{"id":6361,"date":"2023-01-10T14:55:10","date_gmt":"2023-01-10T14:55:10","guid":{"rendered":"https:\/\/www.stl-training.co.uk\/b\/?p=6361"},"modified":"2023-12-30T23:04:43","modified_gmt":"2023-12-30T23:04:43","slug":"performance-management-part-1-setting-expectations","status":"publish","type":"post","link":"https:\/\/www.stl-training.co.uk\/b\/performance-management-part-1-setting-expectations\/","title":{"rendered":"Performance Management Part 1 – Setting Expectations"},"content":{"rendered":"

To perform well<\/a>, employees need to know what is expected of them.<\/p>\n

Well-defined expectations produce effective teams<\/a> with employees who know the role they play and the purpose they serve. When you and an employee set clear expectations about the results that must be achieved, and the methods or approaches needed to achieve them, you establish a path for success.<\/p>\n

\"performance\"<\/p>\n

 <\/p>\n

The starting point is an\u00a0up-to-date job description\u00a0<\/em>that describes the essential functions, tasks, and responsibilities of the job. It also outlines the general areas of knowledge and skills required for the employee to be successful in the job.<\/p>\n

But performance expectations go far beyond the job description.<\/p>\n

In discussing performance expectations an employee should understand why the job exists, where it fits in the organisation, and how the job’s responsibilities link to organisation and department objectives. The range of performance expectations can be broad but can generally be broken into two categories:<\/p>\n