RE: REQUEST FOR PROPOSAL (RFP)

FOR
PERFORMANCE MANAGEMENT PROCESS
(#RFP2-02/2016)
VICI
NSCC, MARCONI CAMPUS
NOVA SCOTIA

APRIL 4, 2016

TABLE OF CONTENTS

Introduction ....................................................................................................................................2
3.1.I: Annual Goal Setting and Review Process..............................................................................4
3.1.II: Performance Criteria Based on KPIs ...................................................................................7
3.1.III: Individual Development Plans & Performance Improvement Plans .................................10
3.1.IV: Career Planning ..................................................................................................................13
3.1.V: Guidelines for Incorporating Continuous Feedback and Dialogue .....................................16
3.2: Electronic Performance Planning and Review Form (EBR) ...................................................17
3.3.I: How Vici Envisions the Process ...........................................................................................21
3.3.II: Related Training Required ...................................................................................................23
3.3.III: Performance Aids ...............................................................................................................26
Appendix A: Definitions ................................................................................................................27
Appendix B: Figures ......................................................................................................................28
Appendix C: Forms ........................................................................................................................29
Appendix D: Visual of Mock S: Drive ...........................................................................................36
References.......................................................................................................................................40

INTRODUCTION TO VICI
In the essence of VENDI, VIDI, VICI (The Latin phrase I came, I saw, I conquered) we at Vici
are providing a dynamic Performance Management System to support your organizations
entrepreneurial spirit. Vici brings together the talents of a diverse group of students. Our
experiences in Human Resources Management, as both students and employees, along with our
willingness to go the extra mile is the foundation on which our group functions.
Marika has practical experience in training design and delivery, people development, as well as
the development and implementation of employee engagement programs. She has a strong
working background in customer service.
Lindsay has trained team members, participated in OH&S committees, as well as guided and
developed the ideas of her co-students into practical tools that can be applied in the workplace.
She is vital in the process of bringing ideas to fruition. She, along with Marika, are Vicis
creative sparks.
Danny has experiencing leading teams in a working environment of 20+ members, participated
in recruitment and selection in a variety of organizations, utilized performance management on
an international level, and has participated on various workplace committees across his career.
Jeremy has experience with training individuals, policy development, organization and
implementation of workshops for the betterment of the workplace, and was integral in the
development of a recruitment and selection process.
Vici has created a performance management process that can go anywhere. We have chosen to
refer to this process in the context of working within Affinio's shared drive or a form of
intranet. Our approach to this performance management system is that it needs to be simple,
streamlined and above all: functional. The process also foregoes the traditional appraisal style
where numeric values are used to express successwe at Vici feel that the employee is either
performing or are simply not. This process we present to you will make successes easy to
communicate.
Currently tailored to the role of Enterprise Business Representative (EBR) for demonstrative
purposes, our comprehensive yet concise guide through your employees performance
development is the answer to Affinios needs.

3.I.I ANNUAL GOAL SETTING

To begin creating an effective performance management process for Affinio, it is important to
clearly communicate the overall business objectives in order to form individual employee goals.
These objectives serve as the foundation for the company and are communicated to team
members to ensure clarity and awareness of their importance and how these objectives will
influence their personal successes.
The EBR will meet with their team leader to discuss personal objectives and unsure they align
with the business goals. This preliminary dialogue is the first step in the performance
management process and requires the most time. Dedicating extra time to this step is
fundamental: the alignment of personal and team objectives are a major advantage if they are set
to link with business objectives. This will be accomplished through the setting of long and shortterm goals.

Figure I.I
.
Individual
Short &
Long
Term
Goals

Review
Process

Business
Objectiv
es/Goals

On-going
Feedback

SemiAnnual
Check-ins

After Affinios objectives have been communicated to the team member, it is important for the
team leader to review the department objectives and goals with him or her. During this time,
expectations for the EBR position should be re-addressed by reviewing the job description.
Questions are encouraged; there must be continuous dialogue between both parties in order to
gain buy-in from the employee and support from the team leader.

The next step is to establish the team members long-term goals. Long-term goals should follow
the guidelines of SMART goals. Ideally, long-term goals should have a set timeframe so that the
team member is aware of the performance review cycle and the importance of completing goals.
Establishing short-term goals should be the third step of the process. These goals do not need to
be as formal as the long-term goals that were established. Short-term goals can reflect the
individuals mission statement. The team lead can begin this performance dialogue by asking the
employee:

What smaller steps can you take to achieve the long-term goals you have set?
What are your personal objectives or expectations at Affinio and how can you utilize the
company to further your skill set?
Are there any barriers that could prevent you from accomplishing your goals?
What can I, as your team lead, do to help you achieve goals easier?

