Taking The Pain Out of

PERFORMANCE REVIEWS

WEBINAR BROUGHT TO YOU BY:

? What is your biggest pain with performance reviews?

WHAT WE HOPE YOU’LL LEARN

The role of performance management

Why we do performance reviews

Why continuous learning and development is important

BIZLIBRARY.COM

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

THE “TERRIBLE TOOS” OF PERFORMANCE REVIEWS

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)

1. Infrequent

2. Generic

3. Not every goal is considered

4. Not agile

5. Bad for engagement

WHY WE DO PERFORMANCE REVIEWS?

? DOCUMENTING PERFORMANCE PROBLEMS

RECOGNIZING HIGH PERFORMERS

IDENTIFYING DEVELOPMENTAL NEEDS

COMPENSATION

Because we’re supposed to…

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

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 MINDSET TO A COLLABORATIVE/COACHING MINDSET

LEARN AND TEACH THE FIVE 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)

COLLABORATIVE – COACHING MINDSET

FOCUS ON CONTINUOUS LEARNING - TOGETHER

IT’S ALL ABOUT IMPROVEMENT

MUTUAL CONVERSATIONS ABOUT DISCOVERY

HELP THE EMPLOYEE IMPROVE AND LEARN (I know – this is the same as the first two points . . . BUT – it’s THAT important!)

KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT

SET CLEAR GOALS

DETERMINE KEY JOB RESPONSIBILITIES

IDENTIFY AND USE COMPETENCIES

COACH ON A DAY-TO-DAY BASIS – CONTINUOUS FEEDBACK

HONEST AND OBJECTIVE

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?

DESIGN TO EMPLOYEE’S STRENGTHS

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 JUDGEMENT

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

KEYS TO EFFECTIVE PERFORMANCE MANAGEMENT

SET CLEAR GOALS

DETERMINE KEY JOB RESPONSIBILITIES

IDENTIFY AND USE COMPETENCIES

COACH ON A DAY-TO-DAY BASIS – CONTINUOUS FEEDBACK

HONEST AND OBJECTIVE

RECOMMENDED RESOURCES

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

Four Course Series: Effective Performance Reviews 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

RECOMMENDED RESOURCES

WWW.BIZLIBRARY.COM/FREE-TRIAL

7,000+ COURSES . 25 TOPIC AREAS . UNLIMITED ACCESS

THURS: 10.21 COACHING SKILLS FOR YOUR MANAGERS AND LEADERS

THURS. 10.23 THE 3 B’S OF A

CONTENT DEVELOPMENT STRATEGY

www.bizlibrary.com/webinars

THURS: 10.30 HOW TO CREATE A COMPETENCY-BASED TRAINING PROGRAM

BIZLIBRARY.COM

Jessica Petry

Sr. Marketing Specialist

jpetry@bizlibrary.com

@JessLPetry

@BizLibrary

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl