PERFORMANCE MANAGEMENT

Introduction
A performance appraisal is a systematic and periodic process that assesses an individual
employees job performance and productivity in relation to certain pre-established criteria and
organizational objectives. Other aspects of individual employees are considered as well, such as
organizational citizenship behavior, accomplishments, potential for future improvement,
strengths and weaknesses, etc.
The ways to monitor staff performance
Observation:
By observing the employees work we can judge that whether they are meeting the expectations
or not. We also can find out about the training requirements and also their behavior on the job.
Watch employees work. One of the most effective ways to monitor an employee's performance is
with your own eyes. Watching an employee perform a task will tell you more much about that
employee's performance than just about any batch of data removed from the action. Especially if
you are having difficulties helping an employee succeed with a particular task, watch that
employee while he does the task. You'll find out exactly what's going wrong and how he can do it
better.

1|Page

PERFORMANCE MANAGEMENT
Feedback:
We can also ask for the feedback on someones performance. This could be from;

customers

suppliers

team members

other departments

Its important that you only look for feedback because sometimes the feedback is not genuine
and check whether the feedback is genuine or not before you talk to the person.
Type of environment
We will conduct the session in the separate room so the session can be kept confidential.
Session documentation
We will provide one copy to the employee in advanced so he can go through all the questions
and also can fill the answers. When the employee comes for the session we will have a look at
the answers and go through with the employee and clear any doubts if they have.
Session will be documented on the performance review form and we will provide one
copy of that to the staff member and we will keep one copy in the HR department at the end of
the meeting to keep a track of the employee data.
Be prepared
Ensure that you are well prepared for performance appraisal by considering the employees past
performance appraisals, training records and other objective evidence of performance (e.g.
attendance records, billings, customer feedback, error rates). If necessary, obtain feedback from
other colleagues.
The employee should also be given adequate time to complete a self assessment of their own
performance.
You should be prepared to answer any questions that the employee could potentially ask, and be
ready to discuss remuneration and career progression.
Never ambush the employee
The performance appraisal should not be viewed as an isolated event at which an employee is
given feedback about their performance, particularly if the feedback is negative. Employees
2|Page

PERFORMANCE MANAGEMENT
should be given constructive and regular feedback throughout the year and this should be
documented.
Balance: don't just focus on the negatives!
In any discussion with the employee, both the positive and negative aspects of the employees
performance should be discussed. Giving behaviour based examples is good practice. The
employee should be given objective and constructive feedback and an opportunity to respond, for
example, to mention any mitigating circumstances.
Encourage the employee to do most of the talking, as an effective appraisal allows the employee
to take responsibility for their own performance and growth.
Together, explore strategies to improve the employees performance and set relevant objectives
for the year ahead. Where previous objectives have not been met, identify why they were not met
and develop a plan to ensure they will be met.
Take the time to review the employees positive attributes that occurred during the review period,
and consider how they can be applied to help the employee improve in those areas where a
change in behaviour is desired.
Ensure that the employee understands what is required of them and has been able to raise any
concerns or issues.
Follow up
Ensure that you follow up the employees progress against the objectives that were set within a
reasonable period of time. Provide employees with regular updates on their performance, but not
in a way that is overbearing and leads to the employee feeling stressed, and becoming
unproductive.
Keep records of the discussion and any decisions that were made. Also, dont give the employee
high scores or a glowing performance review if there are genuine performance issues. Remember
the performance appraisal can be utilised as evidence.

3|Page

PERFORMANCE MANAGEMENT
JOB PERFORMANCE EVALUATION FORM
Name:
Evaluation Period:
Title:

Date:

PERFORMANCE PLANNING AND RESULTS

Performance Review

Use a current job description (job descriptions are available on the HR web page).

Rate the person's level of performance, using the definitions below.

Review with employee each performance factor used to evaluate his/her work performance.

Give an overall rating in the space provided, using the definitions below as a guide.

Performance Rating Definitions

Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory

Performance is consistently superior

Performance is routinely above job requirements
Performance is regularly competent and dependable
Performance fails to meet job requirements on a frequent basis
Performance is consistently unacceptable

4|Page

PERFORMANCE MANAGEMENT
A.

PERFORMANCE FACTORS (use job description as basis of this evaluation).

Job Knowledge - Measures effectiveness in keeping

knowledgeable of methods, techniques and skills required
in own job and related functions; remaining current on new
developments affecting SPSU and its work activities.

Leadership - Measures effectiveness in accomplishing

work assignments through subordinates; establishing
challenging goals; delegating and coordinating effectively;
promoting innovation and team effort.

Managing Change and Improvement - Measures

effectiveness in initiating changes, adapting to necessary
changes from old methods when they are no longer
practical, identifying new methods and generating
improvement in facility's performance.
Customer Responsiveness - Measures responsiveness and
courtesy in dealing with internal staff, external customers
and vendors; employee projects a courteous manner.

Personal Appearance - Measures neatness and personal

hygiene appropriate to position.

