Overview

Each state employee plays an important role in making their respective agency the best it can be. This online Performance Management Program provides tools for the ongoing process of workforce planning, employee coaching, feedback, and development. 

(For information about the State of Idaho Performance Management format (rating levels, templates, standards and definitions, and Employee Appraiser Tutorial), visit the Division of Human Resources website.)

Idaho State government's Performance Management Program provides ways to bring out the best in employees and allows agencies to meet their goals. The focus is on communication - communication about performance. Performance appraisals develop and motivate employees by ensuring their activities are linked to their goals and the mission of the agency. Using Employee Appraiser computer software makes this process even easier.

The links at left will take you through the performance management process, from a general overview to delivering the actual appraisal.

The Performance Management Program consists of four parts that complete the full cycle of performance management.
	Setting Performance Expectations
	Keeping Performance on Target
	Realigning Performance
	Appraising Performance

The graphic below shows the Performance Management Program.

The Performance Appraisal Process

The Performance Management Program establishes a year-round partnership between employee and supervisor while creating a shared understanding about work that is to be accomplished and how work is to be done.

Job responsibilities, expectations, performance standards, and development activities are identified and agreed upon. These are linked to the goals of the agency so that each employee's work is connected to the agency's mission. Frequent communication provides feedback and support to the employee regarding his or her performance.

Why Do Performance Appraisals?

Idaho Code requires annual performance appraisals (I.C.67-5309(h)) Performance appraisals assist employees in developing their careers and being successful in their jobs. They describe expectations and standards for all state employees. They ensure the agency mission and vision are achieved by:

1. Motivating and encouraging employees to be productive contributors to the mission and goals of the agency.

   	Ensuring activities of the employees are linked to the goals and mission of the unit, division, and agency.
   	Discussing employee performance through feedback.
   	Documenting communication regarding performance objectives to employees.
   	Establishing performance standards with stated goals and objectives.
   	Focusing on outcomes and results.
   	Enhancing communication through continuous feedback and coaching between employee and supervisor.

2. The performance appraisal program promotes statewide consistency.

3. The performance appraisal is a legal requirement and serves as a legal document.

4. The performance appraisal documents serve as resources to make human resource decisions, i.e. recruitment, promotion, succession planning, training plans, and compensation

The Supervisor's Role

As a supervisor, you have many responsibilities in performance management. You provide recognition and reward achievement while removing barriers that impede an employee's success. One way of accomplishing this is by role modeling  the desired behaviors. Model your vision, goals, and expectations. Negotiate methods. Challenge employees to reach their optimum level of performance and hold them accountable.

Remember: "In order for you to be successful as a supervisor, your employees should be successful!"

The Appraisal Process

To help supervisors and employees be successful, there are several elements to the performance appraisal process. These form a process that continues throughout the review period.

	Set expectations. Employees must know what is expected and how their job supports the agency's mission before the review period begins. Gain agreement on the goals, performance standards and objectives that are set. Review the goals with the employee periodically and make changes as needed.
	Provide support. Arrange for training, provide resources, encouragement, and developmental opportunities so employees can meet their objectives and the objectives of the agency.
	Provide feedback on employee performance that is: · Timely - give employees time to correct behavior · Specific · Honest · Designed to help the employee be successful · Reinforces effective behavior
	Record significant employee performance events when they occur. Include both positive and negative performance issues. Use the Employee Folder of the Employee Appraiser Program to record specific events.
	Seek employee feedback on performance issues. ASk for employee feedback and input. Use open ended questions. Don't make assumptions. Get all the facts. Communicate!
	Prepare and review the performance appraisal prior to the due date. Gather feedback; consider asking the employee to answer some self evaluation questions. Know your agency's policy/procedure on delivering the performance appraisal document. Be timely - it really matters to the employee..
	Communicate. It is the hallmark of good performance management. There should be no surprises. Communication should occur throughout the review period and most importantly, when the annual appraisal is delivered.
	Use the formal review process. It can be used for human resource decisions such as promotions, transfers, dismissals, succession planning, assessing training needs.

Go to State Guidelines