The employees short-term goals should be linked to long-term goals that have been set by them
and their team leader in order to serve a purpose. Short-term goals need to be reviewed
frequently in order to determine whether the individual is making progress. If the team leader
does not check in with the individual often it will be difficult for the employee to assess whether
they are staying in line with the long-term goals that have been set. We recommend continuous
feedback on a weekly basis in order to keep goals on track.
A form will be used to record both short and long-term goals established in the goal setting
session. This form will be stored in the individuals shared drive where they will be expected to
document their achievements as well as any problems that have come up. The team leader will be
expected to provide feedback on the shared drive regularly to ensure that the individual is in line
with their goals. There will be a comment section for the team leader in order to provide
feedback.

REVIEW PROCESS
After goals have been thoroughly discussed and set by both team leader and employee, a time
line should be developed which reinforces the previously proposed time frame. The timeline will
be used as a guide to schedule the review stages (which will take place annual or semi-annually
depending on the available time.) The timeline should be posted in the individuals shared drive
so they are aware of the upcoming important dates. *Note: these dates are an example of a
possible timeline only, and can be revised as needed.
Figure I.2
Annual Goal Setting Session
Check-In
Semi-Annual Review
Check-In

December 20--/January 20-On-going Feedback

June 20-On-going Feedback
5

Annual Review

December 20--

The check-ins will be used to address issues and obstacles that the employee may need assistance
or input from the team leader to overcome. In cases where training or coaching is required, this is
the time that will be allotted to attend to and make arrangements for such. Regular feedback is
extremely important in order to keep the check-ins efficient and avoid small problems
developing into larger ones.
Not only will the team lead have access to the employee shared drive, the HR generalist is a key
participant in the process and must stay up-to-date on the progress of team members
performance and goals. It is especially important for the HR generalist to review the goals and
strategies early in the process to verify they are in line and continue to stay in line with the
overall business objectives. In order for the performance management process to be successful,
monitoring feedback is necessary to ensure the program is being used to its full potential.

3.1.11 PERFORMANCE CRITERIA BASED ON

KEY PERFORMANCE INDICATORS
Initially it is of utmost importance in any performance management process to establish
benchmarks and agree on competencies or behaviours for each individual role this is the way
your employees work within their roles towards their objectives and the companys. Commonly
used competencies include teamwork: contributes to team effectiveness, and customer care: is
aware of and responds to customers needs.
Our process maps out the three basic competencies for the EBR position as detailed in the
Request for Proposal (RFP). In order to link competencies to performance management, the key
performance indicators (KPIs) are established, along with performance criteria for each.
SMART goals will be developed and used in measuring the EBR successes. Individual SMART
goals will be aligned to overall business strategies and are completely flexible according to
developments and changes within the company.
Analytical Thinking:
We are a data-driven organization. Major decisions whether its where to target our
marketing efforts or where to focus our recruitment strategy and often day-to-day decisions,
are put through a cost-benefit analysis. (Affinio RFP)
Measured by:
Key Performance Indicator - The EBR successfully completes analysis of Affinio business plan
along with strategies and managers relationships and key leads they relate to new business
development
Performance Criteria - Business and market analysis results in lead generation strategies that are
clearly communicated to the team lead and speak to Affinio objectives. Data translates into
reality. Records are kept, and maintained or updated continuously in order to provide seamless
communication between team members.

Makes a systematic comparison of two or more alternatives.

Notices discrepancies and inconsistencies in available information.
Identifies a set of features, parameters, or considerations to take into account, in
analyzing a situation or making a decision.

Approaches a complex task or problem by breaking it down into its component parts and

considering each part in detail.

Weighs the costs, benefits, risks, and chances for success, in making a decision.
Identifies many possible causes for a problem.
Carefully weighs the priority of things to be done.

Entrepreneurial Orientation:
Driven by the personal philosophy of Tim Burke, Affinios founder and CEO, all employees are
encouraged to adopt an entrepreneurial mindset and approach to their work. Employees are
encouraged to take informed risks to capitalize on business opportunities. (Affinio RFP)
Measured by:
Key Performance Indicator - The EBR possesses the ability to look for and seize profitable
business opportunities. They display a willingness to take calculated risks to achieve business
goals.
Criteria This is measured through the consistent increase in number of positive leads. The EBR
successfully manages leads and data is maintained effectively for communication. Clear and
accurate records of lead interactions are kept and communicated through established S: drive and
regular communication between team members and team leaders. The EBR successfully
contributes and builds positive and productive team relationships. Their quality of work is of
highest level alongside other team members in an autonomous manner and facilitates increases
of and development of positive leads, which have high potential for positive conversion to new
business development.

Notices and seizes profitable business opportunities.

Meets and exceeds lead generation targets and tracks using agreed upon data recording

plans.
Stays abreast of business, industry, and market information that may reveal business

opportunities.
Demonstrates willingness to take calculated risks to achieve business goals.
Proposes innovative business deals to potential customers, suppliers, and business

partners.
Encourages and supports entrepreneurial behavior in others.

