Performance Planning, Goals and Standards

Introduction

Performance planning is the process through which an employee and the organization translate strategy, job responsibilities, and role expectations into an agreed plan for future performance. It is more than setting targets at the beginning of an appraisal year. Effective planning clarifies what must be achieved, how work should be performed, what support is required, how progress will be reviewed, and how results will be evaluated fairly.

A performance plan connects four levels of organizational activity:

1. Organizational purpose and strategy—the outcomes the organization seeks.
2. Team or departmental priorities—how work is coordinated to support that strategy.
3. Individual role responsibilities—the contribution expected from a particular position.
4. Observable results and behaviours—the evidence used to assess performance.

Poorly designed plans create predictable problems. Goals may be too vague, measures may reward undesirable behaviour, standards may be unrealistic, and employees may be held accountable for factors outside their control. A high-quality plan therefore combines job analysis, outcome goals, adaptive planning, competencies, behavioural standards, milestones, and explicitly agreed accountabilities.

Learning Objectives

By the end of this chapter, students should be able to:

• explain the purpose and elements of a performance plan;
• use job analysis to identify relevant duties, outputs, competencies, and conditions of performance;
• formulate SMART goals and distinguish them from adaptive goals;
• apply Objectives and Key Results (OKRs) appropriately;
• develop competency and behavioural standards;
• design milestones, measures, evidence sources, and review arrangements;
• negotiate realistic accountabilities between managers and employees; and
• evaluate performance plans for validity, fairness, ethics, and practical usefulness.

1. The Nature and Purpose of Performance Planning

A performance plan is a forward-looking agreement or working document that specifies expected contributions during a defined period. It normally includes role purpose, key responsibilities, goals, measures, competencies, behavioural expectations, milestones, resources, and review dates.

Performance planning serves several purposes:

• Direction: employees understand which results matter most.
• Coordination: individual work is aligned with team and organizational priorities.
• Motivation: meaningful and attainable goals focus effort.
• Development: gaps in knowledge, skill, or experience become visible.
• Feedback: managers have a basis for regular, evidence-based conversations.
• Fairness: expectations are established before results are judged.
• Governance: accountability, documentation, and decision rights are clearer.

Planning is not the same as prediction. A plan expresses intended performance under stated conditions; it cannot eliminate uncertainty. For this reason, plans should be sufficiently specific to guide action but sufficiently adaptable to respond to changes in technology, customers, regulations, staffing, or organizational strategy.

Performance planning and performance appraisal

Performance planning occurs primarily before and during the performance period. Performance appraisal is the later evaluation of performance against agreed expectations. The two activities are connected but not identical. A weak plan cannot be rescued by a sophisticated appraisal form. If expectations were unclear or measures were invalid, the final rating will also be questionable.

Performance management is broader than both activities. It includes planning, ongoing coaching, feedback, development, recognition, evaluation, and organizational learning. In contemporary practice, annual planning is increasingly supplemented by quarterly or monthly check-ins.

2. Starting with Job Analysis

Meaning of job analysis

Job analysis is the systematic study of a job’s tasks, responsibilities, outputs, context, and requirements. It provides the evidence base for a valid performance plan. Without job analysis, managers may set goals based on personal preferences, outdated job descriptions, or the performance of a different role.

Important sources of job information include:

• current job descriptions;
• interviews with jobholders and supervisors;
• observation of work;
• work diaries and critical incidents;
• workflow and process documentation;
• customer or stakeholder requirements;
• competency frameworks;
• regulatory and safety requirements; and
• data about service quality, productivity, errors, or delivery.

From duties to performance expectations

Job analysis should distinguish among several related elements:

A role-based plan should not list every task. It should identify the responsibilities and outputs that are significant, measurable, and within the employee’s reasonable influence. Routine duties may be included as standards rather than separate goals.

Job analysis and changing work

Traditional job analysis assumes that jobs are relatively stable. Many contemporary roles are less predictable. Digital technologies, project work, remote collaboration, and changing customer expectations can alter tasks rapidly. Therefore, a current job analysis should include both established responsibilities and the role’s capacity to learn, solve problems, collaborate, and respond to change.

