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Perfor Feedback Presentation (1).ppt
Transcript of Perfor Feedback Presentation (1).ppt
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Performance FeedbackPerformance Feedback
T.R. Edgar & AssociatesT.R. Edgar & Associates
Reston, VirginiaReston, Virginia
Purpose of This SessionPurpose of This Session
Familiarize you with the primary objective of a Performance Feedback System
Increase your sensitivity to typical problems in conducting performance feedback
Improve your awareness of a technique for conducting effective performance feedback
Help the company capitalize on the potential of its employees
T.R. Edgar & Associates
Performance Feedback Performance Feedback
T.R. Edgar & Associates
An Historical Perspective
Lessons Learned
A Recommended Approach
T.R. Edgar & Associates
1 Webster’s, Second College Edition2 ASPA Handbook of Personnel and Industrial Relations
Definitions Definitions
PerformancePerformanceExecution….accomplishment…. results
AppraisalAppraisal “An estimation of value”1
Performance Performance AppraisalAppraisal
“A systematic review of an individual employee’s performance on his job to evaluate the effectiveness or adequacy of his/her work…”2
Performance Feedback Performance Feedback ---- An Historical An Historical
PerspectivePerspective
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Chronological ReviewChronological Review
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3rd Century ADWEI Dynasty used an “Imperial Rater” to rate performance of official family members.
Early 1800’sCotton mills in Scotland hung a color coded cube over each employee’s work station defining grade of deportment, excellent bad.
1813U.S. Army General Lewis Cass evaluated each of his men (e.g., “A good natured man,” “A knave despised by all,” etc.).
1842Wide spread appraisal of employees in the U.S. Federal Government.
1940’sWide spread appraisal of managers in industry.
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Performance Feedback Performance Feedback ---- Lessons LearnedLessons Learned
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Research Findings Research Findings
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Reward manager for developing subordinates
Actively engage employees in process
Focus appraisal discussion on “development”
Establish & agree on goals mutually
Don’t use peer comparisons as a central theme
Be aware: the immediate manager may not be the best one to assess employee performance when: They work at a distance, don’t know the job requirements,etc.
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Effectiveness of Performance Effectiveness of Performance ReviewsReviews
“THE ANNUAL AGONY”“THE ANNUAL AGONY”
Wall Street Journal, 11/19/96Wall Street Journal, 11/19/96
“Get rid of the Performance Review! It “Get rid of the Performance Review! It destroys morale, kills teamwork, and hurts destroys morale, kills teamwork, and hurts
the bottom line.”the bottom line.”
Wall Street Journal, 10/20/08Wall Street Journal, 10/20/08
ContinuedContinued
“Research among 200 employers. 90% of “Research among 200 employers. 90% of
Appraisal Systems are unsuccessful.” Appraisal Systems are unsuccessful.” Psychological AssociatesPsychological Associates
“Anyone who equates delivering feedback “Anyone who equates delivering feedback
with filling out forms has lost the battle for with filling out forms has lost the battle for smart appraisal before it’s begun.”smart appraisal before it’s begun.”
Kelly AllanKelly Allan
ContinuedContinued
“…… These systems have become “…… These systems have become
bureaucratic nightmares and have put bureaucratic nightmares and have put human resources professionals in the role human resources professionals in the role
of ‘cop’.”of ‘cop’.”
Dr. Michael BeerDr. Michael Beer
ContinuedContinued
“ There are no certificates on the wall stating “ There are no certificates on the wall stating
the qualifications of the reviewer, yet the the qualifications of the reviewer, yet the effect on the individual’s present and effect on the individual’s present and
future is as real as if everyone knew what future is as real as if everyone knew what
he or she was doing.”he or she was doing.”Philip CrosbyPhilip Crosby
ContinuedContinued
“ The annual review nourishes short“ The annual review nourishes short--term term
performance, annihilates longperformance, annihilates long--term term planning, builds fear, demolishes planning, builds fear, demolishes
teamwork, nourishes rivalry and teamwork, nourishes rivalry and
politics…….it leaves people bruised, politics…….it leaves people bruised, battered, desolate, feeling despondent, battered, desolate, feeling despondent,
dejected, inferior, even depressed….”dejected, inferior, even depressed….”
