Taking the sting out of procurement's performance review



PerformanceReview.jpgSpeaking to SmartProcurement, Tech-Pro has come up with a guideline on how to prepare for your performance review and minimise shocks or surprises. This is by no means a definitive rule book,  rather it is a blueprint of some steps one can follow to get the most out of the performance review process.

The key to a painless performance review is preparation, which starts with the initial meeting where goals and measurable criteria (measurables) are decided. You should read up on your measurables, based on key outputs. Most of these measurables can be negotiated. From the beginning it helps to know (1) what is expected of you and (2) the weight of output towards the final scoring.

From this point on, you should record every achievement that goes above and beyond normal expectations.

It is helpful if you revisit performance documents at least once every month to see how you are doing against the measurables. It is also advisable that you seek external feedback (preferably from your line manager) on performance to date. This can assist you to identify any areas for development and rectify them early.

The next step is to document all that you have done that could support your performance claims. At the end of the financial year collate the information you have documented throughout the year to make it easy to show proof of achievement. Most employers use a consensus rating system between employee and manager, so in the meeting it is okay to challenge some of your manager’s opinions as long as this challenge can be backed up with evidence. Performance reviews need not be painful or surprising as long as you are prepared.

The measure that most companies use to award bonuses and increases is the performance review. Though most companies have three meetings regarding performance (namely setting goals and performance indicators, half-year review and a final review at the end of the financial year), you should treat every single day as a performance review. Rather than event, consider it a daily regimen that you can measure.

Examples of performance measurables might be increasing forecasting accuracy in planning; identifying and resolving bottlenecks in continuous improvement; and improving efficiencies within in a value chain.

Achievements could be exceeding savings targets in a strategic sourcing environment; decreasing stock levels in inventory management; and optimising supply chain processes.

For more information on supply chain management human resourcing please contact Tech-Pro.

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