Thus far, we have considered the three main approaches to defining, monitoring and measuring work performance. However, as important as this is, it is only one phase of the performance management cycle. As noted in chapter 1, a rounded approach to individual performance management, whether the system's purpose is primarily evaluative or, alternatively, mainly developmental, also involves:

• diagnosis of the primary causes of any assessed performance deficits

• the provision of formal feedback on each employee's assessed strengths and weaknesses regarding results, behaviour and/or competencies; that is, a formal performance ‘review’

• formal dialogue and planning to remedy any assessed performance deficits and to reinforce existing strengths; that is, an ‘action planning’ process

• application of appropriate performance development strategies and practices, ranging from counselling for assessed underperformance to mentoring for employees with high potential, and coaching to further enhance the achievements of high-performing employees.

Without these vital steps, the full potential of performance management is unlikely to be realised. Moreover, as with the processes of monitoring and assessment, without due attention to validity, reliability and felt-fairness requirements, it is most unlikely that feedback provision, action planning and development initiatives will deliver the outcomes desired by either the organisation or the employee.

In this chapter, we examine the main options for completing the cycle of performance management by these means, beginning with the diagnosis of the likely reasons for assessed substandard performance.