3. Architecture of a Performance Plan

A practical performance plan usually contains the following components:

1. Role purpose: a concise statement of the contribution the role makes.
2. Key responsibilities: major areas of ongoing accountability.
3. Performance goals: important results to be achieved during the period.
4. Measures and evidence: indicators showing whether goals were achieved.
5. Competencies: knowledge, skills, abilities, and other characteristics required.
6. Behavioural standards: observable ways of working.
7. Milestones: interim achievements or checkpoints.
8. Support and resources: training, tools, authority, or staffing required.
9. Risks and dependencies: conditions that may affect achievement.
10. Review arrangements: dates, participants, documentation, and adjustment rules.

A plan should distinguish results from behaviours. Results answer the question, “What was achieved?” Behaviours answer, “How was it achieved?” Both are necessary. A salesperson who reaches a revenue target by misleading customers has not performed acceptably, even if the numerical result is high.

Balancing the plan

Too many goals dilute attention. A useful plan normally contains a small number of significant goals, supported by role standards and competencies. The exact number depends on role complexity, but five to seven major outcome goals is often more manageable than a list of twenty minor targets.

Goals should also reflect different time horizons. A customer-service employee may have daily service standards, quarterly improvement goals, and an annual capability objective. The plan should show how these elements relate rather than treating them as unrelated demands.

4. Goal Design: SMART and Adaptive Approaches

SMART goals

SMART is a practical test for goal quality. The letters are commonly interpreted as:

• Specific: states the result or action clearly;
• Measurable: identifies evidence or a method of judging progress;
• Achievable: challenging but feasible with available authority and resources;
• Relevant: connected to the role and organizational priorities; and
• Time-bound: includes a deadline or review period.

For example, “Improve recruitment” is not a strong goal. A more useful version is: “By 30 September, reduce the average time from approved vacancy to accepted offer for professional roles from 48 to 40 calendar days, while maintaining a minimum 90% compliance rate for required recruitment records.”

The example is specific about the process, measurable through time and compliance data, achievable only after checking capacity, relevant to recruitment operations, and time-bound.

SMART does not mean that every goal must be expressed as a single number. A qualitative goal can be measurable when evidence and standards are clearly identified. For example, “By the end of the semester, implement a documented onboarding process approved by the HR manager and tested with at least two departments” is measurable through deliverables and acceptance criteria.

Adaptive goals

Adaptive goals are designed for conditions in which priorities, methods, or external circumstances may change. They retain a clear direction but permit modification of the route, measure, or timing. An adaptive goal might state:

Improve employee onboarding during the financial year by reducing avoidable delays and increasing new-hire understanding of essential procedures. The specific interventions and interim targets will be reviewed quarterly using feedback, completion data, and operational changes.

Adaptive goals should not become vague commitments. They require:

• a stable purpose or outcome direction;
• explicit review dates;
• criteria for changing the goal;
• documentation of revised expectations; and
• agreement about who has authority to approve changes.

A goal should be revised when assumptions materially change, not merely because achievement becomes difficult. For example, a regulatory change that adds mandatory processing steps may justify revising a processing-time target. Ordinary underperformance does not automatically justify removing the target.

SMART and adaptive goals together

SMART and adaptive planning are complementary. A plan can specify a measurable initial target while also defining a review mechanism. For example, a project team may commit to delivering a tested prototype by June, while allowing the user requirements and technical design to be refined through monthly reviews.

5. Objectives and Key Results

Objectives and Key Results (OKRs) provide a framework for expressing direction and evidence of progress. An objective describes an important, motivating outcome. Key results define observable evidence that the objective is being achieved.

Example:

Objective: Create a more reliable employee service experience.

Key results:

• raise the proportion of routine HR requests resolved within two working days from 70% to 90%;
• reduce incorrectly routed requests by 25% by the end of the second quarter; and
• achieve an average internal service rating of at least 4.2 on a five-point scale.

A key result is not simply an activity. “Attend service-design training” is an initiative or action; “reduce incorrectly routed requests by 25%” is a result. Initiatives explain how key results may be achieved.

OKRs can encourage focus and transparency, but they require careful use. Stretch objectives may support innovation, yet they should not be used mechanically as the sole basis for pay, promotion, or discipline. A highly ambitious key result may be useful for learning even when full achievement is not expected. If employees believe that missing a stretch target will automatically damage their careers, they may set safe targets or manipulate data.

Goals, objectives, key results, and standards

These concepts should not be confused:

• A goal is a desired result or direction.
• An objective is a defined outcome, often used as the main statement in an OKR system.
• A key result is evidence that an objective has been achieved or advanced.
• A standard is an expected level or manner of ongoing performance.
• A milestone is an interim point or deliverable in a longer effort.