Dependability - Measures how well employee complies

with instructions and performs under unusual
circumstances; consider record of attendance and
punctuality.

Safety - Measures individual's work habits and attitudes as

they apply to working safely. Consider their contribution to
accident prevention, safety awareness, ability to care for
SPSU property and keep workspace safe and tidy.

Employee's Responsiveness - Measures responsiveness in

completing job tasks in a timely manner.

Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Outstanding
Exceeds Expectations
5|Page

PERFORMANCE MANAGEMENT
Meets Expectations
Below Expectations
Unsatisfactory
NA
B.

EMPLOYEE STRENGTHS AND ACCOMPLISHMENTS: Include those which are relevant

during this evaluation period. This should be related to performance or behavioral
aspects you appreciated in their performance.

C.

PERFORMANCE AREAS WHICH NEED IMPROVEMENT:

D.

PLAN OF ACTION TOWARD IMPROVED PERFORMANCE:

E.

EMPLOYEE COMMENTS:

F.

JOB DESCRIPTION REVIEW SECTION: (Please check the appropriate box.)

Employee job description has been reviewed during this evaluation and no changes
have been made to the job description at this time.
Employee job description has been reviewed during this evaluation and modifications
have been proposed to the job description. The modified job description is attached to
this evaluation.

G.

SIGNATURES:
Employee

Date

Evaluated by

Date

Reviewed by

Date
6|Page

PERFORMANCE MANAGEMENT
Person specification for bar attendant
Qualifications
Current and valid RSA certificate.
Need to be over 18 years of age.
Food handlers certificate.
Skills required

Ability to use initiative and flexible in meeting the needs of a diverse range of
stakeholders.

Demonstrated ability to supervise staff and provide leadership.

Ability to work in a team and contribute positively.

Ability to identify and develop changes to processes and procedures.

Experience is required but not necessary.

Cash handling.

Previous customer service.

Experience of food preparation area.

Coffee making is must.

Cocktail making is necessary.

Educational/Vocational Qualifications (Considered being useful in carrying out the
responsibilities of the position.)

Hospitality or related fields

RSA certificate

Food handlers certificate

Other details
Honest, reliable and trustworthy
Flexible and adaptable
Hardworking
Team player
Work without supervision
Self-motivated
Can do attitude

7|Page

PERFORMANCE MANAGEMENT
Job description
Bar attendant
POSITION DESCRIPTION
LOCATION: Darwin
POSITION SUMMARY:
Contributes to efficient and profitable operation of bar while maintaining the company reputation
and culture. Further to this responsibility, a bar attendant is responsible for maintaining a high
standard of food, hygiene and health and safety.
POSITION DIMENSION:
Reports to: Bar supervisor
Direct Reports: N/A
JOB TASKS:
A superior level of hygiene standards to ensure the ultimate level of customer satisfaction (i.e.
quality product, customer feedback, guest satisfaction, store ambience).
Daily bar operations as outlined by Company policies and standards (i.e. checklists, cleaning
rosters).
The positive interaction with both fellow staff members and guests to create a harmonious
working environment as outlined by Company policies and standards.
Occupational Health and Safety requirements including bar cleanliness and staff/customer safety.
Any other relevant duties as directed by management.

MAIN AREAS OF RESPONSBILITY AND ACCOUNTABILITY:

Bar Operations

To ensure that:
Bar opening, closing and service procedures are executed consistently and correctly

Stakeholder (i.e. customers, suppliers and staff) feedback is responded to immediately and
constructively

All bar hygiene adheres to Company specifications and standards

Occupational Health and Safety procedures are complied with to reduce compensation and
general liability claims

All bar equipment and utensils are maintained through following cleaning rosters and any
damage is reported to management

Assigned area cleanliness and organisation is of the highest standard

8|Page

PERFORMANCE MANAGEMENT
Staff
Feedback regarding strengths, weaknesses and conflict is actively given, received, accepted and
actioned

Behaviour is consistent with Company values (please see attached document)

Profit
To ensure that:
Wastage is at a consistently low level and documented accordingly

Shrinkage/Breakages are at a consistently low level and documented accordingly

Bar Administration
To ensure that:
All checklists are completed

Acceptable use of internet and emails as per Company policies and procedures

Daily call-backs are actioned

ESSENTIAL CRITERIA AND ATTRIBUTES:

Excellent personal hygiene and presentation

Refer to the attached document outlining Company values

9|Page

PERFORMANCE MANAGEMENT

PHYSICAL REQUIREMENTS/WORK ENVIRONMENT:

Some physical activity is required including bending and lifting

Rostering will be rotated and includes nights and weekends

_____________________________________________________________________
Employee Acceptance
I___________________________________________have read and understood the key areas of
responsibility as outlined in my job description.
____________________________________ _____________________
Signature:
Date:

References
http://www.aboutleaders.com/leadership-skills-and-honest-performance-appraisals

10 | P a g e