ABSTRACT
The good manager must know what good looks like the right performance, the right behaviour. The focus needs to be on activity: activity-based costing, activity-based management. While many organisations have a set of competency descriptions for jobs and job families, few are provided to line managers in a form that enables them to observe objectively whether performance and behaviour are meeting the expected standard. For HR, Organisational Development OD or L&D, who are not in direct contact with the staff doing the day-to-day work, it is difficult to establish appropriate performance and behaviour indicators. If there is a single lesson we have learned about human capital investment, it is the importance of well-articulated, unambiguous descriptors of the expected standards of performance and behaviour. The Personal Development Review (PDR) provides both supervisor and staff member the opportunity to establish and/or revise performance expectations and give feedback on how work is performed throughout the year.