6. Measures, Standards, and Evidence

Performance measures

A measure is useful when it is relevant, reliable, understandable, and reasonably controllable by the employee. Measures may include:

• quantity, such as cases completed;
• quality, such as error rates or customer acceptance;
• timeliness, such as cycle time;
• cost or resource use;
• customer or stakeholder outcomes;
• compliance and risk indicators; and
• learning or capability evidence.

No single measure captures performance perfectly. Quantity may encourage speed at the expense of quality. Customer ratings may be affected by factors outside the employee’s control. Compliance measures may show whether minimum requirements were met but not whether service was excellent. A balanced plan uses a small set of complementary measures.

Standards

Standards describe the expected level of routine performance. They can be expressed as thresholds, ranges, quality criteria, or behavioural descriptions. For example:

• respond to standard internal queries within two working days;
• maintain complete and accurate records in accordance with policy;
• escalate material employee-relations risks promptly; and
• communicate decisions respectfully and protect confidential information.

A standard should identify the relevant context. “Respond to all requests immediately” is unrealistic and may encourage careless responses. “Acknowledge requests within one working day and provide an appropriate response or progress update within three working days” is clearer.

Evidence and data quality

The plan should specify how evidence will be collected. Possible sources include system records, completed work products, customer feedback, project documentation, quality audits, and structured observations. Informal impressions may contribute to a discussion, but they should not be the only evidence for important decisions.

Data must be interpreted carefully. An increase in reported employee-relations cases may indicate worsening conditions, improved reporting confidence, or better record keeping. Measures are indicators, not automatic explanations.

7. Competencies and Behavioural Standards

Competencies

Competencies are integrated patterns of knowledge, skills, abilities, and behaviours that contribute to effective performance. A competency framework may include categories such as:

• technical or professional expertise;
• communication;
• collaboration;
• problem solving;
• customer orientation;
• planning and organization;
• ethical judgment; and
• learning agility.

Competencies should be relevant to the role and described at an appropriate level. “Leadership” means something different for a new supervisor, a senior manager, and a technical specialist who leads projects without formal authority.

Behavioural standards

Behavioural standards convert broad values into observable actions. Consider the difference between:

• “Demonstrates teamwork”; and
• “Shares relevant information with colleagues, seeks input before decisions affecting their work, meets agreed handoffs, and addresses disagreements directly and respectfully.”

The second statement provides behavioural evidence. It does not require every employee to behave identically; rather, it defines acceptable principles while allowing appropriate differences in style.

A useful behavioural standard should be:

• observable rather than psychological;
• related to the role and organizational values;
• sufficiently specific to guide feedback;
• compatible with inclusion and cultural differences; and
• balanced so that one value does not undermine another.

For example, “always be available” may disadvantage employees with caring responsibilities or encourage unhealthy work practices. A better standard concerns timely communication during agreed working arrangements and appropriate escalation of urgent matters.

8. Milestones and Agreed Accountabilities

Milestones

Milestones divide a longer goal into meaningful checkpoints. They are especially important for projects, development objectives, and work with delayed outcomes. A milestone should identify a deliverable, date, owner, acceptance criterion, and dependency.

Example:

Milestones support early correction. If a project is assessed only at the end, it may be too late to address missing resources or unrealistic assumptions.

Accountability and controllability

Accountability means being answerable for an agreed result or responsibility. It does not mean that the employee controls every factor affecting the result. A fair plan distinguishes:

• what the employee directly controls;
• what the employee influences through collaboration;
• what depends on other parties; and
• what is outside the employee’s reasonable control.

The employee may be accountable for preparing an accurate business case, while the executive team remains accountable for the funding decision. The plan should record dependencies rather than assigning the final funding outcome to the employee.

Managers also have accountabilities. These may include providing access, decisions, feedback, staffing, training, or timely removal of obstacles. Performance planning is therefore a mutual agreement, not a one-sided list of employee demands.

9. A Practical Method for Developing a Performance Plan

A disciplined planning conversation can follow these steps.

Step 1: Clarify organizational and team priorities

Identify the few priorities that matter most during the period. Avoid copying strategic statements without translating them into role-relevant contributions.

Step 2: Review the role and job analysis

Confirm responsibilities, outputs, stakeholders, decision rights, risks, and changing requirements. Check whether the job description is still accurate.

