As part of the performance management process, including through the application of the positive performance management principles in section 25A of the Public Service Act 2008, managers have regular performance conversations with employees.
The performance practice cycle
The performance practice cycle represents the continuous process of managing employee performance, and is based on the assumption that:
- well-designed recruitment and selection processes find the best candidate for a role.
- when a new employee commences employment, a manager sets and makes an employee aware of the performance and conduct expectations of the role.
- a manager pro-actively manages an employee to achieve the performance and conduct expectations of the role.
- if performance and conduct expectations of a role are not being met, a manager takes prompt and appropriate action to address the matter.
See the key stages of the cycle below that detail the main objectives for each review period.
- Design the process to get the best match between role (performance) and person (conduct)
- Attract and recruit employees
- Onboard and induction
- Manage the probation process
- Define performance expectations
- Complete performance and development agreement
- Regular performance conversations
- Positive performance management
- Re-confirm performance expectations
- Discuss employee development
- Acknowledge and reward high performance
- Regular, timely and constructive performance conversations
- Take management action focused on self-correction
- Consider the most appropriate response when an employee’s conduct or performance requires attention
- Refer to the process for managing unacceptable work performance in the directive relating to positive performance management, and to the positive performance management principles in section 25A of the Public Service Act 2008.