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One of the key roles of human resource managers is to develop and communicate an organisation’s Employee Performance and Development Review process. The Employee Performance and Development Review is for supervisors/managers to assess their employees’ performance over the review period.

Design an Employee Performance and Development Review Instruction Manual for your organisation (or an organisation of choice). The purpose of the instruction manual is to provide resources for managers to evaluate and give feedback to staff on their performance. It is an annual review process and your instruction manual should contain:

 1. A brief overview of the organisation  

2. Adescription of the stages in the Employee Performance Review process 

3. Amemo from the Human Resource Manager to all employees outlining the Employee Performance Review process  

4. Aninstruction training PowerPoint slide pack to train managers in the Employee Performance Management process 

5. ASample Employee Performance Review form 

6. A guide for managers to providing feedback at the Employee Performance Review meeting 

Overview of the Organization

This research report aims to prepare a comprehensive employee performance and development review. The performance review and development framework for employees provides the basis for a manager and organizational member to work together in assessing as well as developing employees’ performance to guide the achievement of individual, weak work areas and organizational objectives (Dusterhoff, Cunningham and MacGregor 2014). This can be done through formal review of performance generally and annually. The major purpose of this review process is to provide managers with resources to assess and give feedback to employees on their performance. Thus, to make the process relevant to contemporary business, the report considers employee performance of the organization Digicel in Caribbean, which is a mobile network provider.

Digicel is a large mobile network provider and has started its operation in 2001. Currently, the organization is its operation in 31 markets in Caribbean and Asia Pacific. Digicel serves customers and business customers simultaneously and provide the world of mobile communication, business solutions, media and entertainment. The firm has made investment over US $5 billion in Digicel business globally as well as continues to invest to introduce leading edge technologies to markets ( 2018).  To provide a world class service, the firm hires both regional and global talents but to maintain the quality of services, Digicel needs to check on its employee performance. The firm has a large and diverse employee base needing a comprehensive review to enhance performance and meet organizational goals.  Digicel requires a comprehensive employee performance and development review process which would help to identify the weak areas in workforce and develop suitable solutions.

It is identified that a formal annual review process remains integral to the performance review and development framework and need to organizational members’ performance against the formed objectives (Noe et al. 2014). The process also needs to identify needs as well as opportunities for employees.

The following elements that are based on objectives of annual review techniques that need to be included in each member’s annual review. This might include

  • A review of position description/ job responsibility

Hence, this structural feedback from Digicel’s managers’ performance and evaluation of assessment of an employee’s performance in respect to

  • Incremental progression
  • A shift to higher classification in a linked position
  • Identification and evaluation of professional development activities

Here, performance objectives could normally be agreed on through discussion as well as negotiation between managers and employees (Mone and London 2018). This phase determines what needs to be done and to what standards they should be done. When designing work priorities, the management needs to ensure that work priorities are linked to organizational objectives.

Stages in Employee Performance Review Process

Professional development and training should be undertaken in coming review time frame

  • Agreed professional development or training activities
  • Managerial training, where an employee has recently been designated as a manager
  • Leave plan for the period
  • Opportunity for the upward feedback from the supervisors
  • For managers, the performance review should involve an evaluation of outcomes achievement in terms of people and resource management, management and leadership in planning as well as development of policy.

Human Resource could, in a timely manner, seek from managers a report on their implementation of the performance review process, training tools and activities

  • Training and professional development: Managers are needed to undertake Digicel’s two training for managers, “roles and responsibilities of a manager” and managing the workplace environment. Here, the employees also need to be encouraged to attend training activities which is offered by Employee Development and Training unit (Anitha 2014).

As you are probably aware of the fact that, it is time to review the performance for the year. It is time to discuss it with all employees and plan development and set goals for the next quarter. Before getting into the details, you all should know the basics of the review. All employees are requested to understand the value of the review process:

Digicel- The company- Digicel needs a regular assessments to guide its choice about the talent as well as succession planning. It is to be identified that top performers as well as those who are struggling generally receive additional attention. All employees have probably guessed that most managers would not do review were it not for organization’s insistence. However, the company does this work to protect employees from a bad manager who choose to give biased feedback.