Results Orientation:
Affinio places significant emphasis on setting, tracking and measuring goals and outcomes,
with accountability for both teams and individuals. Our approach to work is pretty simple to
work smarter, harder and offer an exceptional customer experience. (Affinio RFP)
Measured by:
8

Key Performance Indicator- Business development targets are met. Targets are established
through communication within teams and targets are assigned individually. These targets are
tracked within the team members S: file. Customer experience is maintained and exceeds their
needs.
Performance Criteria - Percentage of leads converted to sales and new business meets and
exceeds targets. The EBR maintains positive customer feedback; instead of negative customer
feedback.

Develops challenging but achievable goals.

Develops clear goals for meetings and projects.
Maintains commitment to goals in the face of obstacles and frustrations.
Finds or creates ways to measure performance against goals.
Exerts unusual effort over time to achieve a goal.
Has a strong sense of urgency about solving problems.
Deadlines are consistently achieved.

3.I.III. INDIVIDUAL DEVELOPMENT PLANS;

PERFORMANCE IMPROVEMENT PLANS WHERE
REQUIRED
Located in a shared drive or intranet, the onus of keeping track of professional development will
be held on the employee. This is the section of the performance management process that the
employee would build upon their existing performance management data, establishing concrete
action plans to reach objectives within goals that have been previously explored in section 3.1.1.
To create a development plan, the employee will monitor their own progress through
Management by Objectives (Figure 1.3). Managing by objectives is the process in which the
employee and their manager jointly set a specific, measurable goal.
Figure 1.3: Management by Objectives

Success =
Reward...
No Success =
Start Over!

Define
Organization'
s Objectives

Work Toward
Achievement

Define Self
Objectives

Create
Goals
This goal is to be aligned both with organization-wide goal setting and the employees own
mission statement a mantra that they will create for their own personal brand within Affinio. In
the spirit of having an entrepreneurial mindset, it is important to have an employee develop their
own personal mission statement to anchor their actions to Affinios vision. Their statement,
mantra, and personal brand within Affinio then become a working element of the organization,
contributing to overall success that will matter to the employees on a more personal level.
The individual development plan will start on an electronic form/profile on the shared drive that
will stem from basic information such as name, team leader, position and the date of which the
10

employee last visits this tool. The mission statement is going to be founded upon four principles
that the employee will explore:

What is your best self in your current position?

What is your purpose within this organization?
Define your skills and aptitudes within your position.
What is the legacy you want to leave?

The first bullet point of what is your best self in your current position speaks to the goals that
the employee has previously established. The employee will have a specific vision of what they
want to live every day when they come to work.
The second bullet point of what is your purpose within this organization should go a little
deeper than the job title. For example, the Enterprise Business Representative is clearly with
Affinio for the purpose of generating and retaining leads. However, their purpose is also to create
and build upon relationships with these leads to further the organization. They are essentially the
face of Affinio at ground level. No EBRs, no clientele.
The third bullet point of defining skills and aptitudes is about establishing the vehicle the
employee needs to get to their best self. This is an inventory of the employees skills and
interests, therefore meaning their strengths. It acknowledges employees successes and how they
upkeep them. It gives a how to the previously defined what.
The last bullet point of what is the legacy you want to leave speaks to how the employee wants
to leave an impact on their environment. No one wants to be remembered as the jerk who blew
up the microwave in the lunchroom. This not only forces the employee to have a moment of
introspection, but also of how their behaviour, actions, and performance affect their immediate
others.
From the answers to the above four questions, the employee will craft their mission statement.
These mission statements do not have to be set in stone, and may change through the employees
career growth and life changes during their time with Affinio (example mission statement form
in Appendix C).
The personal mission statement is going to guide the employee through their individual
performance management process is to eliminate grey areas and to focus on what needs to be
done. The stance that Vici is taking toward development is simple: either you are doing your job,
or you are not. Therefore, the individual development plan will consist of a series of worksheets/
profile sections that will be located on the S: Drive; a number of which are to be completed
before the semi-annual performance review:

Assessment of work environment

Self-assessment
Integration of self with work environment
11

Current career issues

Action plans

In the Assessment of Work Environment section, the employee will define how they perceive their
working environment to be. This will cover whether or not they believe that their department is a
place where they are being supported and used to the best of their abilities. This will mean that
the employee has to remain actively connected to the strategy of the overall organization through
their orientation with their working department. This will be completed before the performance
review. Example provided in Appendix C.
In the Self-Assessment section, the employee will get reacquainted with their own performance.
They will do this through a series of statements that they either agree to, or disagree to such as
my strengths are being effectively utilized at work. It will be these statements that will be the
catalyst for dialogue among the performance review. By having statements that the employee has
previously considered, there will be a basis of dialogue that can be explored by the employee and
their manager. This will be completed before the performance review. Example provided in
Appendix C.
In the Integration of Self With Working Environment section, this will be where the employee
will orient his or her own experiences to the organizational needs. Again, they will have a series
of statements that will require a yes/no answer. This section can also support dialogue through
the performance review process in the capacity that it will force employees again to consider
their life with Affinio directly in relation to Affinios mission. Areas of concern within this
section can be a topic of dialogue. This will be completed before the performance review.
Example provided in Appendix C.
In the Current Career Issues section, the employee will take the information that was complied
in the previous sections of the Individual Development Plan and search for areas to improve.
There will be dedicated space within this section to discuss and record solutions for the issues
that the employee is currently facing. If the employee does not see reason within the previous
sections to complete the section on Current Career Issues, then it may be time to start the
dialogue on the next steps in this individuals career. For more information on career planning,
refer to the following section of this document. This will be completed during the performance
review. Example provided in Appendix C.
The final section of creating an Action Plan is not compulsory. This would be required only
when the employee is determined to be in need of further assessment. In this section, the
manager and employee would sit down together (perhaps at a later date if necessary), developing
accommodations, closer supervision or other needs in regards to the employee and their
performance.

