1. |
Determine availability |
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Find out from the relevant individual whether he/she can take part in project. |
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Contact the individual’s line functionary and determine whether the person is available and, if so, for what percentage of his/her time. |
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Indicate the relevant information on the form provided. |
2. |
Obtain commitment to project tasks |
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The PM negotiates the allocated tasks with each team member. |
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The PM and team member ensure that the correct time has been allocated to each task. |
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The team member undertakes to complete the relevant tasks within the agreed upon time. A type of contract is therefore entered into between the PM and team member. |
3. |
Draw up a preliminary performance contract or work agreement |
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(Generic contracts per type of roleplayer are available.) |
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The PM identifies, in collaboration with the line manager, specific areas for development. |
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The contract sets out the team member’s responsibilities in terms of tasks and deliverables. |
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The contract indicates against what or how effectiveness will be measured. |
4. |
Revise and finalise the performance contract or work agreement |
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The team member gets the opportunity to revise the contract and discuss uncertainties/differences. |
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The contract is finalised once unanimity has been reached. |
5. |
Create a channel for regular, informal feedback |
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Positive as well as constructive negative feedback should regularly be given to the team member. |
6. |
Revise performance measures regularly |
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Should the project take more than 6 months, revision should take place every quarter. This can help to identify and address problems in good time, and can also serve as motivation. |
7. |
Do final performance evaluation |
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Final performance evaluation takes place at the end of the team member’s involvement with the particular project. |
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Inputs are obtained from team members, managers, clients as well as the individual. |
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The final evaluation is sent through to the line manager to serve as input for the annual performance appraisal. |