It is time once again for annual performance evaluations to be carried out for System Administration staff at Digicel . The on-going dialogue with your managers throughout the year is a fundamental aspect of the performance management process. Here, the review is a performance conversation for both parties as well as opportunity to review with managers. This is an opportunity for employees and managers to discuss the strengths and areas for improvement related to positions-specific responsibilities.

Employee Information

Employee Name


Employee ID

Reviewer Name

Position Held

Reviewer Title

Last date of Review

Today’s date







Works to full potential

Quality of Work

Work Consistency


Independent work

Takes initiatives

Group Work





Co-worker relation

Client Relation

Technical Skills





Achieved Goals set in Previous Review?

Goals for Next Review period

Comments and Approval


Employee Signature

Reviewer Signature


                                                                                          (Source: Self-made)

Review of performance and on-going dialogue are fundamental to the performance management process and should occur across the review period. This might require discussion between supervisors and organizational members about the recognition for accomplishment of projects and assignments. If an employee or supervisor has any question about performance during the quarter. All parties are encouraged to start a temporary meeting to discuss all the concerns in an informal manner. Evaluations will be done based on the objectives as well as measurable standards that are linked to primary responsibilities of job designation. Thu, to prepare the formal performance evaluation meeting, managers and organizational members should review and if necessary need to update the responsibilities as stated in the position description (Carasco-Saul, Kim and Kim 2015). It is particularly identified that any change in the duties should be reviewed and acknowledged by organizational members

Memo from HR Manager

The annual performance evaluation meeting will include a face to face discussion of past quarter performance and the review period is based on the fiscal year runs from August. Each organizational member should be asked to perform a self-assessment before the performance evaluation meeting. Hence, both managers and organizational members should come together to discuss employees’ performance related to key job responsibilities as well as general performance areas along with the factors that might have affected performance (Shields et al. 2015). So, on the basis of this reason, there should be a discussion of whether or not objectives should be identified.

On the basis of the meeting, the managers must formally document staff members’ performance and one significant method to do this is to complete Performance Evaluation Form. In order to do this, the manager needs to identify the core responsibilities of positions as well as imply each identified responsibility and applicable general performance element whether employee members’ performance demonstrates a strength or requirement for the enhancement in that particular area (Beattie et al. 2014). The overall performance should be assigned to one of the five categories implies on the forms. The categories are such as outstanding performer, exceed expectation, solid performer in all facets of jobs, satisfactory and unsatisfactory. The form must include both short-term and long-term goals. If required, the manager could use a different method to document employee member performance. Nonetheless, it is suggested that elements of Performance Evaluation Form as the guide for discussion occurring between supervisors and organizational members. The manager of the organization needs the sign the form as well as share it with the organizational members who signs the paper as the acknowledgement of the receipt. Furthermore, if organizational members disagree with the process, a supplement of members’ concerns should be attached.


Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management, 63(3), p.308. (2018). What We Do - Business Solutions | Digicel Group. [online] Available at: [Accessed 12 Oct. 2018].

Dusterhoff, C., Cunningham, J.B. and MacGregor, J.N., 2014. The effects of performance rating, leader–member exchange, perceived utility, and organizational justice on performance appraisal satisfaction: Applying a moral judgment perspective. Journal of business ethics, 119(2), pp.265-273.

Mone, E.M. and London, M., 2018. Employee engagement through effective performance management: A practical guide for managers. Routledge.

Noe, R.A., Wilk, S.L., Mullen, E.J. and Wanek, J.E., 2014. Employee Development: Issues in Construct Definition and Investigation ofAntecedents. Improving Training Effectiveness in WorkOrganizations, ed. JK Ford, SWJ Kozlowski, K. Kraiger, E. Salas, and MS Teachout (Mahwah, NJ: Lawrence Erlbaum, 1997), pp.153-189.

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns, R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing employee performance & reward: Concepts, practices, strategies. Cambridge University Press.

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