.
35%
Reduce the number of inaccuracies
or data errors in monthly transaction
reports by 50% in the second
quarter.
15%
Outcomes/Measures






Average turnaround time drops to 1.5
days.
Customer satisfaction levels on next
survey increase by 5 percentage
points.
Dramatic reduction in recurrence of
problem.
Fewer complaints from crossfunctional dependents.
Fewer follow-up questions from head
of business unit.
More accurate projections for third
quarter.
9

6. Discussing Performance Objectives (cont‟d.)
What To Do
Offer Input and
Suggestions
How?




Discuss Your
Developmental
Objectives and
Career Interests



After you‟ve listened, share your own perspective on the performance
objectives. If you disagree, clearly explain your reasons why.
Try to offer additional ideas about ways that you could enhance your
contribution to the group.
Think about ways to make your objectives more ambitious in order to further
your professional development. Share your ideas for doing so.
Suggest other objectives that you feel further the team or business unit
objectives.
Share your thoughts on areas needing improvement and opportunities to
expand your knowledge or skills.
With your manager‟s help, define objectives for your professional
development over the next performance period.
Express your ideas about your short- and longer-term career interests.
11

7. Joint Objective Setting
While the objective setting process described above is driven primarily by your manager, you may wish to take
a more proactive role in setting the year’s performance objectives. Doing so can provide you with a stronger
sense ownership toward your performance.
If you wish to participate in joint objective setting, you should follow the suggested steps below:
 Ask your manager to provide you with the objectives for your business unit and team. Carefully
review these to provide a context for your own objectives.
 Summarize and set priorities for each of your key accountabilities.
 Review your past performance and consider changes in emphasis or development steps that could
lead to improved performance.
 Draw up a draft list of objectives for the new year‟s work and development. Be sure to use the
SMART criteria in developing your objectives.
 Share the list with your manager at least two days before your objective-setting meeting.
At the meeting, you and your manager will discuss the objectives each of you has drafted. You
can then agree on a final set that will guide your year‟s performance.
13

8. The Performance Agreement (cont‟d.)
Developmental Objectives
Developmental objectives refer to the
your goals for professional development.
These may include skills needing
improvement, ways of operating that will
increase your effectiveness, specialized
training to provide new knowledge or
expertise, preparations for the next stage
of career advancement, etc. In
expressing developmental objectives, you
and your manager should be specific
about the nature of the desired
improvement and the methods for
achieving it. Some examples of
developmental objectives appear to the
right.
Examples
 To improve communication skills when making
business presentations by:

joining the local chapter of Toastmasters
International

reading the book Simply Speaking, How
to Communicate Your Ideas With Style,
Substance and Clarity by P. Noonan.
 To enhance teamwork skills by:

volunteering for a new project that is too
large for the existing team to complete on
its own

attending the training program based on
the work of Stephen Covey The 7 Habits
of Highly Effective People (available online).
15

9. On-Going Monitoring and Feedback
Setting performance objectives is just the initial step in the Partnership for Performance
program. Success requires a continuous process of monitoring, communication and feedback
between you and your manager.
One of your manager‟s responsibilities is to continually monitor the progress of employees
against performance objectives, offering feedback, coaching and support as needed. However
managers often become distracted by the challenges of running the business, and may not be
able to fulfill this role as perfectly as they would like. If this is the case, you can help to
overcome the deficit by playing a more proactive role in the process. Here are some tips for
doing so.
17

10. Ongoing Monitoring and Feedback (cont‟d.)
Ask for Help
Achieving goals does not always happen easily. Expect to
encounter some setbacks, obstacles and “bumps in the road” along
the way. When these occur, understand that you are not alone.
Your manager is expected to help you, to offer support, to provide
resources and to coach you towards success. So don‟t be shy
about asking for help when you need it.
Learn From
Others
the company is a company of diverse people with diverse talents.
Often the best learning comes from watching others who excel. In
this spirit, try to identify a colleague to serve as a role model or
mentor. Enlist that person‟s support in helping you achieve your
performance objectives.
19