12

3.1.IV. CAREER PLANNING

Knowing what an employee wants out of their career can make a difference in the quality of the
relationship that he or she has with their team leader. Career planning can be the link between the
team leader and the team member by keeping the performance management dialogue going.
Informal conversation can happen between management and the team member, its as simple as
the question how are you doing?
Specifically considering that Affinio hires new graduates for the EBR position and this position
has high potential for growthcareer planning is an integral link between the now and the
future. Effective career planning may help identify and even solve problems team members do
not yet know they have.
For example, if a team members career plan does not align with the current path that they are
following within Affinio they may feel that they like this new direction or will have time to make
an adjustment. Career planning eliminates the possibility of the employee waking up one
morning years into working with Affinio and wondering how they got to where they were.
To effectively help team member with career planning, there will be a dedicated space within
their personal tier of the share drive/profile/intranet hub. Within this space, career planning
will be generated from the goals established by employees in the previous section of the
performance management process. From the goals that are written by employees (previously
discussed in the aforementioned section of individual development), they will follow these steps
to communicate their personal career goals:

Recording their primary career interest

Identifying long-term professional goals
Identifying short-term goals that will contribute to long-term interests
Identify necessary tasks to complete short-term goals, and unnecessary tasks currently
being performed
Describe possible progress checkpoints and how they will be assessed

Recording the primary career interest of the employee is a relatively simple step. It can be as
easy as filling in the area within the organization that they have specialized in, or would like to
specialize within in the future. This can be anything from sales management to HR
generalist.
Identifying long-term professional goals means that employees are going to have to consider
what they will be doing within the umbrella term that they are supplying above. This could mean
that they would declare that they want to be an Account Executive, following the natural
progression of Enterprise Business Representatives in Affinio.
Identifying the short-term goals that will contribute to long-term interests are the process of
identifying the stepping stones or ladder that will take the employee from where they
13

currently are to where they want to be. This could mean becoming a team leader, or having the
highest generation of leads in the department.
Identifying necessary tasks to complete short-term goals is the first part of this step in the
process. The employee would sit down with management and discuss the actions that they can
take on the job to bring themselves toward the ideal that they are looking at. The second part of
this step is identifying unnecessary tasks currently being performed. Affinio is a young, booming
organization that does not have time to waste. If there were a redundant, unnecessary task it
would be prudent to modify the action.
The last step in the Career Planning process is to describe the progress checkpoints or outcomes
and how these will be assessed. This is a dialogue that needs to happen between the employee
and management during the performance review process. As these tasks are completed to the
satisfaction of the employee and management, they can be revised or deleted. New tasks or goals
can then be added.
The appealing portion of Career Planning being located on a share drive, intranet or profile
would mean that checkpoints on progress or editing be done throughout the year as needed. We
at Vici recognize that there is a time crunch in terms of performance reviews and Career
Planning. By keeping the dialogue ongoing, there is a possibility of eliminating unnecessary time
talking about talking and instead creating reasonable actions that will be followed. It is
recommended that this process be explored with the team member in-depth on an annual basis,
and revisited as determined necessary. We recommend that Career Planning as laid out above is
done utilizing the attached tool: Semi-annual Assessment Form.