Step 3: Select significant outcomes

Choose results that are important, reasonably controllable, and capable of producing evidence. Include both operational delivery and improvement or development where appropriate.

Step 4: Define measures and standards

Specify what good performance looks like, how it will be measured, what evidence will be used, and what trade-offs must be avoided.

Step 5: Add competencies and behaviours

Identify the capabilities and conduct required to achieve results ethically and sustainably.

Step 6: Establish milestones and dependencies

Set interim checkpoints, owners, dates, resources, and escalation arrangements.

Step 7: Identify development and support needs

Development actions should be connected to performance needs. They may include coaching, project assignments, formal learning, mentoring, job shadowing, or access to systems.

Step 8: Negotiate and document

The manager and employee should discuss feasibility, competing priorities, risks, and disagreements. The final plan should record the agreed position, not merely the manager’s initial proposal.

Step 9: Review and adapt

Use regular check-ins to examine progress, evidence, wellbeing, changing conditions, and support. Record material changes and the reasons for them.

10. Worked Example: Developing a Role-Based Plan

Consider an HR officer responsible for recruitment administration in a medium-sized organization. Job analysis identifies three major responsibilities: maintaining recruitment records, coordinating interview logistics, and supporting compliance with recruitment policy.

A weak goal would be: “Handle recruitment efficiently.” It does not define efficiency, scope, evidence, or time.

A stronger plan might contain the following elements:

This plan combines results, ongoing standards, behaviour, capability, and mutual accountability. It also avoids holding the HR officer solely responsible for delays caused by hiring managers.

11. Illustrative Case: The Regional Service Centre

Background

The Regional Service Centre of a fictional public organization employs twelve HR advisers. Its annual plan requires faster responses to routine employee questions while maintaining confidentiality and legal compliance.

Problem

The centre’s existing performance plans contain goals such as “provide excellent service” and “support strategic HR.” Employees report that priorities change frequently and that customer satisfaction scores are affected by matters they cannot control. Managers also focus heavily on the number of cases closed.

Analysis

A review of work records shows that advisers handle three types of work: routine information requests, complex advisory cases, and urgent employee-relations matters. Closure volume alone is an invalid measure because complex cases require more time and because premature closure can create risk. Interviews also reveal inconsistent escalation practices.

Approach and solution

The centre redesigns the plans using job analysis. Each adviser receives:

• a role purpose focused on accurate, timely, and respectful advice;
• a service standard for acknowledging and updating cases;
• quality and compliance standards based on case audits;
• a development objective concerning complex-case judgment;
• a behavioural standard covering confidentiality, inclusion, and escalation;
• quarterly milestones for improving the case-management process; and
• a record of dependencies, including policy-owner response times.

The centre adopts an OKR for the team: “Make routine HR support easier and more reliable.” Key results include reducing avoidable transfers, improving response timeliness, and maintaining a specified quality-audit result. Individual plans show how each adviser contributes without turning the team objective into an artificial individual quota.

Outcome

After two review cycles, managers report more focused conversations and fewer disputes about what employees were expected to achieve. The centre does not treat the initial results as proof that the new plan caused every improvement; it continues to examine workload, system changes, and customer demand. The most valuable change is improved transparency about quality, dependencies, and escalation.

Learning points

The case demonstrates that:

• job analysis prevents inappropriate measures;
• quality and compliance must accompany speed measures;
• team outcomes should be translated into individual contributions thoughtfully;
• behavioural expectations make values assessable; and
• adaptive reviews are essential where demand and policy conditions change.

12. Ethical, Legal, and Governance Considerations

Performance plans affect pay, promotion, development, reputation, and sometimes continued employment. They must therefore be designed and administered responsibly.

First, expectations must be relevant to the job. Measures unrelated to essential duties may create unfair disadvantage. Second, employees should know how information will be collected and used. Monitoring technology should be proportionate, transparent, and consistent with applicable privacy and employment law. Third, plans must accommodate disability, health conditions, religious observance, caring responsibilities, and other legally protected circumstances where required.

Managers should avoid discriminatory proxies. For example, willingness to work outside normal hours is not necessarily evidence of commitment or performance. Behavioural standards should recognize different communication styles while maintaining requirements for respect, safety, and effective collaboration.

