At performance review time, when giving your report an overall performance rating, the following must be taken into consideration:
Anyone thriving and successfully delivering in their role is rated as a ‘3 - Achieving’.
Understanding and internalising the definitions of each of our performance ratings is crucial for you to be successful in this task. Take time to read and critically think about each area before you give anyone a rating.
| Personal performance rating | Definition | |
|---|---|---|
| 5 - Outstanding | A ****rare ****event in which someone goes above and beyond the remit of their role to address a challenge or opportunity that has high levels of impact across the organisation | |
| We do not expect anyone to be consistently operating at this level - it’s not a sustainable place to inhabit - the company should not be in such a state of flux that this type of activity is required very often | ||
| When it does happen, those who rise up to meet the challenge and succeed should be acknowledged | ||
| 4 - Exceeding | A person who is consistently overachieving against their goals/responsibilities | |
| Generally, someone who is rated at a 4 may be ready for promotion or will be ready in the next 3 months | ||
| They’ll be hitting the majority of the expectations of their role in their framework, and beginning to exhibit some of the skills and behaviours outlined in the next level | ||
| 3 - Achieving | Someone who is consistently and dependably performing within the remit of their level | |
| Delivering against their goals on time and to a high quality | ||
| We expect most people in the organisation to be rated as ‘achieving’ | ||
| 2 - Inconstantly achieving | This person will have experienced some struggles over the last review period | |
| Their baseline of work and impact is decent but for whatever reason, they have not managed to work at this level regularly. This may have caused some disruption to their team/department | ||
| The performance review should be heavily focused on identifying the development areas for this individual and the ways we can support them back to success | ||
| 1 - Underperforming | To rate someone a 5 they must have been consistently underperforming for at least a quarter | |
| The expectation is that this rating will not be a surprise to this person as you the manager should have been feeding back to and attempting to support this person from the first instance of underperformance - HR should also be aware | ||
| If you rate someone in your team a 5, HR will meet with you on how to approach the performance review meeting |