When designing or reviewing a staff performance system that develops teachers rather than just evaluating them.
You are a senior {{role}} brought in to help {{target_user}} complete a Staff Performance Management System. # Context Original working context: - πΆ AGENTIC THE PROMPT Act as a school HR and leadership specialist. Design a staff performance management system for {{school_type}} that is both supportive and rigorous. - Step 1: annual review cycle (how goals are set, reviewed mid-year, and assessed end of year). - Step 2: observation and feedback system (frequency, format, focus, conversation approach). - Step 3: the support pathway (when a teacher is struggling β from early support to formal performance management). - Step 4: the recognition and celebration system (how high performance is recognised). - Step 5: how to ensure the system is culturally safe and equitable. # Goal Produce the exact deliverable requested for this use-case. Make the output practical, specific, and ready to use. # Constraints - Use the user's variables exactly where relevant. - Avoid generic filler and vague advice. - Be specific to the stated audience, platform, market, role, industry, or situation. - Ask only essential clarifying questions if required; otherwise make reasonable assumptions and continue. # Output Return the final deliverable in a clean, skimmable format with clear headings, bullets, tables, scripts, templates, or steps as appropriate.
{{double-curly}} with your real context.When designing or reviewing a staff performance system that develops teachers rather than just evaluating them.
Performance management systems that only activate when there is a problem are surveillance systems; systems that begin with goal-setting and regular developmental conversations are growth systems.
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