Data governance is also important. Performance records should be accurate, access-controlled, retained appropriately, and corrected when errors are identified. Automated dashboards do not remove managerial responsibility. An algorithm may count interactions but cannot reliably determine whether an employee exercised sound judgment in a difficult human situation without contextual review.

13. Technology, AI, and Contemporary Developments

Digital performance systems can support goal cascading, milestone tracking, evidence collection, and reminders for review conversations. Collaboration platforms may make progress more visible, but visibility is not equivalent to value. The number of messages sent, hours online, or keystrokes recorded may be poor indicators of contribution.

AI tools may assist managers by summarizing documented objectives, identifying missing measures, or suggesting development resources. However, AI-generated recommendations require human review for accuracy, bias, privacy, and contextual fairness. Sensitive employee information should not be entered into systems that lack appropriate security or organizational approval.

Contemporary practice is moving toward:

• shorter planning and review cycles;
• continuous feedback rather than a single annual event;
• team and cross-functional goals;
• greater emphasis on learning and adaptability;
• outcome-based hybrid-work arrangements; and
• stronger attention to wellbeing, inclusion, and sustainable performance.

These developments do not eliminate the need for clear standards. They increase the need for disciplined judgment about what should be measured and why.

14. Common Problems and Quality Checks

Common problems

• Vague language: “be proactive” without observable meaning.
• Too many goals: attention is spread across low-value activities.
• Uncontrollable outcomes: employees are judged on decisions made elsewhere.
• Single-metric bias: one number encourages gaming or harmful trade-offs.
• Activity substitution: training attendance is treated as performance improvement.
• Outdated job analysis: the plan reflects a role that no longer exists.
• No review mechanism: changes are made informally and inconsistently.
• Hidden standards: managers apply expectations that were never discussed.
• Rating contamination: personality or personal similarity influences evaluation.

Quality checklist

Before approving a plan, ask:

1. Is the role purpose clear?
2. Does each major goal arise from a genuine role responsibility or priority?
3. Is the expected result observable and measurable in a sensible way?
4. Are quality, ethics, and compliance protected alongside quantity and speed?
5. Can the employee reasonably influence the result?
6. Are dependencies and manager responsibilities recorded?
7. Are competencies and behaviours described in observable terms?
8. Are milestones and review dates sufficient for early correction?
9. Is the plan inclusive and legally defensible?
10. Can both parties explain what success will look like?

Chapter Summary

Performance planning translates organizational priorities and job responsibilities into an agreed framework for future contribution. Effective plans begin with job analysis and distinguish tasks, responsibilities, outputs, competencies, conditions, and dependencies. They combine a limited number of meaningful outcome goals with ongoing standards and observable behaviours.

SMART goals provide specificity, measurement, feasibility, relevance, and time boundaries. Adaptive goals add structured flexibility when conditions are uncertain; they require review rules rather than vague wording. OKRs connect motivating objectives with evidence-based key results, but they should not be applied mechanically or used without regard for quality, ethics, and context.

A complete plan includes measures, evidence sources, competencies, behavioural standards, milestones, development actions, resources, and mutual accountabilities. Fair planning recognizes the difference between what an employee controls and what the employee merely influences. Regular review, accurate data, privacy safeguards, inclusion, and human judgment are essential, particularly when digital systems or AI are used.

Key Terms

Adaptive goal: A goal that maintains a clear direction while allowing agreed changes when conditions materially change.

Accountability: Being answerable for an agreed responsibility or result.

Behavioural standard: An observable description of how work should be performed.

Competency: An integrated pattern of knowledge, skills, abilities, and behaviours supporting effective performance.

Dependency: A condition, person, resource, or decision on which achievement relies.

Evidence: Information used to assess progress or performance.

Goal: A desired result or direction of effort.

Job analysis: Systematic examination of a job’s tasks, outputs, requirements, and context.

Key result: An observable indicator showing progress toward an OKR objective.

Milestone: An interim achievement or checkpoint in a longer process.

Objective: A defined and significant outcome, often used as the directional element of an OKR.

OKR: Objectives and Key Results, a framework linking desired outcomes with evidence of progress.

Output: A product, service, decision, or result produced by work.

Performance plan: A documented framework of expected results, behaviours, competencies, measures, and support.

Role purpose: A concise statement of the contribution a position makes.

SMART goal: A goal that is specific, measurable, achievable, relevant, and time-bound.

Standard: An expected level or manner of ongoing performance.

