Taking The Pain Out of

PERFORMANCE

REVIEWS

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How often does your

organization review

performance?

a. Annually

b. Semi-annually

c. Quarterly

d. Continuously

e. Rarely

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74%

21%

3% 2% 0%

Annually

Semi-annually

Quarterly

Ongoing

Monthly

SHRM Survey Fall 2012: How frequently does your

organization conduct employee performance reviews?

What is your biggest

pain with performance

reviews?

a. Infrequent

b. Subjective

c. Not goal focused

d. Inconvenient

e. De-Motivating

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

1 2

3 U.S. workers are dissatisfied with their job

performance reviews.

According to a 2009 Reuters poll

5 4

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

TOP 5 PROBLEMS WITH

PERFORMANCE

REVIEWS

1. Infrequent

2. Subjective

3. Not goal focused

4. Inconvenient

5. De-Motivating

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…

Innovation

46%

More likely to be first to

market

Productivity

37%

Greater employee

productivity

Time to Market

34%

Better response to customer

needs

Quality

26%

Greater ability to deliver “quality

products”

Skills for the future

58%

More prepared to meet future

demand

Profitability

17%

More likely to be

market share

leaders

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

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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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training videos and eLearning courses today!

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Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl

Jessica Batz

Marketing Specialist

jbatz@bizlibrary.com

@jessbatz

@BizLibrary