14

3.1.V GUIDELINES FOR INCORPORATING

CONTINUOUS FEEDBACK AND PERFORMANCE
DIALOGUE
Guidelines for providing continuous feedback are essential. Continued performance dialogue
with your employees will improve their performance and contribute to the success of Affinio.
However, this is much easier said than done. There are many different things that you can do in
order to provide effective feedback and have productive meetings with your employee. Vici has a
created a guide to success!
Tips for Giving Effective Feedback:
In order to provide quality continuous feedback and dialogue with the employees about their
performance, it helps to be positive and supportive. The feedback that you are providing to the
employees should be non-threatening, encouraging, and focus on your employees future with
the company as well as their individual contribution to their performance.
Feedback is effective when it is direct with the employees. Being clear, concise and professional
are key things to remember when speaking to employees. Performance reviews can get awkward.
Being direct, specific and providing clear examples to team members about specific behaviours
will help the delivery of information.
The feedback that team leaders provide to the team members should focus on what that
individual person does, not necessarily on how they do it. Affinio is a results oriented
organization, and the performance review should reflect this. Remember that while the journey is
important, the result is the true indicator of performance.
If continuous dialogue is done properly, performance reviews should not be a surprise to the
employee. In cases where your team member becomes overly emotional or overwhelmed during
this process, it helps to take a break. It does not help to argue with your team member. Try to
always remain as neutral as possible.
When providing feedback to the team member, give it in a timely matter.
As well, feedback is most effective when it is coming from a manager that is finely tuned to the
team members position. Being focused, present and engaged in what your teams are doing year
round, not just at review time, can and will increase the quality of the dialogue that you engage
in.
In order to have effective performance from you team member, they need to be a part of the
dialogue even more so than you. The performance review should have the team member doing
the majority of the talking. After all, it is them who does their job every day, not you. This way, it
will be easier to understand the pressure that they face on a daily basis and helps to give fair
evaluations. It will help build more accurate goals and a more accurate snapshot of your
15

employees.
Quick Tips:

Be data-driven: focus on behaviours and direct observations

Do not make things personal: focus on job-related factors only

Intention: help your employee develop themselves This is not about what is on your
mind about them

Equality: do not act superior to them. We are all people, and we all make mistakes

Be open: use open-ended questions. We were not kidding when we said that the employee
should do most of the talking

CHECK FOR UNDERSTANDING: ask your employee what they think!

Things to Avoid:

Do not offer personal reviews. We are not joking. We cannot say this enough.

Try not to make unrealistic promises

Avoid generalized statements specific examples of performance to back up your claims

is essential

Do not turn the conversation into a debate that has to be won by any party

Above all: BE SUPPORTIVE

Employees are constantly performing albeit good or bad at Affinio. By keeping a supportive,
open and honest dialogue going with your employees, it will encourage them to come to any
team lead with issues before the proverbial mole hill turns into a mountain. Like Affinio does for
others, dialogue will expose and correct problems that the organization may not even know it
has.

16

3.2: ELECTRONIC PERFORMANCE PLANNING & REVIEW FORM

SHORT-TERM AND LONG-TERM GOALS

Employees Name: _______________

Position: _______________

Team Leader: _______________

Setting Clear Goals at Affinio

Prior to setting goals with the Enterprise Business Representative (EBR), it is important to review their job with them to highlight the necessary key performance
indicators (KPIs) that directly relate to the companys core competencies (Analytical Thinking, Entrepreneurial Orientation, and Results Orientation). KPIs
should be used in order to directly link employee goals to the overall business objectives of Affinio. In order to ensure that goals are realistic it is important to
refer back to the SMART system (refer to section 3.3.III).
The KPIs specific to the role of Enterprise Business Representative are as follows:

Identifies a set of features, parameters, or considerations to take into account, in analyzing a situation or making a decision
Approaches a complex task or problem by breaking it down into its component parts and considering each part in detail
Weighs the costs, benefits, risks, and chances for success, in making a decision
Notices and seizes profitable business opportunities
Demonstrates willingness to take calculated risks to achieve business goals
Maintains commitment to goals in the face of obstacles and frustrations
Deadlines are consistently achieved

LONG-TERM GOALS (Semi-annual):

1.
2.
3.

__________________________________________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________________________________________

SHORT-TERM GOALS (On-Going Feedback):

1.
2.
3.

___________________________________________________________________________________________________________________________________________________
___________________________________________________________________________________________________________________________________________________
___________________________________________________________________________________________________________________________________________________

17

Weekly Check-ins will occur to assess the employees progress in achieving short-term goals.

SHORT-TERM GOALS

SELF-ASSESSMENT

TEAM LEADER FEEDBACK

WEEK 1
Goal:
1.________________________
_
2.________________________
_
3.________________________
_
WEEK 2
Goal:
1.________________________
_
2.________________________
_
3.________________________
_

The Semi-annual review information will be used by the manager, after reviewing on-going feedback forms, to address main areas of achievement and
improvement. This information will be used as a refresher when filling out the Semi-annual assessment form.

18

SEMI-ANNUAL REVIEW INFORMATION

SEMI-ANNUAL ASSESSMENT FORM

Employee: ______________

Team Leader: _______________

1. If I were granted the authority to decide whether or not the employee should
be promoted this year, based solely off of the employees performance, I
would promote him/her.
Yes
19

No
2. If given the choice, I would always want this employee to be a part of my
team.
Yes
No

20

3.3.I IMPLEMENTATION PLAN

Figure 1.4
INITIAL TIMELINE
Information Session
Annual Goal Setting Session
Check-In
Semi-annual Review
Check-In
Annual Review

Early December 2015

December 2015/January 2016
On-going Feedback
June 2016
On-going Feedback
December 2016

In preparation for the following year, the HR generalist would hold an information session
highlighting the importance of the new performance management process that Affinio is
implementing.
During the individual goal setting session the team leader will reiterate Affinios business
objectives, as well as the job ad (for new employees) or position that pertains to the individuals
role. In keeping in line with the companys core competencies, key performance indicators will
be used to establish the employees short-term and long-term goals. It is important to set SMART
goals so that employee accomplishments are realistic, otherwise they will serve no purpose to the
company. A timeframe for achieving goals will be determined by the team leader and employee.
This information will be available to them on the shared drive (S:drive).
Regular weekly check-ins will be expected from team leaders in order to provide on-going
feedback to the employee. Feedback is used to determine whether short-term goals are being
used to achieve long-term goals and should be recorded in the employees shared drive whether
informally or formally addressed.
Semi-annual reviews will be used to discuss the progress of long-term goals and whether the
employee has run into any difficulties along the way. During this formal meeting, team leaders
will be expected to work closely with the team member to overcome any obstacles that are
creating barriers for the team member in achieving their set goals. These meetings will be used in
order to determine whether training or coaching is required. The team leader is expected to
document within the team members file any revisions regarding goals, issues pertaining to
disciplinary action, and possibility of a promotion.
It is during this meeting that team members will speak of their individual development plans.
These are pre-filled-out forms (available in Appendix C) that they will address during this
meeting. This dialogue will be largely filled by the team members input, and will lead the
dialogue to career planning. These will be recorded during the semi-annual reviews.
Again, brief check-ins, which can be completed on the shared drive, are encouraged in order to
determine whether the team member is on the proper path to accomplish their goals in a timely
manner. The main purpose of check-ins is to avoid unexpected surprises during the annual
performance review.
21

Prior to the annual review, team leads should revisit the documentation they have kept which
pertains to whether the short-term and long-term goals have been met. Due to on-going feedback,
this information should not be a surprise to either team leader or team member. Taking into
consideration both the core competencies and the key performance indicators, as well as the set
goals relating to the position of EBR, team leaders will be asked to complete an assessment of
the team members performance. There will be a number of statements which relate to the team
members future at Affinio. The team leader will be expected to respond to these prior to meeting
with the individual. After the performance management tool has been in use for a year, these
assessments will be completed semi-annually. The actual statements will be determined by
further research on Vicis behalf should the organization decide on this request for proposal
(RFP).
The annual review is meant to highlight the team members accomplishments as well as areas for
improvement. Whether he or she has accomplished set goals or not will determine the possible
action plan for the following year. The team lead should encourage and create an open
environment for the team member to share their struggles during the process of achieving their
goals. Short term goals should be completed by the annual review meeting while long-term goals
may still be in progress.

3.3.II: RELATED REQUIRED TRAINING

22

Instructions for the Performance Appraisal meeting:

1. Prepare thoroughly for the meeting.
Review the EBRs last appraisal form (if applicable) and make a note of which objectives have
been met. If any objectives have been missed, consider the reasons. Failure to meet objectives
will not always be the fault of the EBR. Priorities may change over time, so that the objectives
which were originally set become less relevant and are justifiably sidelined.
Go through the new Individual Development Plan, with your employee, they will have these
forms filled out prior to the meeting so they have notes to speak on their own performance.
When they tell you that they feel an objective has been met, consider what evidence there is to
support the statement (for example: sales figures, lead generation figures, conversions of leads to
sales). An assertion about the EBRs performance may be met by counter assertion, resulting in a
stand off. Evidence gives the discussion a solid base and is difficult to refute. Think back over
the whole period of time since the last appraisal. Recent events may be the freshest in your mind
but they may not be representative of the EBRs longer term performance.
2. Give the EBR time to prepare. Notify your employees well in advance of the appraisal
meeting so that he/she has time to consider all of the assessment criteria, think about future
objectives and training needs, and fill out the necessary pre-assessment forms located on the S:
Drive.
3. Arrange a suitable time and place for the meeting. Allow sufficient time at least an hourand
make sure that you are not interrupted.
4. At the start of the meeting, explain the purpose and structure of the appraisal review. However
well the appraisal scheme has been explained to employees, some will approach the meeting as if
it was judgement day and will be nervous. Try to put the EBR at ease by making some initial
positive comments about his/her work and/or achievements.
5. Discuss your team members performance, focusing on the objectives which were set last time
(if applicable) or the goals as laid out in the prepared form. Ask the EBR to talk you through
his/her own assessment of performance.
What has gone well and why?
Where have you been less successful and why?
The EBR may well identify problems of which you are unaware.
6. As the discussion progresses, add your own views about your EBRs performance. Praise
where praise is due. We are all motivated by the acknowledgement of our achievements. This is
easy where a team member has met or exceeded expectations. It is, however, equally important
to recognize situations where, even though an EBR failed to meet an objective, he/she has
nevertheless worked hard and the failure was due to other factors.
7. Encourage the EBR to be open about their strengths and weaknesses. This can only be done if
the team trusts his/her manager to be supportive. An employee who believes that by admitting to
23

a weak point he/she will be blamed or punished will never make that admission. Where an
employee has an obvious weakness, encourage him/her to suggest ways to improve. This might
involve additional support, mentoring or training. Use this as an opportunity for the team
member to develop further goals and objectivestry not to impose the remedy. Let it emerge as
a result of your discussion. This way your team takes joint responsibility for making it happen.
8. Be specific about any areas of your team members performance which need to be improved
and agree the actions you and your employee will take to address the problem. Record this
information on the appraisal form. If, despite your efforts, your team members performance
does not improve in the future, the Performance Improvement Plan form (Appendix C) will
provide useful evidence of what was discussed and when. Use this as a tool for development.
9. Where the team member has encountered difficulties in achieving his/her objectives, try to
identify the root cause. It could be something which is outside the employees control but which
you, as a team leader, are able to rectify. Ask your employee to suggest possible solutions and
offer your own view. Your employee is more likely to buy in to a solution if he/she has been
involved in deciding the best approach.
10. Discuss and set the team members objectives for the next period. Again, ask the team
member for his/her input before making your own views known. Your aim is to reach an
agreement and obtain your team members commitment to a new set of objectives. This will not
happen unless you are actively involved in the process. Objectives that are imposed without
consultation with the EBR could be resented and ignored. In any event, your team member has
more detailed knowledge of his/her job than you. He/she may well be aware of factors which
need to be taken into account in relation to the objectives which are unknown to you. Make sure
that the objectives you agree are SMART: specific, measurable, agreed, realistic and timelimited. To increase lead to sales conversions by 3% in the next quarter is a SMART objective.
To reduce lost leads is not.
11. Discuss any training or development needs in relation to the EBRs current role and the
objectives which you both have agreed. Training does not always mean going on a training
course. It can be achieved through a variety of means including on the job training, distance
learning, job shadowing, mentoring and structured reading. We all have our own particular
learning style and team members may have constraints on his/her availability outside of working
hours. Take these factors into account and agree to an appropriate method or combination of
methods to meet the training or development need. Make sure that you also agree to a timetable
for the training to take place and stick to it.
12. End the meeting by explaining the next steps in the process. Typically these steps will
include the following:
The team leader completes a final version of the appraisal form. This should be done
immediately after the appraisal meeting when the discussion is still fresh in your mind.
A copy of the completed form is given to the EBR for his/her signature and any comments.

24

 Where a team member is dissatisfied with the appraisal, he/she is advised of the
appeal/grievance procedure. If the EBR lodges an appeal, a meeting is held with a senior
manager at which the team member is allowed to be accompanied by a work colleague.
The completed appraisal form is sent to a senior manager for review, comment and signature.
The completed appraisal form, signed by the manager, EBR and senior manager is placed in the
employees personal file.
13. Uploading the completed appraisal form in the employees personal S: file may end the
appraisal review but it does not end the process. Performance management is an ongoing
responsibility. Every effort must now be made to honour the commitments made during the
appraisal meeting and support the employees day by day progress towards meeting the
objectives which have been mutually agree

25

3.3.III: PERFORMANCE AIDS

TEAM LEADER PERFORMANCE AIDS

The following performance aid is to be used by management and team leaders when helping an employee set both short and long-term
goals. SMART goals will be ideally used when setting goals, whereas the core competencies and KPIs will be taken into consideration
when providing on-going feedback and during the performance review.

SMART GOALS, FIGURE 1.5:

CORE COMPETENCIES & KEY PERFORMANCE

INDICATORS (KPIs), FIGURE 1.6:

Analytical
Thinking,
Entrepreneurial
Orientation,
Results
Orientation

Setting goals that are

SPECIFIC
Setting goals that are
MEASURABLE
Setting goals that are
ATTAINABLE

Deadlines are
consistently
achieved.

Setting goals that are

REALISTIC
Setting goals that are
TIMELY
26

Carefully
weighs the
priority of
things to be
done.

Notices and
seizes
profitable
business
opportunities.

S
M
A
R
T

APPENDIX A: DEFINITIONS
Team Leader: an individual that subordinates of particular positions report to according to the
organizational chart
Performance Dialogue: a discussion between team leader and employee revolving around
particular components of the proposed performance management process.
SMART Goals: goals that are specific, measurable, attainable, relatable, and timely.
Performance Review Cycle: Refer to document 3.I.I, Figure I.I
Time Frame: the time given to complete long-term goals that have been set.
Shared Drive: a location on the organizations intranet that allows both management and
employees to locate performance review documents and records.
Management By Objectives: setting specific, measurable goals with the employee and
establishing progress check-ins.
Long-Term Goals: goals set by the employee in collaboration with management within the
given time frame of three to five years.
Short-Term Goals: goals set by the employee in collaboration with management within the
given time frame of one year or less.
Analytical Thinking: making day-to-day and major decisions through the process of costbenefit analysis. Making decisions based on the hard facts of data.
Entrepreneurial Orientation: taking informed risks to capitalize on business opportunities.
Being go-getters.
Results Orientation: working smarter, harder, and focusing on the end of the journey.
Individual Development: the employee taking an introspective look on where they have come
from, where they currently are and where they are going within the organization.
Action Plan: a set of goals, tasks, progress check-ins and consequences set by the employee and
management to help improve and closely monitor performance when necessary.
Career Planning: having a specific set of SMART goals that contribute to the individual
employees professional advancement within Affinio.
Continuous Dialogue: conversation between the employee and direct superiors about
performance that is candid, honest and constructive that continues through the employees life
with Affinio.
Effective Feedback: feedback that is helpful, clear, concise and meant to build the employees
confidence and skill development through the performance review.

27

APPENDIX B: FIGURES
Figure 1.1: Business Objectives and Goals ...........................................................................4
Figure 1.2: Proposed Timetable.............................................................................................6
Figure 1.3: Management By Objectives Method...................................................................10
Figure 1.4: Implementation Timeline....................................................................................21
Figure 1.5: Smart Goals Chart...............................................................................................26
Figure 1.6: Core Competencies Example..............................................................................26

28

APPENDIX C: FORMS
Semi-Annual Assessment.......................................................................................................30
EBR: Personal Mission Statement.........................................................................................31
Assessment of Work Environment.........................................................................................32
How I Relate to Work............................................................................................................33
Current Career Issues.............................................................................................................34
Performance Improvement Plan............................................................................................35

29

SEMI-ANNUAL ASSESSMENT FORM

Employee: ______________

Team Leader: _______________

3. If I were granted the authority to decide whether or not the employee should
be promoted this year, based solely off of the employees performance, I
would promote him/her.
Yes
No
4. If given the choice, I would always want this employee to be a part of my
team.
Yes
No
30

EBR: PERSONAL MISSION STATEMENT:

Employees Name: _______________ Position: _______________

Team Leader: _______________

What is your best self in your current position?

Example: hits lead generation targets
What is your purpose within this organization?
Example: to contribute to sustainable company growth
by spreading Affinios product to clientele
Define your skills and aptitudes within your position:
Example: Interpersonal skills building strong
relationships with clients
What is the legacy you want to leave?
Example: I want to be remembered for my positive
attitude and initiative

Example Mission Statement: I am going to bring a positive attitude to work every day, building strong relationships
with clientele to contribute to Affinios growth and success.

31

ASSESSMENT OF WORK
ENVIRONMENT
Employees Name: _______________

Position: _______________

Team Leader: _______________

Date: _________________

Check off YES if you agree and NO if you do not agree with the following statements
about your work environment
YES NO
I know what is understood of me at work
There are opportunities for me to develop new expertise and skill
I have the materials required to do my work
The mission of Affinio makes me feel like my job is important
I have the opportunity to do what I do best every day

SELF ASSESSMENT
Check off YES if you agree and NO if you do not agree with the following statements
about your own performance
I am achieving the goals that have been previously set for me
I have built relationships with leads in the past year
In the past year, I have discovered a new vertical
I am organized and efficient
My strengths are being effectively utilized at work
I am passionate about the work that I do
I am comfortable with the current requirements of my job
I try to push myself outside of my comfort zone whenever possible

HOW I RELATE TO WORK

32

What knowledge, skills and/or abilities do I possess that can maintain the
quality of my performance in my current position?

What knowledge, skills and/or abilities do I possess that can help me prepare
for opportunities with Affinio in the future?

Knowledge, skills and/or abilities that I am interested in developing are

Affinio can provide me the opportunity to develop these skills by

CURRENT CAREER ISSUES

List barriers, if any, that you have experienced over the past year:
33

[To be completed with manager]: What are possible solutions? What can
management commit to do to improve upon these issues?

34

PERFORMANCE IMPROVEMENT PLAN

Employees Name: _______________
Team Leader: _______________
OBJECTIVES: Goals

TASKS: What needs

to be achieved

Position: _______________
Date: _________________

SUCCESS CRITERIA:
how will this be
identified?

TIME FRAME:
schedule of progress
check-ins

CONSEQUENCES:

Employee Signature:_____________________________________________
___________________________________

35

Manager Signature:

RESOURCES: what or
who can help you?

Date: _________________________________________________________
_______________________________________________

36

Date:

APPENDIX D: VISUAL OF MOCK S-DRIVE

Welcome to your future share-drive! Since

Vici is using the Enterprise Business
Representative as an example, you would
want to click on the Operations department
folder

Here are all your positions within

Operations. Notice we have an arrow
pointed to the Enterprise Business
Representative folder, which is where you
would click to get to the next step.

37

This is where your employees would find

their personnel files. Each file would be
encrypted with a password shared between
the employee and their manager. No other
unauthorized individuals would have access
to this password.

Finally, this would be the employees

individual performance management hub.
38they would find previous reviews and
Here
feedback, be able to update and edit goals,
and check in with their development and
career plans.

39

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