Performance Management Glossary

Accountability
Taking responsibility for your actions and performance. You need to strive for results and take individual responsibility. Work hard to succeed.
Annual Review/Year-End Assessment
Annual Reviews occurs at the end of the performance year and it is an opportunity to review an employee's performance over the previous 12-months. An employee's review must be submitted by their manager. The manager may use the employee's self- assessment as well as feedback from additional sources in order to complete the Annual Review.
Assessment
Appraisal; evaluation. Managers will provide employees with an assessment of their performance and their progress against goals. Managers are to inform employees if they are meeting or not meeting goals.
Calibration
Calibration is the process where managers meet to review and align the performance categories/ratings across employees in comparable roles. It's intended to facilitate consistent application of performance categories/ratings relative to contributions, impact and the manner in which goals were achieved. It is also a way to help facilitate talent identification - high, solid, low performers.
Career Aspirations
Jobs, roles and/or functions the employee aspires to participate in which promote ongoing learning, performance and career growth. Career aspirations should be captured in an employee's Development Plan.
Cascading Goals
Business unit/team goals that have been driven down into the organization via manager communication for better alignment of all goals throughout the organization from top to bottom.
Coaching
The ongoing process of helping an employee to identify and overcome hurdles that prevent him or her form excelling at the job.
Competencies
Competencies are behavioral and observable. Competencies as displayed in a colleagues' Development Plan are identified as strengths or development needs.
Development Discussion
Focused on development within current role as well as professional/ longer term career development. Additionally the discussion should cover progress to date on current business and personal goals to see if any course correction is warranted.
Development Goal
A developmental goal is a combination of learning and business goals that will enhance an employee’s performance and/or contributions to the organization. Describes what development is needed within current role to achieve or exceed current goals and responsibilities. Development can be skill and behavioral based.
Development Outcome
A development outcome describes the desired result - what the colleague can do, how he/she performs differently based on an acquired knowledge or skill and/or new or enhanced competency. Development outcomes are supported by specific actions and documented in an employee's Development Plan
Development Plan
A Development Plan is a document that reflects an employee’s strengths, development needs, development outcomes and actions as agreed by the employee and manager. The Development Plan also allows the employee and manager to document progress throughout the year.
Development Planning
An iterative, interactive process in which an employee and their manager assess strengths and developmental needs, and agree on focused development objectives that will enhance the employee's ability and achievement of short and long term professional aspirations. The dialogue is documented in the employees Developmental Plan.
Differentiation
The process of appropriately recognizing high, solid, and low performers by using the full range of the rating scale's performance categories.
Feedback
Feedback helps with the productivity of the workplace. It enables employees to understand the manager's expectations of them. Feedback can be positive or corrective – used to reinforce that which is positive or identify areas for development. With this information, employees are equipped to improve their job performance and stay motivated. Feedback can be formal and informal. Peers, managers and external customers can provide feedback on employees. Direct reports can also provide feedback on their managers to determine the managers' effectiveness and overall management skill level.
Feedback Discussion
Focused on providing feedback. Could be used to focus on discussion of progression/ achievement of goals and understanding any behaviors that need to be changed.
Goal Setting Discussion
Goal setting is the process in which employees and their managers identify and agree upon expectations, priorities and goals. Employee goals will tie to manager goals. Employees should set at least three goals which include business and team goals.
Goals
Goals are general statements expressing company’s (Dept., division, program), aspirations or intended effects, often stated without time limits. Goals may not necessarily be stated in quantitative terms though they should be associated with one or more measureable objectives.
Innovation
Aim for continuous improvement within our products and services. Achieve a competitive advantage through new ideas and creative approaches. Approach challenges with a problem-solving and optimistic attitude.
Integrity
Communicate openly and honestly. Respect diversity and others’ ideas and points of view. Behave in a fair and transparent manner
Manager's Commitment
The professional commitment and investment (i.e. coaching, feedback, etc.) as well as resources that will be made available in support of an employee's continued development
Merit Budget
A fixed sum decided annually to form merit increases
Merit Increase
An annual salary increase that recognizes employee performance for the previous year.
Organizational Goal
A general goal that the company as whole is trying to reach.
Pay for Performance
Pay-for-performance ties an employee's pay to their performance on the job
Performance Goals
Individual goals with key performance metrics - both qualitative and quantitative. Goals should be S.M.A.R.T. - Specific, Measurable, Achievable, Relevant and Time Bound.
Performance Management
Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. The process of motivating employees through setting goals, measuring progress, providing ongoing and frequent feedback, assessing and rewarding achievements.
Performance Review
A documented performance dialogue conducted by an employee and his/her manager that assesses results achieved against objectives and goals established
Progress Review
A recommended type of Performance Review that may be documented at any time and with any frequency throughout the performance year
Rating
An assessment of the level of performance using a rating category. PrazeMe allows 1-5.
Rating Category
A term used to indicate the level of performance.
Rating Descriptor
A description of the level of performance or the performance standard associated with each rating category
Resources
Tools, programs, systems, and/or other opportunities provided in order to assist the employee in achieving developmental goals. This includes their manager's time, funding for a formal training program, help identifying a mentor, etc. Resources should be discussed and agreed upon with an employee's manager.
Reviewer
Usually the employee's manager, but can be delegated to someone else if the manager is unavailable or manager position is vacant.
Self-Assessment
The process of collecting and analyzing data on one's own performance and documenting the assessment in the Progress or Annual Review, where it serves as an input to the manager review.
SMART
Specific, Measurable, Action-orientated, Realistic and Time-bound.
SMART Goals
A framework to assist in writing effective goals. SMART goals satisfy each of the following criteria: Specific, Measurable, Actionable, Realistic and Time-bound
STAR
A framework to assist in requesting and providing feedback on performance. The components of feedback include the Situation or Task, Action and Result.
STIP
Short Term Incentive Plan
Teamwork
Create positive working relationships with colleagues, within and outside own work. Collaborate and use received feedback to contribute to shared goals.
Value Creation
Work hard and smart. Set high expectations for product quality and building customer relationships. Ensure our daily actions contribute to meeting goals of the Company and of satisfying our customers.
Year-End Assessment Discussion
Based on the cumulative assessment of the annual year and how an employee has performed against the responsibilities of their role and their goals. What results are achieved (incorporating key performance metrics). How those results were achieved (based on confidential feedback received).