Dr. W. Edwards DemingDr. W. Edwards Deming
Primary Uses of Primary Uses of Performance ReviewsPerformance Reviews
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Source: Alan H. Locher and Kenneth S. Teel, “Performance Appraisal—A Survey of Current Practices,” Personnel Journal, May 1977. Copyright May 1977. Reprinted with the permission of Personnel Journal, Costa Mesa, California; all rights reserved.
UseUse Small OrganizationsSmall Organizations Large OrganizationsLarge Organizations
Compensation 80.6% 62.2%62.2%
Performance Improvement 49.7% 60.6%60.6%
Feedback 30.6% 37.8%37.8%
Promotion 29.1% 21.1%21.1%
Documentation 11.4% 10.0%10.0%
Training 8.0% 9.4%9.4%
Transfer 7.4% 8.3%8.3%
Manpower Planning 6.3% 6.1%6.1%
Discharge 2.3% 2.2%2.2%
Research 2.9% 0.0%0.0%
Layoff 0.6% 0.0%0.0%
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Performance Feedback Performance Feedback ---- A Recommended A Recommended
ApproachApproach
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Why give performance Why give performance feedback? feedback?
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Emphasize employee development
Enhance employee communications
Facilitate greater contributions to company performance
Support employment actions
What is the process?What is the process?
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Preparation
Follow-Up
Content
Outcome
Follow-Up
• Review IDP with subordinate to obtain
mutual understanding and commitment
Subordinate’s Preparation
•Review job goals
•Review performance criteria
•Identify own strengths and weaknesses
•Prepare individual development plan (IDP)
Manager’s Preparation
•Think about organization and job goals of
subordinate
•Review performance criteria
•Review anecdotal records of subordinateperformance and typical days
•Select major area of contribution
Participation of
subordinate in
session
Constructive, helping
attitude and behavior
of manager
Resolve differences or
misunderstandings, if
any
Develop action plan
to optimize job
performance
Set future
performance targets
Determine results
expected
How do you approach How do you approach performance feedback?performance feedback?
Define and communicate performance expectations
Provide challenging assignments
Provide frequent, constructive feedback
Provide recognition and rewards for results and accomplishments
Have employee evaluate themselves
Focus on the future
How do you implement How do you implement performance feedback? performance feedback?
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Formal schedule
Active employee participation
Individual development plan (IDP)
Abbreviated summary rating
Salary discussion separate
Different forms for each major job category: exempt, nonexempt, management
How do you document How do you document performance?performance?
ContrastContrast An employee surrounded by mediocrity is rated exceptional; An employee surrounded by mediocrity is rated exceptional; another surrounded by superstars is rated fairanother surrounded by superstars is rated fair
RecencyRecency Employees are evaluated based upon their most recent workEmployees are evaluated based upon their most recent work----positive or negativepositive or negative——regardless of their yearregardless of their year--long performancelong performance
PrimaryPrimary An employee’s evaluation is based on the manager’s 1An employee’s evaluation is based on the manager’s 1stst
impression, regardless of subsequent performance.impression, regardless of subsequent performance.
Description
Halo/hornHalo/horn The manager bases his/her assessment of the employee’s The manager bases his/her assessment of the employee’s performance one one aspect of performance, either favorable performance one one aspect of performance, either favorable
(halo), or unfavorable (horn). (halo), or unfavorable (horn). For example: An employee who
works long hours may be considered to be productive.
