Post on 22-Jan-2015
description
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
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
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
BIZLIBRARY.COM
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
BIZLIBRARY.COM
Free trial of the BizLibrary Collection
Courses.
Topic Areas.
Unlimited Access.
7,000+
25
BIZLIBRARY.COM
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Petry
Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary