(e) the management and evaluation of the performance of GSP staff in accordance with the Agency`s performance management policies and procedures; (e) finding ways to improve individual and team performance; It is essential for this process to set clear and measurable performance expectations in advance. It is far too easy to say that the public sector is another creature and that it is too difficult to define quantifiable outcomes. Agencies must resist the temptation to follow the easy path and ensure that every employee has a performance agreement that clarifies measurable results on key results and their work standards. (i) a clear indication of the expected performance and behaviour of the worker; and (iii) that, if the performance of a GSP staff member is found to be unsatisfactory, staff have a responsibility to cooperate constructively with their supervisor and other relevant persons (including the Agency`s human resources) to resolve performance issues and respond to performance feedback; The starting point for GSP Performance Management is clear, transparent and easy-to-use guidelines. Imagine that. You are the supervisor of an employee at the GSP level. The employee is weak and you implement a performance improvement process. Although they receive regular feedback and the employee receives additional support, they do not improve their performance. The employee`s response at the end of the process is: “You are harassing me” Another important issue facing agencies is the refusal of staff to participate constructively in performance management and unsatisfactory performance processes. Employees may have a number of reasons for refusing to participate – employees who have been in their position for a long time often resist change; Other employees know that if they back down, their boss can let go of the problem. Some employees may be seriously concerned about improving performance, especially if they have never been told that there is a performance issue. The Agency shall require supervisors to effectively manage the performance of GSP staff under their supervision, including by participating in career interviews; (a) the Agency has performance management policies and processes in place that: (d) ensure that GSP staff receive clear, honest and timely information on the employee`s performance; (f) where informed that the performance of the GSP employee is not satisfactory, cooperate constructively by: (iii) with GSP staff and other relevant persons (including Staff of the Agency and the supervisor) in order to discuss unsatisfactory performance and facilitate a collective understanding of the nature of unsatisfactory performance.
(i) identify as soon as possible the type of unsatisfactory service; and (a) endeavour to work as best as possible at the working level to classify GSP staff and in accordance with the GSP Performance Agreement; 39B achieve effective performance – GSP staff (iii) will ensure effective performance management; and superiors are critical to the success of performance management systems, so they need to get the tools to effectively manage their employees and manage unsatisfactory performance cases. . . .