Stretch objective: An intentionally ambitious objective designed to encourage substantial progress or innovation.

Review Questions

Short Answer Questions

1. What is the purpose of performance planning?
2. How does job analysis contribute to a valid performance plan?
3. Define a SMART goal and list its five characteristics.
4. What is the difference between a performance measure and a behavioural standard?
5. Why should dependencies be recorded in a performance plan?

Long Answer Questions

1. Explain how an organization can translate strategic priorities into role-based performance goals.
2. Compare SMART goals, adaptive goals, and OKRs. Identify situations in which each approach is most useful.
3. Discuss why performance plans should assess both results and behaviours.
4. Explain the importance of milestones, evidence, and review arrangements in performance planning.
5. Evaluate the ethical and legal issues that may arise when digital systems are used to monitor performance.

Analytical / Application Questions

1. A customer-service employee is measured only by the number of cases closed. Analyse the weaknesses of this measure and propose a balanced performance plan.
2. A project’s deadline remains fixed, but its customer requirements change substantially. Design an adaptive goal with review rules, milestones, and accountabilities.
3. Using a job of your choice, develop one outcome goal, one competency expectation, two behavioural standards, one milestone, and one manager accountability. Explain how each element is supported by job analysis.

Multiple Choice Questions with Answers

Question 1

Which element of a performance plan describes the contribution a position makes to the organization?

A. Role purpose

B. Milestone

C. Key result

D. Dependency

Correct Answer: A. Role purpose

Question 2

Which goal is the strongest SMART goal?

A. Improve recruitment soon

B. Work harder on recruitment

C. Reduce average vacancy-to-offer administration time from 10 to 8 working days by 31 December

D. Support strategic recruitment activities

Correct Answer: C. Reduce average vacancy-to-offer administration time from 10 to 8 working days by 31 December

Question 3

What distinguishes a key result from an initiative in an OKR system?

A. A key result describes an activity, while an initiative describes a value

B. A key result provides evidence of progress, while an initiative is an action used to achieve it

C. A key result is always qualitative, while an initiative is always quantitative

D. A key result applies only to individuals, while an initiative applies only to teams

Correct Answer: B. A key result provides evidence of progress, while an initiative is an action used to achieve it

Question 4

Which is the best example of an observable behavioural standard?

A. Be committed

B. Have a positive personality

C. Demonstrate leadership potential

D. Share relevant information, meet agreed handoffs, and address disagreements respectfully

Correct Answer: D. Share relevant information, meet agreed handoffs, and address disagreements respectfully

Question 5

Why should performance plans include both quality and quantity measures?

A. To make plans as complicated as possible

B. Because quantity measures alone may encourage speed at the expense of quality

C. Because quality cannot be observed directly

D. To eliminate the need for managerial judgment

Correct Answer: B. Because quantity measures alone may encourage speed at the expense of quality

Question 6

Which situation most clearly justifies revising an adaptive goal?

A. The employee dislikes the target

B. The employee has made no effort

C. A major regulatory change adds mandatory processing requirements

D. The manager forgot to discuss the goal

Correct Answer: C. A major regulatory change adds mandatory processing requirements

Question 7

What is the fairest way to handle a result that depends heavily on another department?

A. Hold the employee fully responsible for the final result

B. Remove all accountability from the employee

C. Record the dependency and assess the employee’s contribution within their reasonable influence

D. Ignore the result completely

Correct Answer: C. Record the dependency and assess the employee’s contribution within their reasonable influence

Question 8

Which item is an example of a milestone?

A. Communicate respectfully

B. Improve service

C. Map the current onboarding process by 15 February

D. Demonstrate customer orientation

Correct Answer: C. Map the current onboarding process by 15 February

Question 9

Why is counting cases closed alone an inadequate performance measure for HR advisers?

A. Cases are never measurable

B. It may reward premature closure and ignore case complexity and quality

C. Employees should not have any targets

D. Only customer ratings are valid

Correct Answer: B. It may reward premature closure and ignore case complexity and quality

Question 10

Which statement about AI-supported performance management is most appropriate?

A. AI recommendations require no human review

B. Online activity is always a valid measure of performance

C. AI may assist with summaries or suggestions, but managers must review accuracy, bias, privacy, and context

D. Sensitive employee information should always be entered into public AI tools

Correct Answer: C. AI may assist with summaries or suggestions, but managers must review accuracy, bias, privacy, and context