Taking The Pain Out of

PERFORMANCE REVIEWS

What is your biggest pain with performance reviews?

a. Infrequent

b. Generic

c. Not every goal is

considered

d. Not agile

e. Bad for engagement

How does your organization currently conduct performance reviews?

a. Paper and pen

b. Spreadsheets or word

documents

c. Web-based tool

d. Something else

e. We don’t have a

formal process/ system

What You’ll Learn:

3

2

1 The role of performance

management.

Why we do performance

reviews?

Key strategies for effective

performance management.

Continuous learning and

development.

4

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of HR Leaders think annual performance

reviews are not an accurate appraisal of

employee’s work.

According to a 2012 SHRM/Globoforce survey

45%

30% of performance reviews

ended up in decreased

employee performance. According to an article published in

The Psychological Bulletin

of employees think clear, honest communication from

managers would improve the quality of management.

According to Employee Survey Specialist ETS

45%

Appraisals are where you get together with your team leader and agree what an outstanding member of the team you are, how much your contribution has been valued, what massive potential you have and, in recognition of all this, would you mind having your salary halved.

Guy Browning,

British Humorist and Writer

Too much at stake. Too judgmental. Too often - uncomfortable truths. Too much fixing blame. Too few managers are skilled at them. Too much uncertainty. Too little control. Too many one-way conversations.

Adapted from: Fearless Performance Reviews: Coaching

Conversations That Turn Every Employee into a Star Player,

Jeffrey Russell and Linda Russell (McGraw-Hill 2014)

THE “TERRIBLE TOOS” OF PERFORMANCE REVIEWS

PROBLEMS WITH

PERFORMANCE REVIEWS

1. Infrequent

2. Generic

3. Not every goal is

considered

4. Not agile

5. Bad for engagement

Documenting performance problems. Recognizing high performers. Identifying development needs. Compensation.

Because we’re supposed to….

WHY WE DO PERFORMANCE REVIEWS?

THE BEST KIND OF PERFORMANCE REVIEW IS NO

PERFORMANCE REVIEW.

A lot of people won’t tell you this,

but they don’t need to document

your good performance, just your

poor one…That way they have

written documentation that’ll help

them get rid of you without fear

of retribution.

AUBREY DANIELS

• a clinical psychologist

turned management

consultant

• coined the term

“performance

management” in the

1970s

Clearly, the annual performance review was designed for a work environment where control of individual employee performance was a key function. In today's team and collaborative environment, that perspective no longer makes sense.

Ray B. Williams, Wired for Success Reproduced in Psychology Today

PURPOSE Improve Performance

• Change our mind set to a

COLLABORATIVE/COACHING

mindset

• Learn and then teach 5 best

practices

MY – WAY MINDSET COLLABORATIVE MINDSET

I am right; you are

wrong.

In every situation and

in every relationship

you choose a position on this mindset continuum.

I have something to learn.

I’m in charge; you’re

not.

People are doing their

best.

My version of the truth is

the right one.

I only know part of the

story.

I need to win; you need

to lose. We both can win.

Adapted from: Fearless Performance Reviews: Coaching

Conversations That Turn Every Employee into a Star Player,

Jeffrey Russell and Linda Russell (McGraw-Hill 2014)

Focus on continuous learning – TOGETHER. It’s all about improvement. Mutual conversations about discovery. Remember, it’s about helping the EMPLOYEE improve and learn (repeat, but it’s THAT important!)

COLLABORATIVE – COACHING MINDSET

Set clear goals. Determine key job responsibilities. Identify and use competencies. Coach on a day-to-day basis – continuous feedback. Honest and objective (data and factual).

KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT: A Path To Collaborative And Coaching Mindset

3

2

1

4

5

Set Clear Goals

• Does the goal you are setting

promote goals you’ve set for

the organization as a whole?

• …promote goals you’ve set for

the team as a whole?

• Difficult, yet attainable for the

employee?

• Can you measure it?

SETTING PERFORMANCE GOALS

ORGANIZATIONAL GOAL Become a market leader.

CUSTOMER SERVICE GOAL Deal with customer complaints efficiently.

CUSTOMER SERVICE REPRESENTATIVE GOAL Customer service representatives should be part of the

company's effort to become a market leader by dealing with

customer complaints efficiently.

Determine key job responsibilities

• What does successful

performance look like?

• How do we know?

Managers have unique opportunities in their daily interactions

with employees to empower them to discover and develop their strengths, and they have the

ability to position employees in roles where they can do what they do best every day… …employees who feel engaged at work and who are able to

use their strengths in their jobs are more productive and profitable and have higher quality work.

SOURCE: Gallup Study, 2013 State of the American Workplace

Identify and use competencies

• CORE COMPETENCIES: Industry

and culture

• JOB FAMILY COMPETENCIES:

Business discipline

• JOB ROLE COMPETENCIES:

Level of mastery required

Coaching and Feedback

• Not training

• Advice, counsel, support,

guidance, boosting

confidence.

I haven’t got the slightest idea of how to change people, but I keep a long list of prospective candidates just in case I should ever figure it out.

David Sedaris, American humorist and author

Objective appraisal of performance

• Objective = Fair.

• Timely notes and records.

• Observations.

• Professional judgment.

ORGANIZATIONS WITH A STRONG LEARNING CULTURE SIGNIFICANTLY OUTPERFORM THEIR PEERS…

46% 37%

33% 26%

58% 17%

INNOVATION: more likely to be

first to market

PRODUCTIVITY: greater productivity

CUSTOMER SERVICE: Better response to

customer needs

QUALITY: Greater ability to deliver “quality

products”

SKILLS: More prepared to

meet future demand

PROFITABILITY: More likely to be market share leaders

SOURCE: BERSIN BY DELOITTE 2012

CONTINUOUS LEARNING AND DEVELOPMENT

SKILL/CAPABILITY DEVELOPMENT

OPTIONS

MY

DEVELOPMENT

ACTION

TIMING

Leading meetings Video: Leading Meetings -

Create meeting behavior

expectations with your team

Gather with your

team to discuss

meeting

management and to

create meeting

expectations that

should be applied to

all team and project

meetings.

Review

monthly

SKILLS DEVELOPMENT PLAN

Set clear goals. Determine key job responsibilities. Identify and use competencies. Coach on a day-to-day basis – continuous feedback. Honest and objective (data and factual).

KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT: A Path To Collaborative And Coaching Mindset

3

2

1

4

5

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Course: Handling Tricky Appraisals

“Appraisals can be constructive,

destructive or useless. Your

contribution directly impacts the

outcome.” Eve Ash

Target: Managers

Course: Giving Feedback: Emotional Intelligence in Action

This is a simple model for formal and

informal feedback, and

demonstration of an emotionally

intelligent approach.

Target: All employees

BIZLIBRARY.COM

4 Course Series: Effective Performance Reviews

It is not enough to simply review

an employee’s performance at

the end of the year. Employees

know when we are just going

through the motions, and in turn,

they do not see the review as

anything more than a time for

their boss to tell them everything

they did wrong during the prior

year. On the other hand, when a

review is conducted effectively,

employees become more

engaged in the process and, in

improving their performance.

Target: Managers

1. Purpose Of Conducting Effective

Performance Reviews

2. Preparing For The Review

3. How To Conduct A Review

Meeting

4. What To Do After The Review

Meeting

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Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl

Jessica Petry

Marketing Specialist

jpetry@bizlibrary.com

@JessLPetry

@BizLibrary