FamiliarityFamiliarity A manager is comfortable with an employee who possesses A manager is comfortable with an employee who possesses characteristics similar to his/her own, and evaluates them more characteristics similar to his/her own, and evaluates them more
favorablyfavorably
4. Avoid judgment errors
Error
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•• BehaviorBehavior •• The individualThe individual
•• From actual observationFrom actual observation •• From what you From what you assumeassume anan
action meansaction means
•• By sharing ideasBy sharing ideas •• By giving adviceBy giving advice
•• What is happening nowWhat is happening now •• What happened a long What happened a long
time agotime ago
•• A few pointsA few points •• By overloading the person By overloading the person
with everything that’swith everything that’swrongwrong
CriticizeCriticize Don’t CriticizeDon’t Criticize
How do you document How do you document performance?performance?
5. Give constructive feedback
What about the performance What about the performance feedback discussion? feedback discussion?
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There are 3 types:
Participatory Discussion*
Tell-and-Sell
Tell-and-Listen
* Preferred
The key to getting a good
performance review -
- as with many other things -
-is having
the right
attitude!
SUPERVISOR
T.R. Edgar & AssociatesSource: Heartland Enterprises, Inc.
…And the characteristics of a …And the characteristics of a good feedback discussion?good feedback discussion?
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It’s a candid, balanced, joint activity
Employee strengths AND weaknesses are addressed
Both parties talk and listen, striving for commitment (NOT “Tell and Do”)
Understanding is sought by explaining performance observations + addressing perceptions vs. intentions
It facilitates introspection and personal reflection
It evolves an individual development plan
It enhances performance effectiveness
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Avoid the halo/horn effect
Avoid assessment based on most recent memory
Describe behavior and results, avoid adjectives
Be specific and give examples
Avoid judging--work with the employee
Be a coach, not a counselor or critic
Avoid comparisons to others
Be patient and listen
SO, what should you remember SO, what should you remember before the discussion? before the discussion?
How can you tell employees How can you tell employees when they do good work?when they do good work?
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“Good thanks come in 3’s!”
Step �: Make your usual remark.“That was a good report,Jenny.”
Step �: Get more specific.“I especially liked the way you used humor to help explain what the department changes will mean.”
Step �: Link this specific to a personality trait or character strength.“Your sense of humor often helps us over the rough spots--I appreciate
that.”
Source: Recognition, The Quality Way
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1. Make the employee feel comfortable and state the purpose of the meeting
2. Allow the employee to assess his/her own performance
3. Provide your own performance assessment, reinforce positives, outline improvement areas
4. Resolve any disagreements in performance assessments
5. Develop and obtain joint commitment for a future performance plan
You’re in the discussion, now You’re in the discussion, now what? Use a 5 step process:what? Use a 5 step process:
So, is feedback REALLY So, is feedback REALLY necessary? necessary?
“No one enjoys addressing others’ deficiencies. But failure to do so
sends the message that people are on track when they really aren’t. And that may be the greatest disservice a leader can do to someone
else.” Eric Harvey
“Feedback is the breakfast of champions.”Ken Blanchard and Spencer Johnson
“There are two things that people want more than sex and money –
recognition and praise.” Mary Kay Ash
“Truly great leaders spend as much time collecting and acting on
feedback as they do providing it.” Alexander Lucia
Career PathManagement
Applicants
QualityHires
•Motivated•Positive Attitude•Intelligent
Environment
•Challenging•Open•Positive•Participatory
PerformanceFeedback
•Reinforcement•Development•Motivation•Communication
RewardSystem
•Intrinsic•Extrinsic•Reinforcing•Appropriate
•Career Ladders•Productivity•Contribution
CorporateEmployee Goals
•Compatible•Consistent
PositionResponsibilities
•Understood•Compatible•Capable
How do you build a healthy How do you build a healthy employment relationship? employment relationship?
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Performance Feedback:
Is an ongoing process
Needs to be “single” focused – on employee development
Must be balanced – address both strengths
and improvement areas
Requires a lot of time
Results are enhanced by good communication
techniques (5-step process)
What have you learned? What have you learned?