Big 5 – Performance Management System

David F. Haworth, MBA, SPHR

Big 5 Performance Management SystemRating and Ranking

Performance Assessment

Appropriate Salary Range

Differentiated Rewards

Awareness ImprovementMemo

Rating & Ranking

Based On Competencies and Core Values

Collaborated each Quarter by All Managers/Department Heads

Quarterly Report issue to Division Executive

Submission of Rating Tracked for Timeliness and Accuracy

Performance Assessment

Employee Owned and Driven

Manager Summarized, Discussed, and Documented

Initiated in Employee Anniversary Month, Mid-cycle (6 month point), and End of Cycle Reviews

Salary Ranges

Specific Salary Ranges Based on Market Research and Corporate Strategic Goals

Internal and External Equity Based Broad-banding

Job Families for Each Position

Differentiated Rewards

Rewards specifically Matched to Performance

Reward May be Based on Position in the Salary Range

Management Performance Assessment and Reward Includes Timeliness and Accuracy of Assessments of Direct Reports

Awareness Improvement Memo (AIM)

Philosophy of AIM is to Help Employee to Enjoy a Successful career Through Improved Work Performance

5 Necessary Aspects of All AIM:

Introduction of Performance Issue

Expectation of Role

Dates & Summary of Employee’s Current Behavior

Action Steps Toward Improved Performance

Potential Consequences

Awareness Improvement Memo (AIM) cont’d

Memo Must be Signed Immediately Signed by the Employee

Manager May Sign Stated the Employee Has Refused to Sign

Employee May Create and Attach a Written Rebuttal to the AIM

General and Reasonable Awareness, Time & Effort for Improvement as Appropriate

The AIM is AlwaysEmployee Improvement!