11. Completing the Self-Appraisal (cont‟d)
Color-Coded Rating Scale
The Self-Appraisal utilizes a standardized, color-coded rating scale for each component of the evaluation. In all
cases, you will indicate your rating by placing an “X” in the appropriate box. The scale is described below.
Green
Blue
Yellow
Red
Performance exceeds expectations; your achievements are significant
Performance meets expectations, solid above average performer.
Performance acceptable, but needs improvement. May need counsel, or
could be new employee.
Performance is unsatisfactory
21

12. Completing the Self-Appraisal (cont‟d)
Assessing Competencies





Again if we think of your results as the “WHAT” of
performance evaluation, the competencies represent the
“HOW.” Competencies help to define why you achieved
your results (or why not). As such, they represent the
diagnostic component of self-appraisal.
There are 6 competencies against which all employees are
measured. Each competency represents a unique
behavioral characteristic that enables you to achieve
results. The competencies and their associated behaviors
are detailed on the next several pages.
You will note that each of the competencies is defined in
specific behavioral terms. These are concrete ways that
you may demonstrate this characteristic in your on-the-job
performance. Read the behavioral statements and ask
yourself with what frequency and how effectively your have
demonstrated these behaviors during the performance
period.
Assign a rating for each competency based on your selfappraisal.
After you‟ve rated all 6 competencies, use the color-coded
scale to provide an overall assessment of your
competencies based on demonstrated performance.
23

13. Competency
Commitment
Innovation
Associated Behaviors
 Dedicates themselves to meeting goals and
objectives, without neglecting goals of others.
 Pursues continuous improvement both professionally
and personally.
 Exhibits a „customer first‟ attitude.
 Relentlessly focused on results.





Finds imaginative, yet practical solutions to business
problems.
Makes creative use of resources, and takes
unconventional actions that benefit the company.
Engages in breakthrough thinking.
Actively promotes and develops new products/work
methods.
Able to analyze disparate elements and integrate
them into a logical construct.
25

14. The Performance Review Meeting
After you’ve completed your Self-Appraisal, forward it to your manager for review. Your manager will use
the information on the Self-Appraisal as input when preparing your year-end Performance Review. Once
the Performance Review has been completed, you and your manager will meet to discuss your overall
performance evaluation. Here are some suggested ways that you can prepare for the meeting with your
manager.
Preparing for the Performance Review Meeting
Identify Specific Try to identify specific examples of your performance during the year. Highlight
achievements and results against the objectives established. Also try to identify
Examples
examples of behaviors you‟ve demonstrated that either contributed to positive
performance or interfered with it.
Identify
Improvements
Needed
The linkage between performance and development is a natural one. The
performance evaluation provides an opportunity to highlight areas needing
improvement. Think about the specific skills and behaviors that will increase your
contribution to the company. Be prepared to share your thoughts with your manager.
Draft a
Development
Action Plan
You may start the planning process by highlighting one or two areas that you believe
are most critical for your development in the next year. Then identify some initial
steps and resources you‟ll need support your growth and learning. Be prepared to
offer your ideas to your manager at your upcoming meeting.
27

15. The Performance Review Meeting (cont‟d.)
Discussing Other Performance Factors

After reviewing each performance objective, be prepared to offer examples of other
important performance results you have achieved. These may be results unrelated
to particular goals, but ones which still have an impact on your job performance or
development.

Special assignments outside of agreed-upon accountabilities, or initiatives that
contributed to the team or business unit should also be noted.
Discussing Leadership Practices or Competencies

Listen carefully to your manager‟s discussion of the leadership practices or
competencies and their impact on your results.

Ask questions to clarify your understanding.

Offer your ideas about behaviors that you might demonstrate more frequently for
better results in the future; also identify any behaviors that you may want to eliminate.

Identify leadership practices or competencies that may become a focal point for your
development in the next performance cycle.
29

16. The Performance Review Meeting (cont‟d.)
Signing the Forms

Sign and date the Performance Review form, along with your manager.

You may also add comments to the form, if you wish to amplify or disagree with its
contents.

You and your manager should also sign and date the Self-Appraisal form.

Both documents will be forwarded to an endorsing manager for review and sign-off.
The endorsing manager is usually the head of your department.
Closing the Meeting

Thank your manager for listening to your perspective and for the opportunity to
participate fully in the performance management process.

Express any thoughts or hopes you may have regarding your performance in the
future.
31