Performance Management Programs for Cooperatives

Concept Paper

Introduction

A performance management program is a systematic and ongoing procedure that evaluates an

individual employee's job performance and productivity against pre-determined criteria and organizational
goals. It's a crucial tool for evaluating the frameworks that each company sets for its personnel. It is used to
measure individual contributions and performance against organizational goals, as well as to identify individual
strengths and possibilities for future improvement, as well as to analyze if organizational goals have been met
or to act as a foundation for planning and development.

This performance management program helps the cooperatives to track the employees' performance
and determine whether they require additional assistance, can handle more advanced training, or deserve a
raise.

Concept

This performance management program is called “Perform Together, plus one”

What is Perform Together, plus one?

Perform Together, plus one is a performance management program for employees and manager driven
by a performance journal, check ins, achievement criteria, reviews, and coaching. Perform together means
everyone will evaluated fairly and helping each other to perform well in the organization. Plus, one means that
employees are adding something which helps the organization to grow more and plus one also indicates as an
appreciation to the employee who perform well in that way it boosts employee motivation and increases
employee engagement.

ESTOLONIO, RIZA C. APRIL 03, 2022

BSC CSEM 4-1 PROF. MICHAEL PECHARDO

What are the program goals?

Perform Together, plus one has two primary goals:

• Employees and management should form collaborative collaborations.
• Encourage an engaged, agile, and results-oriented staff.

Here are the phases of the programs on how to track and evaluate the performance of an employee.

Phase I- Performance Journal

As an employee, you frequently gather information regarding actions or events that contributed to your
achievement during a review period before completing your assessment. The performance journal is where you
can keep track of all these actions and events. You can also construct future actions that must be done to help
you achieve a goal, fulfill the objectives of a development plan, or satisfy a performance obligation. It is not
necessary to keep a performance journal to set goals or conduct performance reviews.

There are two versions of the performance journal: the employee version, and the manager version.
Employees can keep personal journals and choose whether to share them with their manager. Managers can
establish team journals and select whether to share them with their staff.

Phase II- Check Ins

Check-ins are three-times-a-year conversations between employees and supervisors that are basic yet
meaningful. These include conversations regarding work progress, personal goals, performance requirements,
special initiatives, job functions, and action plans. These talks generate improved performance, agility, and
enhance relationships when both employees and supervisors are fully involved.

ESTOLONIO, RIZA C. APRIL 03, 2022

BSC CSEM 4-1 PROF. MICHAEL PECHARDO

Sample of Check ins

Check ins Period Have Conversation Between Complete Online Form By

January-March March 1-April 31 April 31
April-June June 1- July 31 July 31
July-September August 1- September 31 September 31

What should I expect from the check-in conversation?

The talk will be facilitated by managers using six suggested conversation starters. Each of these
questions corresponds to the Achievement Criteria, which will be used to assist managers in recommending
merit prizes when merit funding is available.

Criteria Questions
Collaboration • How have you supported others work and/or
collaborated with others on your work this
period?
Goal Accomplishment • What goals did you accomplish this period?
In what ways does your work connect to our
overall strategy and/or mission?
• What do you like best about your work?
Inclusion & belonging • How have you fostered diversity, equity,
inclusion and/or belonging on our team and
campus?
Innovation • How have you innovated to seek efficiencies
or improve work outcomes?
Job Mastery • What goals did you accomplish this period?
In what ways does your work connect to our
overall strategy and/or mission?
Development Planning & Manager Support • What can I do as your boss to help you
succeed more effectively? What more
information, resources, or tools do you need
to execute your work well?

ESTOLONIO, RIZA C. APRIL 03, 2022

BSC CSEM 4-1 PROF. MICHAEL PECHARDO

 These are discussion starters that can help you practice excellent check-in. Every check-in should
include an answer to each of these questions. They are not intended to limit how you deliver your conversation,
so managers should feel free to ask the questions in whichever way feels most natural and relevant to them.
Employees, on the other hand, are entitled to be prompted on each.

Phase III- Achievement Criteria

Managers and employees use the Achievement Criteria to discuss and evaluate performance. The
Achievement Criteria are also an important element of the check-in dialogue, as each of the questions addresses
one of the criteria.

The criteria are:

• Collaboration
• Goal Accomplishment
• Inclusion & Belonging
• Innovation
• Job Mastery

For each of the five criteria, employees will find themselves in one of three Performance Levels at any given
time:
• Needs Attention
• Well Done
• Stand Out

How do we use the achievement criteria?

This framework is a tool that will assist employees in gaining a better understanding of their
performance and informing future performance planning and merit incentives. During Achieve Together
check-in sessions, employees and managers explore the criteria using guided questions that each address one
of the criteria.

ESTOLONIO, RIZA C. APRIL 03, 2022

BSC CSEM 4-1 PROF. MICHAEL PECHARDO

Sample of Achievement Criteria

ESTOLONIO, RIZA C. APRIL 03, 2022

BSC CSEM 4-1 PROF. MICHAEL PECHARDO

Phase IV- Coaching

After the result of achievement criteria, the cooperatives can make a one-on-one coaching to the
employee which provides on an advice and recommendations on how the employee achieve a better
performance.

Benefits
Coaching is a powerful tool for creating people who are always improving. As a result, employees:

• Take on more difficult tasks.

• Increase the difficulty of your problems.
• Implement solutions that are effective, and
• Perform to a higher standard

Phase V- Merit Rewards

The merit rewards are the final component of the programs. It allows the organization to recognize and
reward individuals or managers who successfully contribute to the organization's goals. Employees are
motivated to work hard and contribute to the organization in this manner.

This reward is called “Kudos” Kudos which comes from a greek word kydos to praise or glory meaning
giving credit for an accomplishment. Employees that obtain kudos can also receive gift cards.

Conclusion

The board of directors is responsible for evaluating the performance of managers and staff. Appraisal
becomes less adversarial when a formal process is established and followed on a regular basis. The formulation
of reasonable and attainable performance standards is fundamental to the appraisal process.

All aspects of the manager's and employee's jobs should be covered by standards, which might include
both outcomes and activities. The manager and the board should work together to set the standards.
Performance requirements should evolve in tandem with the cooperative's growth and changing role.

ESTOLONIO, RIZA C. APRIL 03, 2022

BSC CSEM 4-1 PROF. MICHAEL PECHARDO

 REFERENCES

Achieve together coaching. Achieve Together Coaching | People & Culture. (n.d.). Retrieved April 3, 2022,
from https://hr.berkeley.edu/performance/achieve-together/achieve-together-coaching

The importance of document management - four vision. (n.d.). Retrieved April 3, 2022, from https://fourvision-
website-test.azurewebsites.net/knowledge-item/the-importance-of-document-management/

Sample of Achievement Criteria. (n.d.). Retrieved April 3, 2022, from

https://docs.google.com/spreadsheets/d/1E5N2KOWUmGPCir9OSLpu5yxF3v1wHhIm/edit?usp=sharing&o
uid=110391011038604053441&rtpof=true&sd=true

ESTOLONIO, RIZA C. APRIL 03, 2022

BSC CSEM 4-1 PROF. MICHAEL PECHARDO