Performance reviews October 2013
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Performance reviews which really add value
by Toronto Training and HR
October 2013
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CONTENTS5-6 Definitions7-8 Elements of the performance review process9-10 Uses of performance reviews11-12 Different approaches to performance reviews13-14 Preconditions for effective performance reviews 15-16 Collating information17-18 Preparation19-22 Qualitative attributes23-24 Quantitative attributes25-27 Bias28-29 Drill30-31 Headings for work plans32-33 Engaging the individual being reviewed34-35 Tricky situations36-37 Feedback38-40 Behaviourally-anchored rating scale (BARS)41-43 Management by Objectives (MBO)44-45 Other methods46-47 Steps to follow with performance reviews48 Case study49-50 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definitions
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Definitions
• Performance review• Performance• Appraisal
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Elements of the performance review
process
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Elements of the performance review process
• Measurement• Feedback• Positive reinforcement• Exchange of views• Agreement
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Uses of performance reviews
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Uses of performance reviews
• Developmental• Administrative
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Different approaches to performance reviews
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Different approaches to performance reviews
• Tell and sell• Tell and listen• Problem-solving
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Preconditions for effective performance
reviews
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Preconditions for effective performance reviews
• An open, trusting relationship between manager and employee-building trust takes a lot of time, losing it takes only a second
• A joint exploration, with the tone set by using the employee’s self-review as the starting point
• A problem finding/ solving/learning approach instead of a judgmental, punishment-oriented approach
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Collating information
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Collating information
• Objectives• Competence• Training• Actions
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Preparation
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Preparation
• Person reviewing• Discussion guides • Person being reviewed
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Qualitative attributes
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Qualitative attributes 1 of 3
• Adaptability to change• Analytical skills• Aptitude and competence• Communication skills• Creativity• Decision-making skills• Dependability and
responsibility• Initiative in accomplishing
objectives
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Qualitative attributes 2 of 3
• Judgement skills• Logic skills• Loyalty to the
organization• Motivation to accomplish
tasks and objectives• Negotiating skills• Oral presentation skills• Persuasion skills• Problem-solving skills
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Qualitative attributes 3 of 3
• Professionalism, standards and ethics
• Quality of work• Sales skills• Secretarial and clerical
skills• Self-improvement and
learning skills• Writing skills
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Quantitative attributes
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Quantitative attributes
• Accomplishment of tasks and objectives
• Accuracy and precision• Computer skills• Cost and resources
management• Knowledge of job and
industry• Planning and scheduling
skills• Setting objectives• Technical competence• Time management
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Bias
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Bias 1 of 2
• Horns and halos• Purposeful• Performance review• Self
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Bias 2 of 2
AVOIDING COMMON BIASES• Year-round recording and
feedback• 360 degree reviews• Benchmarking• Adjusted rating scales• Custom forms• Monitor
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Drill
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Drill
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Headings for work plans
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Headings for work plans
• Key performance objectives
• Output• Performance standard• Performance indicators• Time• Resource requirements• Enabling conditions• General performance
factors
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Engaging the individual being reviewed
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Engaging the individual being reviewed
• Use as many open-ended questions as possible
• Use conversation starters• Make sure the employee
has read the review before the official meeting
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Tricky situations
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Tricky situations
• Handling a defensive subordinate
• Criticizing a subordinate• Ensuring improved
performance
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Feedback
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Feedback
• Components of a feedback system
• 360 degree• Positive and to improve• Constructive and
destructive• Fearless feedback
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Behaviourally-anchored rating scale (BARS)
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Behaviourally-anchored rating scale (BARS) 1 of 2
• Definition• Developing a BARS
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Behaviourally-anchored rating scale (BARS) 2 of 2
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Management by Objectives (MBO)
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Management by Objectives (MBO) 1 of 2
• Definition• Key ideas• Problem areas
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Management by Objectives (MBO) 2 of 2
4. Continuing performance discussions
3. Setting of objectives
2. Development of performance
standards
1. Job review and agreement
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Other methods
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Other methods
• Graphic rating scale method
• Alternation ranking method
• Paired comparison method
• Forced distribution method
• Critical incident method• Narrative forms• Computerized and web-
based performance review
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Steps to follow with performance reviews
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Steps to follow with performance reviews
• Review job responsibilities and performance objectives
• Collect data• Write a draft• Determine ratings• Set the draft aside;
review and finalize
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Case study
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Conclusion and questions
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Conclusion and questionsSummaryVideosQuestions