To 'improve the current Performance Management process' without knowing the state of your current process is a bit like asking how to get to Venice without knowing your start point. If you're on the Grand Canal, then you're already there. However, if you're starting from Patagonia, then you've got a long way to go.

In general, an effective Performance Management system should have the following attributes:

1. The organisation must be crystal clear about what it wants the employee to do and the way they want that employee to do it.

2. The employee must be crystal clear about what he/she is expected to do and how he/she is expected to do it.

3. The employee must understand how the organisation will assess/measure his/her performance (i.e. what are the KPOs (not KPIs) that are required from the role) and what are the timeframes for each KPO.

4. What is the frequency and method with which the employee can/will discuss with his/her manager the progress, issues and obstacles associated with the role.

5. What is the timing of formal Performance Reviews.

6. What is the expectation for on-going feedback (up and down) between the employee and the manager and where relevant, peers and others (maybe 360 and maybe not).

7. What is the agreed steps after a formal Performance Review if/when KPO performance (or other issues) fall below expectations.

8. When can the employee get assistance if needed.

9. Is there an appeal process?

10. Have all of the above been agreed by all relevant stakeholders (Board, management, employees, unions)?

11. Is the manager skilled enough to conduct effective Performance Review within an robust Performance Management function?

12. Does the manager need training?

13. How effectively is the data coming from these various activities and steps captured, maintained, stored and accessed?

14. How is employee privacy protected?